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I think product organizations throw around the term roadmap when all they mean is just a backlog of features with some sensible dates. I would first align with the manager on the expectations of a roadmap and also understand the process of creating one.
In general, you have to lean on your manager to figure out the business and operational OKR’s for the quarter/year. Then, there’s some amount of problem/opportunity and solution validation that needs to happen. Make sure you are communicating and aligning with cross-functional stakeholders as you come up with a validated roadmap.
You can do it the quick way to appease your manager, or you can do something that’s actually a roadmap. I would say get a feeling of the product organization and go from there. Good luck!
Definitely a critical skill to the job but not a difficult one to learn. Focus on leveraging your short and long term strategy skills to find a way to build a year over year bridge of concepts that support a similar goal and build on one another.
Good answers from others. Understand the company vision, North Star, and theme the backlog items into compelling categories. Include Why’s using data to back them up.
Doesn't matter whether you did it in the past or not. What matters now is whether you know how to do it. If not, seek support - ask your peers how they have been doing it. Ask your manager too (they are not only meant to be your boss but also your coach). Go to them with a proposal "here's how I think I will do this...what do you think". That way the boss knows you have out some thought into it before asking them ( to avoid the perception of being spoon fed)
It's bad that they're surprised, in the sense that at the 3-4 weeks mark they'd have a clear notion (coming from you!) of what you plan to achieve in the following 3-4 weeks. That wouldn't necessarily involve having a roadmap (there may be a lot of variables), but they shouldn't be surprised on week 7 that that wasn't part of the plan.