Foreword
The single biggest problem in communication is the illusion that it has taken place. - George Bernard Shaw
In any organization, communication is the backbone that supports everything else. But as George Bernard Shaw wisely pointed out, the challenge is ensuring that communication actually happens, rather than just assuming it has.
At Atlassian, we’ve lived this reality. When we were a small team of 50, keeping everyone informed was straightforward. But as we grew to over 5,000 team members, the complexity of maintaining effective communication increased dramatically. We faced conflicting priorities, unclear expectations, and missed deadlines. The illusion of communication was often the culprit.
Despite developing tools designed to enhance collaboration, we found ourselves needing to rethink our own communication strategies.
This guide draws from the hard-won lessons of communicating product roadmaps at Atlassian. With stakeholders spread across the globe, keeping everyone aligned was crucial. Marketing needed to plan ahead for launches, Support had to be ready to help customers and anticipate issues, and Sales required the latest insights to tackle objections.
We hope you find this guide practical, insightful, and, most importantly, a catalyst for better communication and collaboration in your own teams.
Thanks for reading.
About the author
The right tool for the job
We’ve tried them all – all the different ways to communicate upcoming plans with stakeholders
The Excel or Google spreadsheet
The Powerpoint presentation
The Miro board
Roadmap screenshots (yes, it’s a surprisingly common thing)
Dedicated roadmapping tools
… you name them
The problem. Most of these tools create static roadmaps that are outdated as soon as you save them. It’s easy to get excited about crafting that first version, but how often do we see those roadmaps updated and maintained? The answer is, not nearly enough.
We discovered that the simplest way to keep your roadmap up to date is by using Jira. That’s where all the work is already captured and tracked. But Jira roadmaps are primarily designed for planning, not as a communication tool. They contain too much detail and not enough context to be an effective communication tool. They are also hard to share, especially with folks that may not have access to Jira. And sharing a screenshot of the roadmap isn’t really going to cut it.
So, that’s why we built Released—to help product teams communicate effortlessly with stakeholders. When pairing Jira with Released you get the best of both worlds. Live Jira data from your Jira Software or Jira Product Discovery projects, presented on Roadmaps that are highly customizable, easy-to-share and designed for communication.
But the right tool is only part of the equation. It’s equally important to know how to tailor your message to specific audiences. Different stakeholders have different needs and perspectives, and understanding how to communicate effectively with each group is crucial. That’s what this guide is all about. We’ll explore strategies for crafting your message, ensuring that it not only reaches your audience but also engages and inspires them to contribute to your product’s success.
Understanding your stakeholders
Keeping stakeholders in the loop isn’t as simple as just sending out a weekly newsletter. Different teams focus on different aspects of the product, and if you want people to actually pay attention to your updates, you need to tailor the message to your audience.
Needs and expectations
What do different stakeholders truly care about? To answer this question, we identified four key stakeholder groups and conducted interviews with individuals from a dozen companies. The table below highlights the most common themes that emerged from these discussions. While this isn’t an exhaustive list, it provides a solid foundation for tailoring your communication to meet the specific needs and interests of each group.
Leadership/Executives
Clear Product Vision and Strategy
We need a well-defined product vision and strategy to ensure alignment with our overarching business goals and objectives.
Performance metrics and KPIs
Establishing performance metrics and KPIs is crucial for us to evaluate the product's success and guide our strategic direction.
Resource allocation and budgeting
We need to discuss resource allocation and budget considerations to effectively support product development and maximize ROI.
Dependencies management
We must identify and manage dependencies between product initiatives and other projects to ensure that no one is blocked.
Sales/Marketing
Clear Product Vision and Strategy
We need a clear product vision and strategy to craft messaging that truly resonates.
Feature understanding
It’s essential to grasp how new features function, the problems they address, and their unique market advantages.
Target audience insights
Deep knowledge of our target audience enables us to tailor our marketing campaigns effectively.
Launch plans and timelines
Coordinated launch plans and timelines are crucial for smooth marketing efforts.
Support/Customer Success
In-depth knowledge of product features
We require detailed insights into product features and benefits to provide accurate and effective support to our customers.
Anticipating customer questions
Identifying potential customer questions would greatly enhance our ability to provide timely and relevant assistance.
Access to training materials
Access to up-to-date training materials and resources for product updates is essential for us to deliver informed support and ensure customer satisfaction.
Rollout timeline and phases
We require clarity on the rollout timeline and any phases involved in the release of new features. This information helps us plan our support strategies and communicate effectively with customers about when they can expect to see changes.
Engineering
Feature overview and objectives
We need a clear understanding of new features, including their purpose and the problems they solve, to align our efforts with the product vision.
