Use when product goals or competing initiatives need to become a sequenced, stakeholder-ready roadmap. Triggers on: "로드맵 만들어줘", "분기 계획", "roadmap planning", "이니셔티브 우선순위 정해줘", feature list를 outcome 기반으로 바꿔줘", "Q2 로드맵", "분기별 계획 세워줘", "이해관계자 정렬".
Instrucciones de origen · Vista previa de solo lectura
name
roadmap-planning
effort
high
description
Use when product goals or competing initiatives need to become a sequenced, stakeholder-ready roadmap. Triggers on: "로드맵 만들어줘", "분기 계획", "roadmap planning", "이니셔티브 우선순위 정해줘", feature list를 outcome 기반으로 바꿔줘", "Q2 로드맵", "분기별 계획 세워줘", "이해관계자 정렬".
scenarios
["경쟁 이니셔티브 15개가 있는데 Q2 로드맵 만들어줘","6개월 제품 로드맵을 세 팀 걸쳐 계획해야 해","Help me build a roadmap that execs will actually approve","feature list를 outcome 중심 로드맵으로 바꿔줘","분기 계획 수립 어떻게 해야 해?","We need to sequence work across multiple teams"]
type
workflow
theme
strategy-positioning
estimated_time
1-2 weeks (active facilitation: 45-90 min/day)
compatibility
{"recommended":["sequential-thinking"],"optional":["think-tool"],"remote_mcp_note":"sequential-thinking이 있으면 에픽 의존성 그래프를 체계적으로 열거하고 위상 정렬할 수 있습니다. Claude 설정 → MCP Servers에서 remote SSE 엔드포인트를 추가하세요."}
Standing Mandates
ALWAYS map dependencies between epics before sequencing — unresolved dependencies invalidate the order.
ALWAYS distinguish committed items from aspirational items explicitly.
NEVER build a roadmap without real capacity constraints from the team.
NEVER sequence work without stakeholder alignment on the top-level outcome priorities.
Key Concepts
What is Strategic Roadmap Planning?
Roadmap planning is the process of:
Gathering inputs — Customer problems, business goals, technical constraints
Defining initiatives — Epics with clear hypotheses and success metrics
Prioritizing — Rank initiatives by impact, effort, strategic fit
Sequencing — Organize into releases/quarters with logical dependencies
Communicating — Present roadmap to stakeholders with strategic narrative
For roadmap type descriptions (Now/Next/Later, Theme-Based, Timeline, Feature-List anti-pattern) and the rationale for this approach, see references/roadmap-types.md.
Anti-Patterns (What This Is NOT)
Not a commitment: Roadmaps are strategic plans, not contracts
Not a feature list: Roadmaps frame problems, not just solutions
Not waterfall: Roadmaps evolve quarterly based on learning
When to Use This
Annual or quarterly planning cycles
After product strategy session (translate strategy to roadmap)
Onboarding new stakeholders (align on direction)
Reframing existing roadmap (shift from feature-driven to outcome-driven)
When NOT to Use This
For tactical sprint planning (use backlog instead)
When strategy is unclear (run product-strategy-session first)
When stakeholders expect date commitments (address expectations first)
Facilitation Source of Truth
When running this workflow as a guided conversation, use workshop-facilitation as the interaction protocol and delegate to agents/roadmap-coordinator.md for entry mode selection, Phase 1 intake question sequence, sub-skill handoff triggers, and loop-back conditions.
Application
Use template.md for the full fill-in structure.
This workflow orchestrates 5 phases over 1-2 weeks, using multiple component and interactive skills.
Phase 1: Gather Inputs (Day 1-2)
Goal: Collect business goals, customer problems, technical constraints, stakeholder requests.
The four input-gathering activities below are fully independent — collect them concurrently to reduce elapsed time.
Activities
1. Review Business Goals (OKRs, Strategic Initiatives)
Source: Company OKRs, exec strategy memos, board decks
Output: 3-5 business outcomes to optimize for
2. Review Customer Problems (Discovery Insights)
Source: Discovery interviews, support tickets, NPS feedback, churn surveys
Use: Insights from skills/discovery-process/SKILL.md (if recently completed)
See examples/sample.md — Example 4 for a RICE scoring table
3. Adjust for Strategic Fit
Review scores against business goals
For any epic flagged for a potential strategic override: use the think tool to reason through the trade-off between RICE rank and strategic bet value before committing to the final ranked list. Surface the reasoning before presenting the output.
Top 10 epics: Highest-priority initiatives for roadmap
Phase 4: Sequence Roadmap (Day 6-7)
Goal: Organize epics into quarters/releases with logical dependencies.
Activities
1. Map Dependencies
When the epic count exceeds 8, use sequential thinking to enumerate all epic pairs, check each pair for directional dependency, and produce a topologically sorted sequence before assigning epics to quarters.
Output: Dependency graph (Epic A → Epic B → Epic C)
2. Sequence by Quarter (or Release)
Now (Q1): Top 3-5 epics, no dependencies
Next (Q2): Next 3-5 epics, may depend on Q1 completion
Later (Q3+): Remaining epics, lower confidence
See examples/sample.md — Example 5 for quarterly and Now/Next/Later roadmap formats
3. Validate with Engineering
Confirm sequencing is realistic (capacity, dependencies, hidden technical blockers)
Output: Validated roadmap sequence
Outputs from Phase 4
Sequenced roadmap: Epics organized by Q1, Q2, Q3
Dependency map: What depends on what
Capacity check: Engineering agrees sequence is feasible
Phase 5: Communicate Roadmap (Week 2)
Goal: Present roadmap to stakeholders, gather feedback, build alignment.
