CAPM Practice: Demonstrate an understanding of product roadmaps

Strategy changes must be reflected in the roadmap — executing an invalidated plan wastes resources. Transparent communication of the change, including the rationale, is essential for maintaining stakeholder trust even when the news is disappointing.

**Why not B:** Continuing to execute an invalidated roadmap simply to honor prior commitments is a misuse of resources. Roadmaps exist to serve the business strategy — when the strategy changes, the roadmap must change with it. Blindly executing an obsolete plan wastes effort on features that no longer align with business goals and delays work on what actually matters.

**Why not C:** Maintaining two parallel roadmaps — one real and one for show — is deceptive and unsustainable. This approach erodes stakeholder trust when the discrepancy is discovered, creates confusion about actual priorities, and doubles the effort required to maintain roadmap artifacts. Transparent communication about changes is always preferable to maintaining a facade.

**Why not D:** Asking the strategy team to delay a strategic shift until the current roadmap completes reverses the proper hierarchy of business planning. Strategy drives roadmaps, not the other way around. A roadmap is a tactical tool that serves strategic objectives — suggesting that strategy should wait for a roadmap to finish demonstrates a fundamental misunderstanding of how product planning aligns with business direction.