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If a product manager decides to not use roadmap and only use OKRs to present her plans for her product to stakeholders, the questions she will get will be in the lines of “how do you intend to reach objective Z?” or “why don’t you do W to get to your objective faster?”įor this reason we created the 12-month rolling roadmap. This answer will probably generate some frustration. The answer is normally something in the lines of “it’s planned for future quarters but I believe that what we planned for the coming quarter are the most important things to work on, do you agree?”.
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When a product manager present to stakeholders a 3-month roadmap, it is not unusual that the product manager gets asked questions like “what about feature X?” or “when will we put more energy on objective Y?”. However, if you are working on a product in its innovation or growth phase, and your company does not have yet a mature product development culture, roadmaps in general and the 12-month rolling roadmap that I will present here can be very helpful. This is also the case when we are managing mature products. Probably companies like Google and Facebook have such maturity of product development culture that roadmaps are not needed and the product is developed only based on OKRs. However, my experience has shown me the need for roadmaps depends a lot on the product development culture maturity of the company.
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I know that some people will comment that having a 12-month roadmap will prevent you from being agile, that we should have no more than 3 months planned ahead, ideally we should have no roadmap and we should use only OKRs. We call this roadmap structure the 12-month rolling roadmap.