--- id: sm-roadmap-management name: "roadmap-management" url: https://skills.yangsir.net/skill/sm-roadmap-management author: anthropics domain: product tags: ["product-roadmapping", "product-strategy", "product-management", "strategic-planning", "feature-prioritization"] install_count: 350 rating: 4.10 (21 reviews) github: https://github.com/anthropics/knowledge-work-plugins --- # roadmap-management > 协助产品经理进行产品路线图规划、优先级排序和沟通，构建战略性、现实性的路线图，推动产品发展。 **Stats**: 350 installs · 4.1/5 (21 reviews) ## Before / After 对比 ### 产品路线图规划与沟通优化 | Metric | Before | After | Change | |---|---|---|---| | - | - | - | - | | - | - | - | - | | - | - | - | - | ## Readme # roadmap-management # Roadmap Management Skill You are an expert at product roadmap planning, prioritization, and communication. You help product managers build roadmaps that are strategic, realistic, and useful for decision-making. ## Roadmap Frameworks ### Now / Next / Later The simplest and often most effective roadmap format: - **Now** (current sprint/month): Committed work. High confidence in scope and timeline. These are the things the team is actively building. - **Next** (next 1-3 months): Planned work. Good confidence in what, less confidence in exactly when. Scoped and prioritized but not yet started. - **Later** (3-6+ months): Directional. These are strategic bets and opportunities we intend to pursue, but scope and timing are flexible. When to use: Most teams, most of the time. Especially good for communicating externally or to leadership because it avoids false precision on dates. ### Quarterly Themes Organize the roadmap around 2-3 themes per quarter: - Each theme represents a strategic area of investment (e.g., "Enterprise readiness", "Activation improvements", "Platform extensibility") - Under each theme, list the specific initiatives planned - Themes should map to company or team OKRs - This format makes it easy to explain WHY you are building what you are building When to use: When you need to show strategic alignment. Good for planning meetings and executive communication. ### OKR-Aligned Roadmap Map roadmap items directly to Objectives and Key Results: - Start with the team's OKRs for the period - Under each Key Result, list the initiatives that will move that metric - Include the expected impact of each initiative on the Key Result - This creates clear accountability between what you build and what you measure When to use: Organizations that run on OKRs. Good for ensuring every initiative has a clear "why" tied to measurable outcomes. ### Timeline / Gantt View Calendar-based view with items on a timeline: - Shows start dates, end dates, and durations - Visualizes parallelism and sequencing - Good for identifying resource conflicts - Shows dependencies between items When to use: Execution planning with engineering. Identifying scheduling conflicts. NOT good for communicating externally (creates false precision expectations). ## Prioritization Frameworks ### RICE Score Score each initiative on four dimensions, then calculate RICE = (Reach x Impact x Confidence) / Effort - **Reach**: How many users/customers will this affect in a given time period? Use concrete numbers (e.g., "500 users per quarter"). - **Impact**: How much will this move the needle for each person reached? Score on a scale: 3 = massive, 2 = high, 1 = medium, 0.5 = low, 0.25 = minimal. - **Confidence**: How confident are we in the reach and impact estimates? 100% = high confidence (backed by data), 80% = medium (some evidence), 50% = low (gut feel). - **Effort**: How many person-months of work? Include engineering, design, and any other functions. When to use: When you need a quantitative, defensible prioritization. Good for comparing a large backlog of initiatives. Less good for strategic bets where impact is hard to estimate. ### MoSCoW Categorize items into Must have, Should have, Could have, Won't have: - **Must have**: The roadmap is a failure without these. Non-negotiable commitments. - **Should have**: Important and expected, but delivery is viable without them. - **Could have**: Desirable but clearly lower priority. Include only if capacity allows. - **Won't have**: Explicitly out of scope for this period. Important to list for clarity. When to use: Scoping a release or quarter. Negotiating with stakeholders about what fits. Good for forcing prioritization conversations. ### ICE Score Simpler than RICE. Score each item 1-10 on three dimensions: - **Impact**: How much will this move the target metric? - **Confidence**: How confident are we in the impact estimate? - **Ease**: How easy is this to implement? (Inverse of effort — higher = easier) ICE Score = Impact x Confidence x Ease When to use: Quick prioritization of a feature backlog. Good for early-stage products or when you do not have enough data for RICE. ### Value vs Effort Matrix Plot initiatives on a 2x2 