CAPM Practice: Demonstrate an understanding of product roadmaps

When OKRs define success metrics, roadmaps can be organized by which OKR each theme or initiative is intended to advance. This creates clear accountability: roadmap items should move Key Results toward Objectives, making prioritization more objective.

**Why not A:** OKRs (Objectives and Key Results) are not quarterly performance reviews. While OKRs are often set on a quarterly cadence, they are a goal-setting framework that defines ambitious objectives and measurable key results to track progress. Performance reviews evaluate individual employee contributions, which is an entirely different HR process.

**Why not B:** OKRs are not a budgeting framework. Budgeting deals with financial planning, resource allocation, and cost forecasting, whereas OKRs focus on aligning teams around strategic objectives and measuring outcomes through key results. While OKR achievement may inform budget decisions, the two frameworks serve fundamentally different purposes.

**Why not C:** OKRs do not replace the product roadmap. Instead, OKRs and product roadmaps work together complementarily. OKRs define the strategic goals and measurable outcomes a team wants to achieve, while the product roadmap outlines the specific features, initiatives, and timelines planned to deliver on those objectives. A roadmap without OKRs lacks strategic direction, and OKRs without a roadmap lack an execution plan.