Long Term Roadmaps

Reading Time: 6 minutes In this chapter, we’d wish to apply Restrictions but only with a more product/business perspective. To see what is the Product Roadmap, and how Restrictions would help us achieve another goal we have, to avoid execution of valueless tasks. And lastly, although The Iterative Roadmap is excellent for execution, we’d come up with another kind of Roadmap better fitted and easier for long term planning.

Restrictions

Reading Time: 5 minutes So far in this series, we’ve talked a lot about Blockages, code and design decisions that later need to be Changed or removed in order to continue to make progress. A source of inefficiency. We’ve treated them as something that is necessarily evil, something non-beneficial. We’ve looked at them as an unwelcomed and unintentional outcome. But using them correctly and intentionally, we can leverage Blockages to our own goals. To use them as a Restriction to others, to prevent them from causing future inefficiencies. And that would be beneficial.

Detailing Disappointments

Reading Time: 7 minutes In this chapter, we’ll deep dive into the Details themselves. We’ll see why they are another source of disappointments, one out of commitment to content and design; And we’ll see why they are also a source for potential Blockages and inefficiencies. Through both, we’ll learn how to make our Roadmaps even more beneficial.

The Iterative Roadmap

Reading Time: 5 minutes define and practice a Roadmap based on shorter commitments. To iteratively commit to roughly 4-5 Deliverables with higher certainties, while keeping the Roadmap in mind to avoid Blockages and disappointments.

Committing Disappointments

Reading Time: 5 minutes Roadmap, we commit to an estimation of it. But the longer the Roadmap is, the more uncertain it is. Thus commitment lays the seeds for future disappointments. And when it occurs, and we know it will occur, a Deviation triggers an already laid disappointment. Let’s see how those can be reduced and avoided.

Traffic Jams

Reading Time: 6 minutes In this chapter, we’ll explore this Non-Roadmap. Through the consequences of having one v.s. non, we’d try to better understand what a Roadmap is, when is it needed and why.

Deviating from the Path

Reading Time: 7 minutes Roadmaps have an internal contradiction. They set up a path for us to walk on, and the path always changes. If we stick with the Roadmap’s planned path and not walk on the actual path we lay, we’d end up at the wrong rabbit hole. Because on every step we listen to every Feedback given after a Change, the path changes while we walk on it. We Deviate from the original planned path. And the ever changing path is the one we should walk on, in order to get to where we are supposed to be.

Uncovering Effort

Reading Time: 8 minutes We finished the previous chapter of Uncovering Work with a Deliverable divided into a collection of correctly sized Sub-tasks. Such a collection is valuable to a more accurate Estimation. As the smaller and well-defined the Sub-task is, the smaller the mean and variance of the Estimation would be. Which would lead to a more accurate buffer taken, one of the outcomes of the practice we’re about to explore in this chapter.

Uncovering Work

Reading Time: 8 minutes Estimated Task to it. The gap between a Task and an Estimated task is bridged by considering variances and minimizing uncertainties. In this chapter, we’ll be learning how to actually get it done. A practical practice to uncover what is the work that needs to get done. A process which the Task needs to go through.

Actionable Plan

Reading Time: 7 minutes So far in this series, we’ve been building a Plan bottom-up from its small components, the Tasks. We’ve explored it by minimizing the unpredictable, making sure we know what will hit us in the future so less interruptions and surprises would occur during the execution of the Plan. We’ve seen how each Task is born into uncertainty. Minimizing uncertainties, is making clear what we do, when we do, how we do and what is required to do. Various kinds of efforts are needed to make it certain enough (95% certain). A Plan, as it is a collection of Tasks, also has uncertainties to remove and unpredictables to handle. In this chapter, we’ll explore it combined.