>We didn’t have a product roadmap outside of these two weeks and every product meeting we would start from scratch with the new goal, new analytics data from our last two weeks, and also often new insights from in-person user testing, which we tried to do once a month.
Would it help to have some milestones a few months out or something? Do people really operate with zero goals/milestones other than the measurables of the current 1-2 week sprint? Does this work for a team to operate like this for several years? How do you plan for larger-scale product changes, new products, or tech architecture implementations/changes?
I think there are differing approaches for dealing with that, and it differs based on your target market.
In the enterprise space you absolutely have to have a six to twelve month roadmap of where you want to go. The trick then is to take the big features and break them down into manageable chunks that can be delivered over time. You also need to have some wiggle room so when something takes four weeks longer than expected you can adapt without just blindly pushing everything back a month.
Would it help to have some milestones a few months out or something? Do people really operate with zero goals/milestones other than the measurables of the current 1-2 week sprint? Does this work for a team to operate like this for several years? How do you plan for larger-scale product changes, new products, or tech architecture implementations/changes?