e roadmap alive and active, to be aware of changes that are needed, and to be agile enough to handle the changes in a systematic way, hence, keeping the product competitive and evolving. Putting a system in place would be a great way to begin developing a culture that embraces roadmap evolution. Most companies make more reactive changes to a roadmap than proactive, and changing the attitude of people involved is just as important, if not more, than establishing a process for the same. This chapter presents a process framework to address network roadmap evolution. We have been discussing different aspects of this in the previous chapters, but in this chapter we propose processes with necessary responsibilities to handle different aspects of network evolution. Some inevitable caveats need to be noted here. We do note that organizations may have well-established processes to handle the various aspects of roadmap evolution. Our aim is definitely not to preempt such processes in favor of the one we describe or to recommend ours over the established and successful processes that may be in practice. However, we do believe elements of the process framework described in this chapter could help stimulate you to think about your current processes and determine if any could be improved to address some aspects highlighted in this chapter. CHAPTER 6 A PROCESS FOR NETWORK ROADMAP EVOLUTION We begin by discussing frameworks and contexts under which roadmap development could be happening. We explore in more detail the process notation that would be followed for roadmap evolution, and then present a high-level summary of this. We also detail each of the subprocesses, focusing on the what rather than the how. Some of the processes could be optional, but it is our firm belief that in considering these processes, you could make more educated decisions on how they could be used to evolve your network roadmap. Aspects of Network Roadmap Management This first part of the discussion presents an overall cycle for roadmap management. We fo