User impact and requirements
It’s essential for us to know how new features will affect users and any specific requirements to ensure we deliver value.
Dependencies and integration points
We require information on dependencies between features and their integration with existing systems to identify challenges early.
Success metrics and evaluation criteria
Clarity on how success will be measured post-launch is important for us to focus on delivering quality outcomes.
Introduction to roadmaps
A roadmap is more than just a plan; it’s a tool that aligns teams and guides product development. Think of it as a shared, dynamic document that unites everyone around the evolving path of your product. By clearly communicating priorities and the reasoning behind them, a roadmap ensures that everyone—from leadership to customer-facing teams—knows what’s coming. Each group will view the roadmap through its own lens, making upcoming work tangible and easy to grasp.
In a world where priorities shift constantly, a roadmap must be a living document. It needs regular updates to reflect the latest developments. This adaptability is crucial, allowing teams to respond effectively to new information and changing market conditions.
Creating a roadmap isn’t a one-size-fits-all process. The term "roadmap" covers a range of tasks: collaboration, communication, prioritization, and setting expectations. Roadmapping involves multiple stakeholders within your team and organization, as well as external parties like customers and partners. The format and approach you choose should vary depending on your audience.
Here are some best practices to guide you in crafting an effective roadmap:
Key Elements of an Effective Roadmap
When a roadmap is working well, it becomes a self-serve source of truth for future product plans. Team members can access information, share insights, and refer to the roadmap without needing constant updates or presentations. This autonomy leads to more strategic and productive conversations, allowing your product team to focus on what truly matters: delivering value.
In summary, a well-constructed roadmap not only guides product development but also enhances collaboration and communication across teams. By following best practices and tailoring your approach to your audience, you can create a roadmap that truly serves as a foundation for your product’s success.
Types of roadmaps
“Can you share the roadmap with me?” It’s a question we hear all the time. Stakeholders naturally want to know what’s coming up so they can prepare. That’s where roadmaps come in—they can provide a high-level view without overwhelming anyone with details.
Notice we say “roadmaps” instead of “roadmap”? That’s intentional. It’s easy to think of a roadmap as a single document, but in reality, it’s more effective to create different types of roadmaps tailored to the needs and expectations of each stakeholder group.
Goal-Oriented roadmaps
Leadership/Executives
A goal-oriented roadmap is about focusing on what really matters: hitting specific targets. Instead of getting lost in features or timelines, this type zeroes in on a few key goals and outlines the projects that will help you achieve them.
Example: Say your company wants to boost customer retention by 20% this quarter. A goal-oriented roadmap would highlight initiatives like customer surveys, UX improvements, and targeted marketing strategies. It’s clear, direct, and keeps everyone on the same page about what’s important. This isn’t just a list of tasks; it’s a strategic guide that ensures every effort is directed towards the main goal.
Goal-oriented roadmaps work well with frameworks like OKRs (Objectives and Key Results). While OKRs track measurable results, a goal-oriented roadmap focuses on the strategic moves needed to hit those targets. The roadmap gives direction and context, while OKRs make sure you’re measuring the right things.
When to use it:
To get multiple teams working towards shared objectives.
When you’re facing a big challenge or opportunity that needs everyone’s effort.
To lay out strategic priorities for stakeholders who want to know where the product is headed.
Watch out for:
Goal Overload: Don’t create a long list of objectives. Focus on a few high-impact goals to keep things clear.
Lack of Flexibility: Make sure your roadmap can adapt as priorities change. Sticking too rigidly to original goals can mean missed opportunities.
Shoehorning: Don’t force features into goals just to include them. This can confuse priorities.
Single-Minded Focus on Goals: Allow room for small improvements that enhance the product, even if they don’t align with specific goals.
Theme-Based Roadmaps
Great for
Sales/Marketing
Theme-based roadmaps focus on big-picture themes rather than individual features or timelines. This approach aligns development with broader objectives and customer needs, giving your team a clear vision without getting bogged down in details.
Example: If your goal is to improve user engagement, a theme-based roadmap might focus on "Customer Experience," with initiatives like better onboarding, enhanced in-app messaging, and personalized content. This approach encourages your team to think big and explore different solutions within the theme, rather than being tied to specific features.
When to use it:
To set clear areas of ownership that align with the marketing message.
When you need a flexible framework that can adapt as priorities shift while keeping everyone aligned.
Watch out for:
Lack of Actionability: Pair each theme with specific initiatives to keep things clear.
Overly Broad Themes: Make sure themes are focused enough to provide direction but broad enough to cover various initiatives.
Dilution of Focus: Regularly check that initiatives align with themes and stay relevant.
