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From YouTube: Product Roadmap Update
Description
Kenny with Product discusses how to keep up with product roadmap updates and answers questions from the team.
C
B
I
I
wanted
to
join
to
just
hopefully
give
some
insight
into
how
the
product
org
maintains
our
product
direction
and
also
answer
questions
about
how
you
can
follow,
along
and
kind
of,
what's
the
most
important
content
to
make
sure
you're
following
along
with
so
I
added
some
content
to
the
docs.
I
didn't
have
a
presentation.
I
was
going
to
walk
through
just
handbook
content.
B
What's
what's
what
they're
planning
on
building
and
what's
a
priority
and
what's
coming
up
next
and
normally
that's
an
internal
document,
maybe
has
a
roadmap
and
gets
kind
of
packaged
up
into
something
that's
consumer
or
customer
facing
every
once
in
a
while
and
is
almost
always
out
of
date,
but
because
we
focus
on
efficiency
and
transparency.
Here
we
make
that
page
public
and
we
make
the
content
evergreen,
and
so
the
written
content
in
our
direction
pages
is
meant
to
always
be
up
to
date.
B
We
have
some
process
for
ensuring
that
product
managers
keep
it
up
to
date,
but
more
often
than
not
you'll
see
through
the
course
of
any
given
month.
Multiple
updates
to
any
given
direction.
Page
just
kind
of
as
product
managers
encounter
whether
it's
a
new
market
report
or
have
a
conversation
with
a
customer
or
have
completed
some
recent
research
or
have
done
a
kind
of
prioritization
or
opportunity
assessment
exercise
to
determine.
What's
next,
we'll
constantly
be
updating
those
pages.
B
The
structure
is
heavily
rooted
in
our
product
structure,
product
hierarchy,
so
it
starts
with
sections
which
are
devsec
ops,
but
then
we
also
have
for
the
non
devops
parts
of
the
application.
We
have
a
section
for
fulfillment
and
a
section
for
enablement
enablement.
One
is
probably
most
useful
to
you
as
well,
in
that
it
covers
distribution
and
other
global
search
and
geo.
The
other
sections,
though,
are
also
broken
down
into
stages,
and
so
within
each
dev
sect
or
ops
section.
B
B
Each
stage
has
a
direction
page
and
then
the
next
level
down
is
a
category
direction
page
and
so,
as
a
complete
devops
platform,
we
span
multiple
categories,
and
so
we
try
to
cover
direction
content
for
specific
categories,
because
that's
where
the
kind
of
competitive
landscape
typically
lands.
So,
for
example,
I
think
there's
a
a
category
for
feature
flags,
that's
a
set
of
competitors
in
a
set
of
capabilities
that
we
are
working
to
build
around
feature
flags
that
are
within
our
release
stage,
but
distinct.
So
we
create
direction
pages
for
each
one
of
those.
B
B
The
the
other
point
that
I
wanted
to
highlight
is
what
we
consider
the
responsibility
of
the
pm
to
be
so.
We
we
put
the
onus
on
product
managers
to
promote
and
ensure
understanding
of
their
direction
content
among
stakeholders.
So
if
this
the
content
is
hard
to
consume
or
not
visible,
or
you
say-
oh
well,
I've
got
this
great
direction
page,
but
no
one
knows
it
or
knows
that
it's
getting
updated.
That's
it's
a
futile
effort,
so
we
make
sure
that
product
managers
are
responsible
for
ensuring
stakeholders
across
the
company
and
externally
are
informed.
B
A
great
example
of
this
is
actually,
if
you
were
to
look
at
our
package
direction.
I
think
tim
rizzi
does
an
exceptional
job
of
making
sure
that
various
stakeholders,
both
internal
external,
are
aware
of
where
the
that
stage
is
headed
and
what
their
next
steps
are
and
promotes
that
widely
and
internally
and
externally.
So,
but
that's
that's.
B
I
linked
the
link
to
the
product
team
process,
and
so
that's
like
the
official
process
documentation
for
product
managers,
but
one
of
the
really
important-
or
I
think,
we've
found
useful
processes
is
that
we
create
monthly
issues
that
are
reminders
to
product
managers
to
update
their
direction
pages,
and
I
linked
some
examples
of
recent
ones
for
my
section
in
there.