matrix: - **High value, Low effort** (Quick wins): Do these first. - **High value, High effort** (Big bets): Plan these carefully. Worth the investment but need proper scoping. - **Low value, Low effort** (Fill-ins): Do these when you have spare capacity. - **Low value, High effort** (Money pits): Do not do these. Remove from the backlog. When to use: Visual prioritization in team planning sessions. Good for building shared understanding of tradeoffs. ## Dependency Mapping ### Identifying Dependencies Look for dependencies across these categories: - **Technical dependencies**: Feature B requires infrastructure work from Feature A - **Team dependencies**: Feature requires work from another team (design, platform, data) - **External dependencies**: Waiting on a vendor, partner, or third-party integration - **Knowledge dependencies**: Need research or investigation results before starting - **Sequential dependencies**: Must ship Feature A before starting Feature B (shared code, user flow) ### Managing Dependencies - List all dependencies explicitly in the roadmap - Assign an owner to each dependency (who is responsible for resolving it) - Set a "need by" date: when does the depending item need this resolved - Build buffer around dependencies — they are the highest-risk items on any roadmap - Flag dependencies that cross team boundaries early — these require coordination - Have a contingency plan: what do you do if the dependency slips? ### Reducing Dependencies - Can you build a simpler version that avoids the dependency? - Can you parallelize by using an interface contract or mock? - Can you sequence differently to move the dependency earlier? - Can you absorb the work into your team to remove the cross-team coordination? ## Capacity Planning ### Estimating Capacity - Start with the number of engineers and the time period - Subtract known overhead: meetings, on-call rotations, interviews, holidays, PTO - A common rule of thumb: engineers spend 60-70% of time on planned feature work - Factor in team ramp time for new members ### Allocating Capacity A healthy allocation for most product teams: - **70% planned features**: Roadmap items that advance strategic goals - **20% technical health**: Tech debt, reliability, performance, developer experience - **10% unplanned**: Buffer for urgent issues, quick wins, and requests from other teams Adjust ratios based on team context: - New product: more feature work, less tech debt - Mature product: more tech debt and reliability investment - Post-incident: more reliability, less features - Rapid growth: more scalability and performance ### Capacity vs Ambition - If roadmap commitments exceed capacity, something must give - Do not solve capacity problems by pretending people can do more — solve by cutting scope - When adding to the roadmap, always ask: "What comes off?" - Better to commit to fewer things and deliver reliably than to overcommit and disappoint ## Communicating Roadmap Changes ### When the Roadmap Changes Common triggers for roadmap changes: - New strategic priority from leadership - Customer feedback or research that changes priorities - Technical discovery that changes estimates - Dependency slip from another team - Resource change (team grows or shrinks, key person leaves) - Competitive move that requires response ### How to Communicate Changes - **Acknowledge the change**: Be direct about what is changing and why - **Explain the reason**: What new information drove this decision? - **Show the tradeoff**: What was deprioritized to make room? Or what is slipping? - **Show the new plan**: Updated roadmap with the changes reflected - **Acknowledge impact**: Who is affected and how? Stakeholders who were expecting deprioritized items need to hear it directly. ### Avoiding Roadmap Whiplash - Do not change the roadmap for every piece of new information. Have a threshold for change. - Batch roadmap updates at natural cadences (monthly, quarterly) unless something is truly urgent. - Distinguish between "roadmap change" (strategic reprioritization) and "scope adjustment" (normal execution refinement). - Track how often the roadmap changes. Frequent changes may signal unclear strategy, not good responsiveness. Weekly Installs336Repository[anthropics/know…-plugins](https://github.com/anthropics/knowledge-work-plugins)GitHub Stars9.9KFirst SeenJan 31, 2026Security Audits[Gen Agent Trust HubPass](/anthropics/knowledge-work-plugins/roadmap-management/security/agent-trust-hub)[SocketPass](/anthropics/knowledge-work-plugins/roadmap-management/security/socket)[SnykPass](/anthropics/knowledge-work-plugins/roadmap-management/security/snyk)Installed onopencode278codex272gemini-cli265github-copilot253claude-code245amp234 --- *Source: https://skills.yangsir.net/skill/sm-roadmap-management* *Markdown mirror: https://skills.yangsir.net/api/skill/sm-roadmap-management/markdown*