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Product roadmap template — editable, free

A product roadmap states which problems get solved and roughly when. In this template every item is named as the outcome a customer would notice, not as the feature, grouped into Now, Next and Later across four themes, with a leadership view that drops Later and hides owner and status.

The views this template ships with, and what each one shows
ViewGroups byVisible fields

Now, Next, Later (board)

Stage

Name, Theme, Owner, Status

Leadership (timeline)

Theme

Name, Theme, Start, End, Later hidden

By theme (board)

Theme

Name, Stage, Owner, End

All items (table)

Nothing — one flat list

Name, Theme, Stage, Status, Owner, End

Now3
Next4
Later3
New teams get to a first roadmap without help
ActivationRosaDoing
People come back in week two without a reminder
RetentionKaiDoing
Large documents stop being slow to open
PlatformDevBlocked
Inviting a colleague stops being the drop-off point
ActivationRosaTo do
Enterprise buyers stop being blocked by login
PlatformDevTo do
Teams can answer what changed this month
ReportingPriyaTo do
General availability
PlatformTo do
Accounts that go quiet are noticed before renewal
RetentionTo do
Losing connection stops losing work
PlatformTo do
The numbers leave in a shape finance accepts
ReportingTo do
The now, next, later view of this template, exactly as the image export draws it.
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What makes this different from a feature list?

The item names. Every row in this template is written as something a customer would notice being true — large documents stop being slow to open, enterprise buyers stop being blocked by login — instead of as the thing you’re going to build.

That isn’t a stylistic preference. A feature name commits you to a solution before anyone has agreed the problem is worth solving, and it ages badly: when the wizard turns out to be the wrong answer, the item has to be rewritten and the history goes with it. A problem statement survives being wrong about the solution.

What is in this template?

Ten items across four themes, each carrying a stage of Now, Next or Later as well as real quarters underneath. Both are there on purpose. The stage is what an outside reader gets; the quarters are what you plan against, and the leadership view draws one and hides the other.

Four views are saved. The leadership timeline filters Later out entirely and hides owner and status — the same ten items, nothing copied, so changing an item on the board updates it.

Which items earn a place?

The test is whether an item would change a decision the reader can make, and what to include in a product roadmap works through it field by field, including the three things that belong on a delivery document instead.

For the audience most likely to ask for this document, roadmap for executives sets out which two columns come off and why each one costs you the meeting if it stays.

If the horizon is what you’re deciding rather than the shape, a quarterly roadmap template puts a review at the end of it. For a version split by system rather than by theme, an engineering roadmap template draws the dependencies. And before any of that’s worth doing, a startup roadmap template is the right shape when the question is still whether the problem is real. For a start with fewer items, the Product roadmap creator opens a similar shape with nine sample items.

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Common mistakes

  • Naming items after solutions. An onboarding wizard is a decision you have already made; new teams get to a first roadmap without help is the problem, and it survives changing your mind about the wizard.

  • Letting Later hold everything anybody asked for. Thirty items in Later is a queue nobody reads, and publishing it makes it one you appear to manage.

  • Adding a fourth stage. Three buckets carry a decay in confidence that readers already understand; a fourth one means nothing and the far end stops being read at all.

  • Keeping a theme with one item under it. A theme is meant to outlive its items — if it has only ever had one, it’s an item with ambitions.

Questions

How many items should a product roadmap have?

Eight to twelve visible at once. The limit isn’t the tool; it’s that nobody can hold more than about a dozen commitments in mind well enough to spot the one that’s wrong.

Should it have dates?

Quarters at most, and only in the Now and Next buckets. An exact date is read as a commitment and gets defended instead of revised, which is the opposite of what a roadmap is for.

What goes in Later?

Things you have decided to do and not yet decided when — six or eight of them. Anything you haven’t decided to do belongs in a backlog, not on the roadmap.

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