But
you
can
get
a
sense
that
we
hope
that
product
managers
aren't.
B
So
we
are
we
we
tend
to
do
less,
let's
bundle
up
a
roadmap
because
we
found
it
kind
of
immediately
gets
put
out
of
date,
but
you
can
ask
especially
any
product
leader
or
product
manager
for
hey.
I've
got
a
customer
and
I'd
love
to
give
them
an
update
on
what's
going
on
in
this
area.
Can
you
create
some
content?
And
you
know,
generally
speaking,
we
can
do
that
pretty
well,
because
we're
familiar
enough
and
can
throw
it
together
quickly.
B
When,
when
I
mentioned
that
pms
are
responsible
for
informing
their
stakeholders,
that's
one
of
the
primary
ways.
We
suggest
that
they
inform
internal
stakeholders
is
make
sure
that
they
distribute
it
in
slack
and
and
distribute
the
mrs
in
slack
to
make
sure
team
members
can
follow
along
with
updates
as
they
go
then.
Lastly,
you
know
they're
they're,
dense
content
and
there's
a
lot
of
them,
but
you
can
consume
direct
direction
content.
I'm
sure
you
all
do
that
all
the
time
and
ask
questions
in
the
group
slack.
B
A
I
have
the
first
question:
that's
the
first,
so
just
just
curious
what
would
be
the
best
resource
for
members
of
our
sales
teams
to
share
with
either
prospective
or
current
customers
regarding
our
product
direction?
I
know
that
in
sales
quick
start,
for
example,
we
talk
about
how
it's
unique
and
remarkable
that
we
publish
our
product
direction,
roadmap,
etc
on
the
public
web.
So
with
the
knowledge
that
that's
out
of
date,
it
sounds
like
you
know.
This
issue
might
be
a
better
thing
to
present,
perhaps
for
the
most
updated
information.
B
Oh
yeah,
sorry,
the
just
to
be
clear.
The
issue
is
only
a
place
for
product
managers
to
collect
their
changes
to
public
direction
pages.
So
any
page
found
under
this
about
gitlab.com
direction.
Page
is
evergreen
content.
The
issue
is
just
if
you
look
at
that
issue.
It's
just
checkboxes
for
product
managers
to
say
here's
my
mr
for
updates
to
my
direction
pages
for
this
month,
so
those
that
just
to
ensure
that
that
direction,
content
under
that
url
is
always
evergreen.
B
Think
the
the
difficulty
is,
if
you
were
to
go,
look
if
you
were
to
go,
try
to
keep
up
with.
What's
changing,
you
can
look
at
that
content,
but
you
don't
really
know
the
diff
of
what
just
changed.
And
so,
if
you
wanted
to
see
that
issue
update,
then
you
would
know
hey
in
the
op
section.
Here's
the
major
changes
that
happened
over
the
last
month.
It's
kind
of
the
the
changelog
of
that
direction
page
rather
than
just
what
is
there
today
all.
A
D
Jamie
question
for
kenny-
I
was
just
this
is
kind
of
a
weird
quirk
I
found
about
the
package
direction
page
recently.
Yeah
I'd
asked
him
about
it
and
got
tim's
answer,
but
I'm
curious
for
your
answer
kenny,
because
this
is
this
is
an
unusual
one.
Git
lfs
is
the
domain
of
create
source
code,
so
daniel
cruz
says
the
dri
for
this,
but
it's
under
tim
rizzi's
category
direction,
page.
What's
up
with
that.
B
That
says
the
devops
tools
that
we
compare
with
we
didn't
want
to
have
some
stages
with
20
categories
in
other
stages
with
four,
and
so
we
were
saying
well,
we
wanted
to
highlight
especially
externally
that
we
have
this
capability
and
that
you
can
use
git
lfs,
but
we
didn't
have
an
available
category
in
crete,
so
we
put
it
in
package,
there's
another
one.
That's
like
that
that
I'm
now
trying
to
remember
it
might
be
somewhere.
In
maybe
secrets
management
is
actually
owned
by
configure,
but
is
in
release
stage.
B
D
B
C
I've
got
the
next
question
so
kenny.
I
read
the
product
team
process
and
in
there
it
talks
about
customer
meetings
for
pms.
