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All of the above - quarterly OKR's, roadmaps, sprint demos
Coach
For my org:
Top Down
Annual OKRs that map down to our strategic priorities (strategic priorities set at the leadership level)
Bottom up
Product teams define how they roll their efforts up to the OKRs. Multi-year roadmaps are projected against the key strategic priorities and reviewed quarterly with business stakeholders (state of product review). Roadmaps can’t be adjusted quarterly as outlook changes.
Coach
*roadmaps CAN be adjusted quarterly as outlook changes
Mentor
Whatever gets me a promo /whatever my manager cares about 😇
Subject Expert
We keep an infinite roadmap. What I mean by that is we have corporate goals that product helps shape with the founders and other c levels. Product 100% manages resource allocation and we do it via epics that are interpretations of larger firm initiatives. These get ordered top to bottom. We estimate high level. Is this something we can do in days, weeks, a month, or many months. I don't believe in over forecasting but to know and understand the why of top priorities. You gotta manage your tech debt too. Happy to compare notes offline.
@CPO1 thanks…looking forward to reading it.
We do annual planning (including OKRs) and then quarterly planning with quarterly OKRs. It feels like non-stop planning and OKR setting. Do other companies/teams do bi-annual OKRs and planning to spend less time on it?
Coach
My team is using quarterly program increment planning.
Yes we have quarterly OKRs.