es made in the past SO the reader can completely understand and make sense of the current and future items projected in the roadmap. It should also include a list of the confidentiality clauses embedded to indicate parts that could be shared with external stakeholders and parts that should not be visible outside the developing organization (e.g., some roadmaps could make high-level estimates not visible to end customers) The roadmap could also be under configuration control, and hence, could be named and numbered following organization policies. The roadmap could optionally include high-level estimates, areas of impact, and resource requirements for a subset of features that are of high priority and need to be part of upcoming releases. Roadmap Communication Material Along with the actual roadmap that is developed, other communication material related to the roadmap that need to be updated as part of the same process would be included. These could include material used by marketing teams to communicate roadmap contents at the appropriate level to different stakeholders, including current and future customers. Execute Roadmap We define the execute roadmap process to include execution of the roadmap through a series of projects and their releases. Figure 6-6 illustrates the execute roadmap process. Input Tools and Techniques Roadmap management Output Plan and execute projects Network roadmap Resource calendars Validated releases Organization input Project deliverables Roadmap update requests Project management plans Updated roadmap metrics Figure 6-6. Execute roadmap process Note Some organizations could choose to make project and release plans part of their roadmap, in which case they may simply execute projects to execute the roadmap. We have made the assumption that, in general, the roadmap could be developed independent of project releases initially. CHAPTER 6 A PROCESS FOR NETWORK ROADMAP EVOLUTION Execute Roadmap: Tools and Techniques Plan and Execute Projects To execute the roadmap, it needs to be planned al