Roadmapping in Program Management

DISCLAIMER:

• The section "Example" is not finished yet, there will be figures according to each stage of the process. Nevertheless, feedback is very welcome
• Literature is not added yet and will follow in the next days.
• Figures are not final yet, they will be arranged nicely to flow with the text (I still have to figure that out)
• Generally, my main concern is "sense-making" so if you do not understand something, please point it out to me :)

Thanks in advance :)

Overview

A 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:

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

In this article, the main focus will be on how to use technology roadmaps for the definition of (organizational) programs. For that, the key aspects of roadmaps and their purposes are described. Afterwards, the utilisation and the benefits of roadmapping for program management are discussed. As a third step, a roadmapping toolbox as well as an example for practical use are presented. Finally, the limitations of roadmapping processes are discussed emphasizing the necessity of continuous roadmap processes.

Understanding Technology Roadmaps

Technology 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 (e.g. Service/Capability Roadmap for service-driven companies; or knowledge asset roadmap for knowledge-driven companies). What they have in common is the approach of extrapolating or ‘’forecasting’’ effects of certain elements into the future and/or backcasting future goals/expected trends into current activities.