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A governance model connecting strategic context, opportunity evidence, trade-offs, dependencies, risks, roadmap decisions, and outcome reviews.
Use it when: Multiple stakeholders compete for roadmap capacity.
Primary output: Opportunity register
Core principle: Frameworks support judgment; they do not replace evidence or accountability.
Why it exists
Roadmaps become unstable feature lists when decision criteria, evidence, ownership, review cadence, and de-prioritization are unclear.
Ownership and attribution
Developed from recurring product-leadership practices and portfolio experience.
Use guidance
Context matters
Apply the method
Explore the steps, test assumptions and export your own template. Examples use illustrative scenarios.
Method
The framework is designed to produce decisions and learning, not simply artifacts.
Confirm product missions, outcomes, constraints, and investment themes.
Capture customer, market, product, commercial, and technical evidence.
Compare value, strategic fit, confidence, feasibility, risk, and platform leverage.
Expose sequencing, architecture, data, organizational, and operational constraints.
Prioritize, defer, reject, stop, or request more evidence.
Document rationale, assumptions, impacts, and what is not being pursued.
Compare results with intent and return learning to the roadmap.
Decision quality
Is the opportunity strategically relevant?
Is evidence sufficient for the size of investment?
What is displaced by this choice?
What dependencies or risks change sequencing?
What evidence would cause the decision to change?
Outputs
Success
Skills
Portfolio application
I use roadmap governance to align engineering, UX, sales, support, and business stakeholders while making trade-offs and evidence visible.
Common pitfalls
Interview preparation
References
Portfolio model · Original applied model. Application guidance is drawn from the practices described in this portfolio; no external validation is claimed. Version 2.0, 23 October 2026.