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2 - D A Y  W O R K S H O P
Product & Technology Roadmapping for
Competitive Advantage

 Implementation, Strategies & Techniques

 Dates & Location:
 August 20-21, 2007 / Cambridge, MA WAIT LIST

Course Outline

I. Where is your company on the roadmapping maturity model?

Roadmapping can be a stand alone activity in a single department; it can bridge many units in your company or even link with your supply chain. Understanding how roadmapping matures is the first step to developing a roadmapping plan. In this session, participants will examine Dr. Petrick’s roadmapping maturity model and the implications of the various stages.

Exercise: Individual participant identification of which stage his/or her company currently occupies. Participant brainstorming about challenges of moving to the next level.


  • Clear understanding of roadmapping maturity as seen by practitioners and experts in the field.

  • Check sheet for individual participants to gauge their own roadmapping maturity.

  • Each participant will identify a future state roadmapping goal to focus on for the remainder of the workshop.

II. What does it mean to go
beyond the basics in roadmapping?

Articulating product evolution with technology evolution and market trends is a critical first step in roadmapping – and a major first benefit. Since roadmapping changes the way that organizations communicate, it can add substantial value to the decision-making process.

Exercises: Introduction to the basics of roadmapping, a refresher. Presentation of the extended enterprise and what it means for roadmapping to support it. Group discussion on enterprise integration challenges and decision-making processes.


  • A set of roadmap examples that could be used as a communication tool

III. From roadmapping to R&D
project planning

A key dimension of roadmapping value is its ability to support project planning and portfolio management. The GOTChA Method (Goals, Opportunities, Technical Challenges and Approaches) helps distill product goals into more discrete technology projects, ensuring that the multiple needs of current and future products are supported.

Case Presentation: Ben Almojuela, Associate Technical Fellow, Product Development, Boeing Commerical Airlines, will discuss Boeing's use of the GOTChA method, results achieved and lessons learned.

The strategic roadmapping process is an excellent way to
understand the environment around an organization, and to develop the strategies and goals that define how the organization will interact with that environment over time to generate value. However, the development of a living portfolio of projects from those strategies and goals is not
trivial. Ben Almojuela will share the Boeing Commercial Airplanes' approach to developing a living portfolio of projects that is periodically reviewed and adjusted to align with the changing environment defined by roadmapping.

The strategic roadmapping process is an excellent way to
understand the environment around an organization, and to develop the strategies and goals that define how the organization will interact with that environment over time to generate value. However, the development of a living portfolio of projects from those strategies and goals is not

The heart of this portfolio alignment is the GOTChA process that decomposes the goals and strategies and then re-groups them into "sensible work packages" that can be organized into a project portfolio.

Exercises: Mini-case analysis – participants will explore the GOTChA method to decompose a series of project goals into technology projects and then reconfigure these technology projects elements to match the goals.


  • Clear understanding of GOTChA Method

  • Template to begin GOTChA decomposition for use at participant home company

IV. Successful roadmapping
begins with good data

The GIGO (garbage in – garbage out) philosophy of information systems management also applies to roadmapping. Learn to successfully ask questions of your roadmaps and play scenario games with alternative options to make sure that the data underlying the roadmapping elements is robust.

Exercises: Presentation of information flows to support roadmapping. Small-group discussion and report-out of key data elements needed to accomplish different types of decision-making. Participants will collectively develop a template that can be used to track data flows.


  • Data flow template which can be customized to participant home company.

  • Matrix of decision-making targets and needed data flows to drive these.

  • Clear appreciation of the value that roadmaps play in scenario development.

V. Devising multiple views of the roadmap

Depending on the focus, a roadmap can look different. For roadmaps targeted to new product development in an emerging market, the market drivers might be emphasized. Conversely, for roadmaps targeted to new product development based on technology, R&D projects might be more visible. The format of the roadmap must reflect the emphasis.

Exercises: A mini-case example to enable small group preparation of roadmaps that have different emphases. Small group report-out of approach, emphasis, and design/presentation trade-offs.


  • Individual participants will leave the workshop with a set of roadmaps that are all related to a common new product development problem, but that have different emphases. This set will be a valuable template for use at the participant home company to illustrate this multi-view approach.

VI. Supplier roadmapping—
driving the extended enterprise

With the complexity of today’s products, few companies have the ability to control all aspects of the design, development, production and distribution process. How can individual companies combine their knowledge to create situational awareness for the entire supply chain?

Exercises: Presentation of supplier roles in developing situational awareness, including emerging data from national studies. Large group discussion of the roles that suppliers might play in roadmapping. Small group discussions – segmented by company position in the supply chain – of unique challenges for companies at different positions in the supply chain.


  • Model for situational awareness

  • Template to compare individual participant home company with national supply chain findings.

VII. Using roadmapping to support (and help determine) strategic initiatives

Roadmapping offers a picture of the here-and-now and a glimpse into the future. What lies in between is
generally a gap where the specific activities to support the future are unknown. Roadmapping helps define activities to bridge this gap, including technology investments, capability building, and channel development.

Exercises: Small-group brainstorming and report-out of the path forward for a mini-case example. Large group assessment of the best ways to develop and enhance “gap management” with roadmaps.


  • Two methods to approach gap management – backward planning and forward planning

  • Clear appreciation for the difference between roadmapping and portfolio management

VIII. Maturing the roadmapping process
in your company

Building on the roadmapping future state goals that participants identified on Day One, this session will allow participants to consider additional goals. Dr. Petrick will examine typical challenges to achieving these goals, the importance of phased implementation as well as how to reach the champions, agnostics and detractors in your company or organization.

Exercises: Presentation of approaches to phased launch, linking the organization’s current processes to the maturity model. Introduction of a model to identify individual interest in and support of roadmapping activities with the organization. Discussion of individual participant challenges will set the stage for afternoon sessions.

IX. Gaining buy-in and participation

Getting buy-in for roadmapping is the first step in maturing your company’s roadmapping practices. In this session, participants will consider ways that their organization can expand roadmapping activities to improve decision-making at multiple levels.


  • Large group exploration of issues that impact individual buy-in.
  • Individual brainstorming of strategic benefits of expanding roadmapping for their company.
  • Small-group discussion of ways to expand roadmapping practice

X. Roadmap planning & reflection—
how do I know when my company is successfully roadmapping?

So how do we put this all together? Review of the templates provided throughout the workshop and discussion about how and when to use each of them.

Exercises: Presentation of metrics used to gauge roadmapping progress. Brainstorming about when the metrics might be used. Small group discussion of leading roadmapping activities, with report-out to the larger group.


  • Set of metrics that can be used to assess roadmapping progress

  • Appreciation for the challenges of leading roadmapping activities

  • Individual participant next steps

Download Brochure

pdficon.gif (912 bytes) Roadmapping.pdf

Course Info

There are no more seats available for this workshop. To be added to the waiting list, please call 1-800-338-2223 or 781-891-8080.