Roadmapping in Program Management

Abstract (171/200)

A technology roadmap is a time-based chart that aligns multiple planning layers (such as marketing-, product-, development-plan) with strategic business objectives. Its main idea is to create one integrated planning approach. This way, strategic pathways towards specific trajectories can be found, compared and decided while taking into account the planning elements’ interdependencies, mutual requirements and synergies. Due to this holistic approach, (technology) roadmaps are a valuable tool for program management in organisations in two ways:

1. To analyse and define the need for initiatives and/or programs as well as their design;
2. To administer programs and their underlying activities.

In this article, the key aspects as well as popular forms of roadmaps and their purposes are described. Afterwards, the utilisation and the benefits of roadmapping for program management are discussed both for definition as well as administration purposes. As a third step, an eight-step-approach to facilitate a roadmapping process is presented alongside key aspects of best practises and measures to make roadmapping a continuous effort. Finally limitations are discussed including comparison with different program management approaches and supporting methods.

Understanding Roadmaps (46/100)

Roadmaps were first broadly introduced in the 1970s when pioneers like Motorola used them to integrate their technology and product development/planning. Since then, several types of roadmaps have been developed for different purposes (see "Types of Roadmaps"). Most roadmaps however share commonalities which are described below.

Key Aspects of Roadmaps (160/160)

Roadmaps are time-based charts that depict projects, initiatives, technologies and other planning objects on several layers. Typically, these layers can be joined to three main perspectives (blocks):

1. Resource perspective (bottom-layers): e.g. technologies, resources
2. Delivery perspective (middle-layers): e.g. products, services, systems
3. Purpose perspective (top-layers): strategic objectives, markets, business

A more detailed overview including possible layer-categories can be found in figure XX.

The timeframe (x-axis) typically spans several years and may include the past as well for reference. Even though specific dates will increase the roadmap's explanatory power, relatively vague estimates (such as "now", "plans", "strategy") may be useful in some cases.

Within this framework, bars, milestones are arranged to represent the activities/initiatives. The interrelations are represented by arrows that connect the different elements often times spanning several layers.

However, timeframe, layers as well as the type of activities etc. represented often are (and should be) subject to customization according to the specific case. The most important aspect for this customization is the purpose of the roadmap that may differ broadly. Also, next to the most common visualization presented above, there are other methods, e.g. tables,graphs,flow charts and others, that may be better suited to represent the situation comprehensively in some cases. For more information on that see XXX.

How to read Roadmaps (104/150)

Typically roadmaps can be understood following a diagonal from the bottom-left to the top-right corner (as indicated in figure XX). Depending on the direction along this line, one follows either the market pull or technology push. Following the top-down direction, the market pull is first represented by the strategic business goal, that propagates through the product portfolio plan, and finally the technologies and resources to be developed. Thus a holistic approach to fulfilling market needs can be tracked. The other way around (bottom up) one may estimate the effects of a new technology and how it can affects future products and therefore shape markets.

Exemplary Types of Roadmaps (150)

Underneath, typical forms of (Technology) Roadmaps are presented including their main purpose and driving questions depending on the read direction mentioned above. Note, that the list is incomplete and targeted towards the utilisation for Project, Program and Portfolio-Management.

1. Product Planning Roadmap

   For long-term-planning of product (generations) and the diffusion of research and development initiatives.

   bottom-up: How to utilise/implement technologies for different products? How will technologies shape the products and markets?

   top-down: Which technologies need to be developed for certain products?

2. Service/capability Planning Roadmap

   Similar to "Product Roadmap", but for service oriented companies.

   bottom-up: How do technologies contribute to capabilities to satisfy market needs?

   top-down: What capabilities are required for business drivers? Which technology developments are required for these capabilities?

3. Knowledge asset planning Roadmap

   To analyse and/or plan the development of key capabilities.

   bottom-up: How can knowledge assets be utilised in projects and management systems to contribute to business objectives?

   top-down: For which knowledge assets ask certain business objectives?

4. Project Planning Roadmap

   To analyse the interrelations between project activities and technology relations.

   bottom-up: When to schedule relevant project milestones?

   top-down: When to start developments to make activities conform with a required project flow.

