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Product roadmap

Skill jpoindexter/product-management-skills/skills/product-roadmap

Operational product-management skills and a /pm router for Codex and Claude.

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npx -y skills add jpoindexter/product-management-skills --skill product-roadmap

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Create or audit an outcome-based product roadmap that connects strategy to sequenced bets, evidence checkpoints, dependencies, and adaptation rules. Use when a roadmap is a feature calendar, stakeholders demand dates without uncertainty, or a team needs Now/Next/Later planning.

SKILL.md

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Product Roadmap

Represent a sequence of strategic bets and learning commitments, not a promise to ship a fixed list of features.

Inputs

  • Strategy, outcomes, and non-goals
  • Current evidence and key uncertainties
  • Candidate bets and dependencies
  • Capacity, obligations, time-sensitive constraints, and planning horizon
  • Stakeholder decision cadence

Workflow

  1. State the strategic outcome and roadmap horizon.
  2. Group work into outcome-oriented initiatives with target customer, problem, mechanism, and measure.
  3. Separate committed obligations from discovery bets and optional solutions.
  4. Sequence by dependency, risk reduction, time criticality, and learning value.
  5. Use Now/Next/Later or explicit horizons; assign precise dates only where evidence and dependencies support them.
  6. Add an evidence checkpoint and continuation rule to each initiative.
  7. Show capacity allocation, reliability work, and contingency rather than planning at 100 percent utilization.
  8. Record excluded work and conditions that would change the plan.
  9. Define the review cadence and decision owner.

Output contract

Return strategic outcome, horizon lanes, initiative cards, measures, evidence checkpoints, dependencies, capacity notes, commitments versus options, non-goals, confidence, and review rules.

Quality gate

  • Initiatives describe outcomes and assumptions rather than solution scope alone.
  • Dates communicate confidence and commitment type.
  • Discovery can change delivery scope.
  • Dependencies and capacity are visible.
  • The roadmap can adapt without pretending the strategy changed.

Avoid

  • Feature lists with quarters attached
  • Equal certainty across all horizons
  • Hiding compliance, reliability, or platform work
  • Using “agile” to avoid commitments or using dates to deny uncertainty
  • Maintaining roadmap items without a review trigger

Source grounding

Operational synthesis informed by the outcome-over-output model in Escaping the Build Trap, product discovery and delivery distinctions in Inspired, and strategy coherence in Good Strategy/Bad Strategy.

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