Now/Next/Later Roadmaps
Great for
Leadership/Executives
Now/Next/Later roadmaps give a broad view of your product’s journey, breaking down priorities into what you’re focusing on now, what’s coming next, and what’s on the horizon for later.
Typically, these roadmaps showcase features planned for the next 6 to 12 months. The “Now” column is usually well-defined, featuring tasks that are clear and actionable. As you move to the “Next” column, you may find features that are still being shaped by team discussions or user feedback. The “Later” section, tends to be more fluid and less understood; features here are more likely to evolve or change entirely as new insights emerge. This keeps your team focused on immediate priorities while staying open to future changes.
Example: Let’s say onboarding is the top priority; it sits in the “Now” column. In the “Next” column, you might have an integration feature that needs more exploration. The “Later” section could include ideas like AI-driven personalization. These ideas are exciting but tentative, subject to change as new insights come in.
When to use it:
To communicate what's in progress, what's planned and what work is being considered.
When you want a roadmap that’s easy for everyone to understand without too many details.
To adapt quickly to changing priorities while keeping the team aligned.
Watch out for:
Lack of Context: Provide context to help the team understand the “why” behind each section.
Rigidity: Stay adaptable. Be ready to shift items based on new insights.
Communication Breakdowns: Use this roadmap as a starting point for discussion. Regular check-ins help keep everyone aligned.
Quarterly (or Monthly) Roadmaps
Great for
Everyone
Quarterly (or Monthly) roadmaps show your product’s timeline, indicating when specific features will be released. This helps teams and stakeholders understand the schedule and prioritize their work.
These roadmaps typically highlight features planned for the next 6 to 12 months. Features for the upcoming quarter or month are usually well-defined, with clear timelines and tasks. However, as you look further out, the certainty around delivery dates decreases. This reflects the reality that plans can change as new information comes in.
Example: If you’re managing a project that requires collaboration between Product, Marketing and Sales, a quarterly roadmap ensures everyone is aligned on timelines and deliverables. Breaking down the roadmap into quarters or months gives teams the ability to plan accordingly, without committing to specific dates just yet.
When to use it:
For managing cross-functional projects that need collaboration between different teams.
To communicate rough timeframes to help other teams align and plan.
Watch out for:
Over-Detailing: Balance providing enough information with not overwhelming the plan.
Lack of Alignment: Ensure each task aligns with stakeholder goals.
Resistance to Change: Encourage flexibility. Be open to revising timelines as new information arises.
Project Plan
A lot of people call project plans “product roadmaps,” but they’re not the same thing. Project plans—often shown as Gantt charts—lay out a timeline and help teams coordinate work. They’re useful for mapping out the next three months, making it easier to track progress and manage tasks.
But beyond that? They’re more trouble than they’re worth. Trying to chart every detail too far ahead creates false certainty and wasted effort. Use them when you need to, but don’t mistake them for a roadmap.
Example: If you’re launching a new website, a solid project plan breaks down its development stages, helping teams coordinate and align their work. This way, your team always knows what’s next, avoiding chaos.
When to use it:
To allocate resources effectively across tasks, identifying potential bottlenecks.
When coordinating tasks with dependencies between different teams.
Watch out for:
Over-Complication: Keep the project plan clear and straightforward.
Neglecting Updates: Regularly update the plan to reflect changes in scope or timelines.
Unrealistic Timelines: Set achievable timelines based on the team’s capacity to avoid burnout.
Setting up your roadmap
We’ve talked about different types of roadmaps, and if you’ve been paying attention, you’ll notice the key difference is in the column structure. How you group these columns will shape the conversation you have with your stakeholders. Whether it’s a high-level strategic chat or a detailed timeline discussion, the structure matters.
Released Roadmaps let you create custom columns and map various field types to those columns. This flexibility makes it easy to tailor the roadmap to your audience. Here are some common column configurations we see:
Communicate your goals
For leadership, it’s all about seeing the big picture. A goal-oriented roadmap cuts through the clutter and zeroes in on what really matters: the outcomes. It’s not about listing every feature or task; it’s about aligning efforts with the broader objectives of the organization.
By focusing on goals, you keep everyone moving in the same direction. This approach helps ensure that every initiative supports the overall mission. Whether you’re using specific goals or broader themes, the key is to anchor the conversation on the results you’re aiming to achieve. This way, you’re not just talking about what you’re doing, but why it matters.
Communicate your priorities
“It’s done when it’s done.” Avoid specific dates in most roadmap discussions. Many teams fall into the trap of “promising” features by a certain date simply because they chose the wrong format to communicate priorities.