Roadmaps for Program Management

(111/100) According to the PMI-Standard, Program management ist the centralized coordinated management of a program to achieve the program's strategic benefits and objectives with a program itself being a group of related projects managed in an coordinated way [...]. Comparing these definitions to the overall idea of roadmaps, namely the coordination of multiple elements on several layers, to support specific (business) objectives and/or to analyse effect of certain elements on those goals, it becomes clear, that roadmaps are a highly applicable tool for program management.

For that, roadmaps should be defined when initiating a program and constantly revised over the course of it, to manage the design as well as the execution. Therefore, especially in the Program Management context, roadmaps are to be seen as dynamic documents.

Roadmaps to define and design Programs (364/250)

Even though programs contain distinct elements such as well-defined projects, it is key to program's success, to manage these elements mutual dependence from the beginning. When defining and designing programs it is therefore essential to guarantee effective links between the elements. Roadmaps provide this exact high-level scope and focus of the connections between elements. Depending on the company context, a roadmap similar to a product, knowledge asset or service roadmaps can be created in order to find out, if the elements content adds up to the given objectives. This can be seen as a effectiveness-oriented first step, which focuses more on the logical completeness of the programs and puts less emphasis on the timely coordination (see next section for that). Following the aspects underneath a program roadmap can be designed, reviewed, and improved.

Key Inputs:

• Program objective as the top-layer of the roadmap;
• Key components of value creation chain as the layers (arrange according to perspectives mentioned above)
• Planned technologies, capabilities or else as elements of the roadmap (if applicable/if already decided)

Guiding question:

• Which elements on the lower levels are required to comply with the next higher layers' requirements?

Other possible key questions for the process are:

• How can we link the outputs of the different layers to the programs overall goal?
• Are there excess technologies that will not be used?
• Are there missing capabilities that cause gaps between intended products/services and technologies?

Example In order to realise the strategic objective to become the leading electrical car manufacturer in the EU (objective) a car manufacturer puts a program in place. To manage it, product releases, organizational capabilities, technologies as well as patent and human resources are considered as main contributors (see figure XX).

Following the guiding question, the goal may now be broken down into initiatives/content in the lower layers.

• Product-layer: To meet the goal, continuous launches of electrical cars every eight months are necessary;
• Capability-layer: To deal with that many launches, multi-project-development needs to be in place;
• Technology-layer: To make electrical cars happen, battery and charging must be understood; Also IT-solutions are to deal with multi-project-development;
• Resources-layer: To understand technology and to be able to deploy it, patents and/or licenses are needed;

Roadmaps to administer Programs (225/350)

Programs are dynamic, as the underlying projects and activities are evolving over time. Consequently, the program itself evolves. Roadmaps also are an interesting scheduling tool to administer and monitor programs, as a high-level overview over all activities. As a result - and in contrast to the aforementioned - when administering programs, Program Roadmapping is less about choosing the right content, but aligning and monitoring the resulting projects, their decision points and success criteria efficiently. In this context it is therefore a strictly time-oriented representation of activities (mostly projects). This way, this approach utilises more of a bottom-up-approach (reading direction) as it focuses on how projects link. The overall objective is therefore set as a smooth program progress (highest benefit and fewest interruptions/issues possible) to attain a strategic goal. For this purpose, program roadmaps may be designed as follows.

Key Inputs:

• Projects as the layers of the roadmap;
• Activities, Milestones and Decision Points as the elements of the roadmap (usually including detailed descriptions)
• Key Deliverables as elements and/or links between projects (usually including detailed descriptions)

Guiding question:

• When to schedule projects so the activities are well-aligned?

Other possible key questions for the process are:

• When can we start certain activities?
• Which information need to be included in the deliverable, so following projects can pick up?
• Are there missing decision points?
• How can we align decision-making without compromising on the program flow?

Example The car manufacturer has translated parts of its initial roadmap into a true program roadmap consisting of the four projects technology development, car development, and marketing with the roadmap in figure XX as a result. It is now easy to monitor what changes on a certain layer (in a certain project) may cause and to manage the effects for the program as a whole.

Benefits of Roadmaps for Program Management (0/200)

• Communicates high-level overall scope and execution of the program
• Links program elements to overall strategic objectives

Roadmapping Process (0/1.000)

- Explanation of approach (0/100)

Phase Model (0/800)

===Aspects of good Roadmaps (0/100)