I'm gonna take product manager at Google for 7 years now. Can my roadmap? Double as a release plan? I went to my 4th wedding in 6 weeks. I think I should go to Tibet for a week. That's obviously gonna be in frame. Hi, I'm lifteenth, co founder and CEO road munk. And today I'm going to be answering your questions about road map. The first question is, can your product roadmap also double up as your release roadmap? Well the answer is probably not. Most of the time release road naps are thought of as tactical engineering plans, and they often have low level Information such as user stories or tasks. If that's the case, your product roadmap is trying to serve a greater purpose, trying to explain why you are going in a certain direction, and you probably have certain strategies you're trying to showcase to the rest of your organization.

我要在谷歌做7年的产品经理。我的路线图可以吗？作为发布计划的一部分？我在6周内参加了我的第四次婚礼。我想我应该去西藏一周。那显然会出现在画面里。大家好，我是Lifteen，联合创始人兼首席执行官Road Munk。今天我将回答你们关于路线图的问题。第一个问题是，您的产品路线图是否也可以作为您的发布路线图？好吧，答案可能不是。大多数时间发布道路计划被认为是战术工程计划，它们通常具有低级别的信息，如用户故事或任务。如果是这样的话，你的产品路线图正试图服务于一个更大的目标，试图解释你为什么要朝着某个方向前进，并且你可能有某些战略，你正试图向你的组织的其他人展示。

Also, your product road map wants to illustrate longer term items that may be important for your audience as well as your customers to understand where they're going. Release roadmap is a bit more technical and granular, whereas a product roadmap is really showcasing the direction of your product. And hopefully organization cut it, keep it oh. This is a great question. So the second question is, why can I just use a product backlog without a product road? Now? When an organization is really small, they are actually synonymous. But over time, the roadmap is going to describe the why of what you're building in the customer value. A little bit of the what for a product backlog is going to start to have all of the what and contain a lot of Information that the organization may not just understand.

此外，您的产品路线图需要说明长期项目，这些项目可能对您的受众和客户了解他们的发展方向非常重要。发布路线图更具技术性和粒度，而产品路线图则真正展示了产品的发展方向。希望组织能削减它，保留它哦。这是一个伟大的问题。那么第二个问题是，为什么我可以只使用产品积压而不使用产品道路？现在？当一个组织很小的时候，它们实际上是同义词。但随着时间的推移，路线图将描述您在客户价值中构建的原因。产品待办事项列表中的一小部分“什么”将开始包含所有的“什么”，并包含大量组织可能无法理解的信息。

It's really important that the product roadmap describe, that customer value and your product backlog be all of the details of how you're going to Complete that vision. I was gonna say something like as or like as an organized. That's really small. The product backlog often starts out as the roadmap. But as an organization grows, the product roadmap actually is really just talking about why you're, building something, and its customer value a little bit of what, whereas product backlog is almost entirely what you are building to accomplish that vision.

非常重要的是，产品路线图描述了客户价值和您的产品待办事项，是您将如何完成该愿景的所有细节。我想说的是作为或者作为一个有组织的。那真的很小。产品待办事项列表通常作为路线图开始。但随着一个组织的成长，产品路线图实际上只是在谈论你为什么要构建一些东西，以及它的客户价值是什么，而产品待办事项几乎完全是你为了实现愿景而构建的。

But what did you get? I want to know you guys are for this one. This is question, number three, who owns the product road. Now, the product manager owns the product roadmap, not your executives, engineering, marketing, or your sales reps. You are responsible for making sure that they are bought into your plan and understand the tradeoffs you've made, so that you can create the most customer and market value. However, just because they are influencing what you are building, that does not mean that you are not responsible for the plan going forward and making sure that you're accountable to fulfilling the vision. I like that. Let's leave that out. That was totally necessary. Question. Number four, what does a product roadmap look like? That depends on your organization. If you're an organization like apple, then you've got to line your company to September when they launched products. It's more appropriate to use a timeline view that would then help them construct how they're gonna get to that end goal. Whereas if you're an organization that's more agile and flexible, then you can use something that's not really time based.

但你得到了什么？我想知道你们是否支持这一次。这是第三个问题，谁拥有产品之路。现在，产品经理拥有产品路线图，而不是您的主管、工程师、营销人员或销售代表。你有责任确保他们接受你的计划，并理解你所做的权衡，这样你才能创造最大的客户和市场价值。然而，仅仅因为他们影响了你正在建设的东西，这并不意味着你不负责计划的推进，并确保你有责任实现愿景。我喜欢那样。让我们把它排除在外。这是完全必要的。问题。第四，产品路线图是什么样子的？这取决于您的组织。如果你是一个像苹果这样的组织，那么你必须把你的公司排在9月份，当他们发布产品的时候。更合适的是使用时间线视图，这将帮助他们构建如何实现最终目标。然而，如果你是一个更加敏捷和灵活的组织，那么你可以使用一些不是真正基于时间的东西。

As an example. You can do something like a swimming view where things come out either in seasons or just in different status. It's like this is how you do it. This is what you gotta be doing. No no no. Question five, how often should I update the product roadmap? There are three inputs to a product roadmap. The first is feedback. It's really important to make sure all the feedback you get from your customers, your internal stakeholders or your sales channels are updating all the time into your product road maps. This enables you to get the insight, you need to make great decisions and continue evolving your product.

作为一个例子。你可以做一些类似于游泳景观的东西，这些东西要么在季节里出现，要么只是在不同的状态下出现。好像你就是这么做的。这就是你要做的。不不不。问题五，我应该多久更新一次产品路线图？产品路线图有三个输入。首先是反馈。确保您从客户、内部利益相关者或销售渠道获得的所有反馈始终更新到您的产品路线图中，这一点非常重要。这使您能够获得洞察力，您需要做出伟大的决策，并继续发展您的产品。

The second is progress supporting the organization sees how far along the journey you are, wherever you can at certain increments, find a way to present that Information so that they can understand how the product is progressive. The third is major changes. This could be the introduction of large scale initiatives or a change in strategy. And since we know those happen all the time, it's really important to make sure that those decisions are made at specific points. So we see meeting with those stakeholders twice a month, monthly or quarterly as a common standard to help align your teams.

第二个是进展支持组织看到你在旅程中走了多远，无论你在哪里都可以以一定的增量，找到一种方法来呈现这些信息，以便他们可以了解产品是如何进步的。第三是重大变化。这可能是大规模举措的引入或战略的改变。因为我们知道这种情况经常发生，所以确保在特定时刻做出这些决定是非常重要的。因此，我们将每月或每季度与这些利益相关者举行两次会议视为帮助协调团队的通用标准。