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skills/mohitagw15856/pm-claude-skills/roadmap-presentation

roadmap-presentation

1
mohitagw15856/pm-claude-skills·Audit passed·Snapshot e7cdb95a842a

Summary

This source did not publish a separate summary. Review SKILL.md before using the skill.

SKILL.md

Roadmap Presentation Skill

Build roadmaps that tell a strategy story — not just a list of features with dates. Every roadmap output is audience-calibrated: executives get outcomes, teams get specificity, customers get value.

Required Inputs

Ask the user for these if not provided:

  • Audience (executive/board, cross-functional, engineering, customers — changes format significantly)
  • Prioritised initiative list with rough timelines or quarters
  • Company OKRs or strategic goals (to anchor the narrative)
  • Period covered (Q1, H1, full year, etc.)

Audience Calibration

Always ask who the audience is before building:

AudienceThey care aboutFormat
Executive / BoardBusiness outcomes, revenue, risk, strategic alignmentOutcome-led, 3 columns (Now / Next / Later), no sprint detail
Cross-functional stakeholdersDependencies, timelines, their team's involvementTheme-based, with dependency callouts
Engineering teamSpecificity, sequencing, technical constraintsDetailed, with epics and rough sizing
Customers / ExternalValue delivered, no internal detailBenefits-focused, no dates — "Coming soon / In progress / Done"

The Now / Next / Later Framework

Standard output structure:

NOW (Current quarter — high confidence, committed)

  • What we're building and why
  • Expected outcomes

NEXT (Following quarter — medium confidence, directional)

  • Themes and initiatives
  • Key hypotheses being tested

LATER (6–12 months — low confidence, aspirational)

  • Strategic bets
  • Dependencies that need to resolve first

    • ⚠️ Never put specific dates on "Later" items. Use quarters or halves.

    Roadmap Narrative Template

    Every roadmap needs a narrative, not just a timeline. Structure it as:

    1. Where we are — current product state and key metrics
    2. The problem we're solving — what's holding customers or the business back
    3. Our strategic bets — the themes that guide this roadmap
    4. What we're building — Now / Next / Later breakdown
    5. How we'll know it's working — success metrics per theme
    6. What we're not doing — explicit deprioritisation with rationale

    Output Format

    Product Roadmap — [Product Area] — [Quarter/Year]

    Audience: [Executive / Team / Customer] Roadmap Owner: [PM Name] Last Updated: [Date] Confidence Level: Now = High | Next = Medium | Later = Low

    Strategic Context:

    [2–3 sentences: what company/product goal does this roadmap serve?]

    Guiding Themes This Period:

    1. [Theme 1] — [1-line rationale]
    2. [Theme 2] — [1-line rationale]
    3. [Theme 3] — [1-line rationale]

    NOW — [Quarter]

    ThemeInitiativeOutcome ExpectedTeamStatus
    [Theme][What we're building][Metric it moves][Owner]In Progress / Starting

    NEXT — [Quarter]

    ThemeInitiativeHypothesisDependencies
    [Theme][What we plan to build][If we build X, we expect Y][What needs to be true first]

    LATER — [H2 / Next Year]

    ThemeStrategic BetWhy Later
    [Theme][What we might build][What's blocking or uncertain]

    What We're NOT Building (and Why):

    • [Requested initiative] — Deprioritised because: [reason]
    • [Requested initiative] — Deprioritised because: [reason]

    Success Metrics for This Roadmap:

    MetricNow TargetEnd of Year Target
    [Metric][X][Y]

    Guidelines

    • Never let a roadmap become a commitment list — frame everything outside "Now" as directional
    • Always include a "not doing" section — it prevents the roadmap from becoming a wish list in disguise
    • For executive audiences: lead with the outcome the roadmap delivers to the business, not the features
    • Recommend a roadmap review cadence: monthly for Now items, quarterly for Next/Later
    • If dates are demanded for Later items: use quarters (Q3 2026), not specific dates

    Quality Checks

    • Format matches the audience (executives don't get sprint-level detail)
    • NOW items are committed with owners; NEXT items are directional; LATER items are aspirational
    • "What We're NOT Building" section has at least 2 items with rationale
    • Success metrics are specified per theme (not just a list of features)
    • Language is free of internal jargon — tested by asking: "could an external stakeholder understand this?"

    Anti-Patterns

    • Do not put specific dates on NEXT or LATER items — use quarters or halves to signal appropriate confidence levels
    • Do not show the same level of detail to executives and engineers — calibrate depth to audience or you lose both
    • Do not omit the "What We're NOT Building" section — a roadmap without explicit deprioritisation becomes a wish list
    • Do not present LATER items as commitments — frame everything outside NOW as directional, not promised
    • Do not skip the success metrics section — without it, stakeholders cannot evaluate whether the roadmap is working

    Related skills

    capacity-planningcompetitor-teardowncontext-engineering-reviewrunbook-writerreceipts-audit