A “Now, Next, Later” format helps focus the discussion on current work, upcoming plans, and ideas in discovery. Projects in the “Now” bucket are set in stone—these are the active tasks. The “Next” bucket contains initiatives being planned, while the “Later” bucket holds ideas still in discovery. This approach keeps things clear while allowing flexibility.
Communicate (rough) timelines
When it comes to timelines, keep it simple. Most teams just need to know which quarter or month a feature is expected. This is usually enough to plan resources without getting bogged down in specifics.
Why steer clear of exact dates? Because they often shift the focus from the strategic “why” to the tactical “when.” This can lead to unproductive conversations and unnecessary pressure. Plus, timelines are tough to keep updated. One delay can throw everything off, turning your roadmap into a constant juggling act.
What about time-based roadmaps?
Timeline roadmaps can be useful for delivery teams, especially when different teams rely on each other’s work. But generally, avoid timelines and specific dates in product roadmaps. Here’s why:
They shift the focus from “why” to “when,” which isn’t the most useful conversation for most stakeholders.
They’re a hassle to keep updated. One slip, and everything else is off. It’s a time sink with little return. How many hours have you spent moving boxes on a timeline around?
What should you share?
Decide what to share. If your goal is to communicate overall objectives, focus on high-level ideas or epics. But if you’re informing your support team about specific deliverables, dive into the details, including bug fixes.
Balance detail without overwhelming your audience. Does the support team need to know every bug, or just the high-priority ones?
Released Roadmaps work across project boundaries, allowing you to share big-picture ideas from Jira Product Discovery while including stories and bug fixes from your delivery projects.
And with JQL, you can create advanced filters that only include the tickets that matter, and none of the ones that don’t.
As a rule of thumb, you want to share:
Ideas and Epics: to give folks a high level overview and keep the discussion centered around goals and objectives.
Stories: to provide more detail on specific ideas, which can be important for marketing, sales
High priority Tasks and Bugfixes: to let the Support team know about important fixes.
Only show what’s necessary
A standard Jira Discovery Project comes with more than a dozen fields out of the box. That’s too much for most stakeholders, which is why they avoid jumping into Jira to view roadmaps.
Released Roadmaps let you choose which fields to display. Less is more. Focus on the story you want to tell and only include fields that enhance that narrative.
Example: Quarterly roadmap presentation
When presenting to leadership teams, the conversation often focuses on higher level goals and initiatives that will help the company achieve those goals.
The example roadmap below is ogranized by Goals, making it easy to focus on each goal column by column. To ensure the conversation remains focused on the goals, it only includes 5 fields.
Title / Summary
Short description - custom written for the leadership team
Impact - expected impact towards the goal on a scale of 1-5
Effort - expected effort on a scale of 1-5
Product area - to provide a little more context on where it fits in
For most initiatives, you want to keep the conversation at this level. However, you can provide more details in the detail view. For instance, you might want to include which team is working on a specific feature or highlight key customers who have been requesting it.
Example: Sales roadmap
When presenting to sales teams, the focus shifts to initiatives that directly impact revenue generation and customer engagement.
The example roadmap below is organized by quarter, allowing the team to get a rough understanding of the target dates for specific initiatives. Again, we are using quarter columns instead of timelines to avoid communicate that these are rough estimates.
To keep the conversation targeted and actionable, it includes five key fields.
Title / Summary
Short description - tailored specifically for the sales team.
Sales Readiness - an indicator whether the sales team has been briefed on the value and functionality.
Confidence - the confidence level on a scale of 1-5 that this initiative will be delivered in the quarter.
Target Customers - identifying key customer segments that will benefit from the initiative.
While they may appear somewhat similar, the conversation this roadmap facilitates is quite different from the one for the leadership team. It focuses on operational readiness, highlighting any gaps and providing a sense of confidence that the initiatives can be delivered within the quarter. Typically, that confidence level decreases as you look further out into the timeline of an initiative.
Summary
Roadmaps are fantastic for helping stakeholders see what’s on the horizon. But there is no once-size-fits all. Different types fit different needs.
Outcome-oriented roadmaps focus on big goals, like improving customer retention, and align teams around key objectives.
Theme-based roadmaps group work by broad areas, like "User Experience," keeping things flexible and focused.
Now/Next/Later roadmaps break down priorities into immediate, upcoming, and future tasks, keeping everyone on the same page while allowing for flexibility.
Timeline-based roadmaps lay out deliverables with estimated dates, useful for managing dependencies, but they work best when not tied to strict deadlines.
Using Jira and Released together makes it straightforward to create roadmaps that are up-to-date, customizable, and easy to share with non-Jira users. By tailoring each roadmap to its audience and choosing the right format—whether it’s goal-oriented, priority-focused, or time-based—you ensure clear and effective communication with every stakeholder.