Technical roadmaps should bridge the gap between engineering and product teams

Roadmaps are powerful tools for building SaaS products—they can align teams and drive progress when used effectively. However, if mismanaged, they can cause frustration or gather dust in a forgotten part of your documentation.For engineering and product teams, roadmaps are the glue that binds technical execution with the product vision. However, creating a technical roadmap that actually serves both teams is a challenge, especially for non-technical founders who might feel like they're staring at a Rubik's Cube they just can’t solve. In this article, we’ll look at how to create roadmaps that drive collaboration, adapt to change, and help everyone sleep better at night.

Also read: How to communicate your roadmap to investors

Why effective roadmaps are crucial

A good roadmap should help engineering and product teams work towards shared goals. True alignment occurs when both teams know where they're going and why it matters. The goal isn’t to create a rigid list of features but to build a flexible timeline that keeps the entire team on track, even when the road gets bumpy. Unlike somewhat outdated practices like traditional Scrum, which can feel like following directions from an old map, an effective roadmap allows for detours without anyone getting lost.

Who should work with the technical roadmap?

Most teams have some kind of roadmap—sometimes, too many. The CEO has a strategic roadmap to please investors, the CTO has one focused on reducing technical debt, and even individual product teams have their own roadmaps. The problem with having multiple roadmaps is that it often leads to conflicting priorities. The CEO might push for a new customer analytics dashboard because that new client really wants it, while the CTO wants to overhaul the core database for better scalability, leaving the engineering team trying to juggle both demands while they actually want to work on the technical debt.

A good roadmap is unified and targeted at all stakeholders, making sure everyone is working towards the same goals without conflicting directions. As technical leaders, it’s our job to create a roadmap that brings clarity, not chaos. Before sending out that next version of the roadmap, always ask: who is this for, and who is missing?

Engaging both teams in roadmap creation

The secret ingredient to a successful roadmap? Collaboration. Product and engineering teams need to be involved in the planning from day one. If you wait until the engineering team is just supposed to “make it happen,” you’re already on shaky ground. Including both perspectives leads to more realistic timelines and keeps everyone happy (or at least less grumpy). Flexibility is key here.

Traditional Scrum—with its fixed sprints and rigid timelines—can often feel restrictive and limit the ability to adapt to changing needs. Instead, think of the roadmap as a living document that evolves along with your product and your customers.

Creating roadmaps that fit stakeholder needs

Stakeholders often ask for roadmaps, but let’s face it, they don’t always know what they want. Is it an internal guide? A budget estimation? A public-facing plan? Here’s one way to break it down:

  • Internal roadmaps: These roadmaps help align the team and provide transparency without strict deadlines. Think of it as your in-house compass.
  • Budget estimates: Sometimes, roadmaps are all about justifying resources—whether it’s hiring more developers or getting extra funding. This isn’t about precise timelines; it’s about capacity planning.
  • Public roadmaps: When customers and investors are involved, keep it vague. Ambitious milestones sound great, but over-promising can haunt you. A good public roadmap says, “We’re heading this way, and it’ll be awesome—just not sure exactly when.” 

Roadmaps should align with team-specific responsibilities

Roadmaps are only useful if everyone can understand them. The best approach? Team swimlanes, a concept well explained by Mike Veerman. Each team’s focus is represented visually over time, which helps avoid conflicting priorities and keeps everyone aligned. Unlike Gantt charts, which can feel like trying to fit a round peg into a square hole, team-oriented roadmaps are intuitive and flexible. This way, stakeholders can quickly see who’s working on what without the dreaded domino effect that comes from shifting timelines.

Setting realistic milestones and cooldowns

Milestones should motivate, not intimidate. Instead of assigning rigid deadlines, break down ambitious product goals into smaller, achievable steps that can be adjusted as needed. Agile frameworks allow teams to course-correct along the way. Avoid rigid estimations—they’re like promising you’ll cook a three-course meal in 30 minutes without determining whether the kitchen’s on fire.

Milestones should provide a sense of direction while allowing room to pivot if needed.Set aside dedicated time blocks or cooldown periods during which the team focuses solely on managing technical debt and resolving unforeseen issues without working on new features. For example, engineering teams could use one week every quarter to address technical debt, fix lingering bugs, and ensure the codebase remains maintainable.

Tools to support collaborative road mapping

To create roadmaps that everyone can rally around, you need the right tools. Trello, Jira, or Notion are great for visualizing timelines, managing tasks, and tracking responsibilities. Formats like swimlanes and Kanban boards make roadmaps understandable for both product and engineering teams without turning planning into an archaeological dig through Gantt charts. Use simple tools that make road mapping feel like progress.

Some best practices for actionable roadmaps

  • Engage teams early: Involve both product and engineering teams from the outset. A roadmap built without input is like a cake baked without tasting—risky.
  • Define who owns the roadmap. Some theories state this should be the job of engineering and engineering only, but there are scenarios where the CTO, the CPO or even the CEO can be responsible for managing the roadmap. We'll get back to this in another article.
  • Visualize timelines: Team swimlanes help keep priorities clear and prevent unnecessary chaos.
  • Set realistic milestones: Break down goals and adjust iteratively—keep things ambitious but achievable.
  • Clarify accountability: Be clear about responsibilities but allow for flexibility. The goal is to create accountability, not micromanagement.

Conclusion: building effective roadmaps

Creating roadmaps that engineering and product teams can actually use requires collaboration, adaptability, and clarity. It’s about setting a direction that teams can follow while still being ready to change course when necessary.

Engage your teams early, visualize timelines that make sense, and set realistic milestones that everyone can rally around. Want a partner in figuring this out? At madewithlove, we help founders navigate technical challenges, build high-quality roadmaps, and guide teams to success. Reach out if you want to chat about building effective roadmaps or other technical challenges.