<story><title>How to evaluate a product roadmap, for engineers</title><url>https://stephen.fm/how-to-evaluate-a-product-roadmap/</url></story><parent_chain></parent_chain><comment><author>j-a-a-p</author><text>&amp;gt; (1) Does the roadmap clearly connect to the higher-level company or product mission, vision, and strategy?&lt;p&gt;Okay, engineers are now supposed to evaluate the roadmap to strategic goals. in principle all good that everybody is involved in lining up with strategy. But the caveat here is, the CPO and leadership team should do this. And if this does not resonate with the engineers, is it really wise to educate the product manager by sending him&amp;#x2F;her some literature on how to do strategy?&lt;p&gt;I would suggest to handle this if this occurs with more care. And also consider that many very successful companies did not have a written mission and strategy, it is usually introduced in the scale up phase when stakeholders demand more on the why and how.</text></comment>
<story><title>How to evaluate a product roadmap, for engineers</title><url>https://stephen.fm/how-to-evaluate-a-product-roadmap/</url></story><parent_chain></parent_chain><comment><author>johndhi</author><text>Personally I&amp;#x27;ve always found &amp;quot;risks&amp;quot; in product roadmap tend to not be great. There&amp;#x27;s often no risks for 80 percent of the project then at the end we&amp;#x27;ll discover blockers and risks from teams who weren&amp;#x27;t (or weren&amp;#x27;t thoroughly) consulted. It&amp;#x27;s really hard to know and communicate with all the stakeholders in these complex organizations.</text></comment>