Update, create, or reprioritize your product roadmap. Use when adding a new initiative and deciding what moves to make room, shifting priorities after new information comes in, moving timelines due to a dependency slip, or building a Now/Next/Later view from scratch.
Instructions your experts follow when using this skill.
Packaging adaptation by AutoGPT, 2026-09-25. Original authorship and licence are retained. Changes are limited to the recorded name, metadata and local references; see ATTRIBUTION.md in this package.
Roadmap Update
If you see unfamiliar placeholders or need to check which tools are connected, see .
Update, create, or reprioritize a product roadmap.
Usage
/roadmap-update $ARGUMENTS
Workflow
1. Understand Current State
If ~~project tracker is connected:
Pull current roadmap items with their statuses, assignees, and dates
Identify items that are overdue, at risk, or recently completed
Surface any items without clear owners or dates
If no project management tool is connected:
Ask the user to describe their current roadmap or paste/upload it
Accept any format: list, table, spreadsheet, screenshot, or prose description
2. Determine the Operation
Ask what the user wants to do:
Add item: New feature, initiative, or work item to the roadmap
Ask about format preference (Now/Next/Later, quarterly columns, OKR-aligned) — see Roadmap Frameworks below
Gather the list of initiatives to include
3. Generate Roadmap Summary
Produce a roadmap view with:
Status Overview
Quick summary: X items in progress, Y completed this period, Z at risk.
Roadmap Items
For each item, show:
Name and one-line description
Status indicator (on track / at risk / blocked / completed / not started)
Target timeframe or date
Owner
Key dependencies
Group items by:
Timeframe (Now / Next / Later) or quarter, depending on format
Or by theme/goal if the user prefers
Risks and Dependencies
Items that are blocked or at risk, with details
Cross-team dependencies and their status
Items approaching hard deadlines
Changes This Update
If this is an update to an existing roadmap, summarize what changed:
Items added, removed, or reprioritized
Timeline shifts
Status changes
4. Follow Up
After generating the roadmap:
Offer to format for a specific audience (executive summary, engineering detail, customer-facing)
Offer to draft communication about roadmap changes
If project management tool is connected, offer to update ticket statuses
Roadmap Frameworks
Now / Next / Later
The simplest and often most effective roadmap format:
Now (current sprint/month): Committed work. High confidence in scope and timeline. These are the things the team is actively building.
Next (next 1-3 months): Planned work. Good confidence in what, less confidence in exactly when. Scoped and prioritized but not yet started.
Later (3-6+ months): Directional. These are strategic bets and opportunities we intend to pursue, but scope and timing are flexible.
When to use: Most teams, most of the time. Especially good for communicating externally or to leadership because it avoids false precision on dates.
Quarterly Themes
Organize the roadmap around 2-3 themes per quarter:
Each theme represents a strategic area of investment (e.g., "Enterprise readiness", "Activation improvements", "Platform extensibility")
Under each theme, list the specific initiatives planned
Themes should map to company or team OKRs
This format makes it easy to explain WHY you are building what you are building
When to use: When you need to show strategic alignment. Good for planning meetings and executive communication.
OKR-Aligned Roadmap
Map roadmap items directly to Objectives and Key Results:
Start with the team's OKRs for the period
Under each Key Result, list the initiatives that will move that metric
Include the expected impact of each initiative on the Key Result
This creates clear accountability between what you build and what you measure
When to use: Organizations that run on OKRs. Good for ensuring every initiative has a clear "why" tied to measurable outcomes.
Timeline / Gantt View
Calendar-based view with items on a timeline:
Shows start dates, end dates, and durations
Visualizes parallelism and sequencing
Good for identifying resource conflicts
Shows dependencies between items
When to use: Execution planning with engineering. Identifying scheduling conflicts. NOT good for communicating externally (creates false precision expectations).
Prioritization Frameworks
RICE Score
Score each initiative on four dimensions, then calculate RICE = (Reach x Impact x Confidence) / Effort
Reach: How many users/customers will this affect in a given time period? Use concrete numbers (e.g., "500 users per quarter").
Impact: How much will this move the needle for each person reached? Score on a scale: 3 = massive, 2 = high, 1 = medium, 0.5 = low, 0.25 = minimal.
Confidence: How confident are we in the reach and impact estimates? 100% = high confidence (backed by data), 80% = medium (some evidence), 50% = low (gut feel).
Effort: How many person-months of work? Include engineering, design, and any other functions.
When to use: When you need a quantitative, defensible prioritization. Good for comparing a large backlog of initiatives. Less good for strategic bets where impact is hard to estimate.
MoSCoW
Categorize items into Must have, Should have, Could have, Won't have:
Must have: The roadmap is a failure without these. Non-negotiable commitments.
Should have: Important and expected, but delivery is viable without them.
Could have: Desirable but clearly lower priority. Include only if capacity allows.
Won't have: Explicitly out of scope for this period. Important to list for clarity.
When to use: Scoping a release or quarter. Negotiating with stakeholders about what fits. Good for forcing prioritization conversations.
ICE Score
Simpler than RICE. Score each item 1-10 on three dimensions:
Impact: How much will this move the target metric?
Confidence: How confident are we in the impact estimate?
Ease: How easy is this to implement? (Inverse of effort — higher = easier)
ICE Score = Impact x Confidence x Ease
When to use: Quick prioritization of a feature backlog. Good for early-stage products or when you do not have enough data for RICE.
Value vs Effort Matrix
Plot initiatives on a 2x2 matrix:
High value, Low effort (Quick wins): Do these first.
High value, High effort (Big bets): Plan these carefully. Worth the investment but need proper scoping.
Low value, Low effort (Fill-ins): Do these when you have spare capacity.
Low value, High effort (Money pits): Do not do these. Remove from the backlog.
When to use: Visual prioritization in team planning sessions. Good for building shared understanding of tradeoffs.
Dependency Mapping
Identifying Dependencies
Look for dependencies across these categories:
Technical dependencies: Feature B requires infrastructure work from Feature A
Team dependencies: Feature requires work from another team (design, platform, data)
External dependencies: Waiting on a vendor, partner, or third-party integration
Knowledge dependencies: Need research or investigation results before starting
Sequential dependencies: Must ship Feature A before starting Feature B (shared code, user flow)
Managing Dependencies
List all dependencies explicitly in the roadmap
Assign an owner to each dependency (who is responsible for resolving it)
Set a "need by" date: when does the depending item need this resolved
Build buffer around dependencies — they are the highest-risk items on any roadmap
Flag dependencies that cross team boundaries early — these require coordination
Have a contingency plan: what do you do if the dependency slips?
Reducing Dependencies
Can you build a simpler version that avoids the dependency?
Can you parallelize by using an interface contract or mock?
Can you sequence differently to move the dependency earlier?
Can you absorb the work into your team to remove the cross-team coordination?
Capacity Planning
Estimating Capacity
Start with the number of engineers and the time period
Subtract known overhead: meetings, on-call rotations, interviews, holidays, PTO
A common rule of thumb: engineers spend 60-70% of time on planned feature work
Factor in team ramp time for new members
Allocating Capacity
A healthy allocation for most product teams:
70% planned features: Roadmap items that advance strategic goals