I
was
wondering
if
you've
got
any
kind
of
guidelines
as
to
what
point
under
what
circumstances
you'd
recommend
actively
getting
a
pm
in
front
of
a
customer.
Are
there
any
specific
things
you'd
like
us
to
listen
out
for
as
essays
or
tams
sort
of
keywords
that
you
might
you
might
want?
C
You
know
that
we
should
be
listening
for
in
terms
of
either
getting
you
in
front
of
a
customer
is
going
to
be
strategically
beneficial
to
to
gitlab
or
to
you
know,
to
understand
their
pain
points
and
make
sure
the
pms
are
exposed
to
that
or,
conversely,
getting
the
pms
in
front
of
a
customer
because
they
really
have
they
are
the
subject.
Experts.
B
Yeah
great
framing,
because
I
think
I
do
consider
there
to
be
two
different
reasons
why
you
would
want
to
put
a
pm
in
front
of
a
customer.
One
is,
I
think,
of
them
as
what
I
call
like
customer
discovery
and
the
other
one
is
sales
support,
and
it
kind
of
depends
on
what
your
use
case
is.
If
it's
customer
discovery.
I
also
think
that
the
pms
need
to
be
proactive.
B
So
I
don't,
I
wouldn't
say
it's
totally
incumbent
upon
the
customer
success
organization
to
make
sure
that
product
managers
get
connected
to
the
customers
they
need
to
get
connected
to
in
order
to
build
solutions
that
are
useful
to
customers.
But
you
could,
if
you
were
familiar
with
the
direction
and
said
hey,
I
know
like.
Let's
keep
talking
about
tim.
I
know
package
is
going
to
be
working
on
virtual
registries
and
this
customer
had
a
interest
in
virtual
registries.
B
It
would
be
great,
for
maybe
tim
would
find
it
useful
to
have
a
discovery
conversation
with
them.
That's
great,
but
I
think
the
other
one
where
it's
in
sales
support
is
a
little
bit
more,
where
you're
feeling
the
need
to
sell
direction.
A
little
bit
and
the
product
manager
could
be
additive
to
that
conversation,
and
so
I
train
product
managers
to
make
sure
that
we
only
kind
of
get
involved
where
we
will
be
additive
and
that
we
don't
want
to
have
a
customer
discovery
conversation
under
the
guise
of
sales
support.
B
B
Product
managers
also
have
to,
in
my
mind,
prove
their
value
to
each
one
of
you
and
your
opportunities
that
you
trust,
hey,
I'm
bringing
them
in
in
this
sales
support
capacity
and
having
them
sell.
Our
roadmap
will
actually
help
me
close
this
deal.
So
I
think
that
involves
product
managers
being
proactive
in
the
first
place
to
spot
deals
where
that
might
be
the
case
and
involving
themselves
in
discussions
internally
with
you
prior
to
getting
involved
with
customers.
Does
that
make
sense,
simon.
C
B
The
the
important
thing
for
me
is
that
first
and
foremost,
product
managers
should
be
additive
to
closing
business
when
involved
with
customer
success,
unless
you
say
hey,
no,
I
think
that
this
would
be
great
for
a
this
is
great
in
the
right
time
for
a
customer
discovery
call
or
conversation
on
x
topic.
You
know
if
the
customer
health
isn't
in
the
right
place
or
the
opportunity
isn't
in
the
right
place
for
a
customer
discovery
call
we
can
find
other
customers
and
do
product
discovery
in
other
ways.
I
don't
want.
C
E
I
appreciate
that
hey.
Can
I
jump
in
there
real,
quick,
steve
ester
I'm
trying
to
get
to
the
dock,
and
I
have
too
many
tabs
quick
follow
up
on
that?
What
can
we
do
from
solution
architect
and
cam
when
we're
getting
a
product
manager
involved?
What
would
how
best
we
prepare
the
product
manager
for
that
calls
or
something
we
can
do
ahead
of
time?
I
mean
you
know.
What
would
you
want
us
to
make
sure
the
product
manager
knows
before
hey
here's
the
customer
go.
B
I
think
we've
had
that
problem
in
the
past
and
I
do
put
it
on
product
managers
to
ensure
that
they
are
prepared
for
that
call.
I
don't
know.
I
think
that
we've
had
like
an
issue
template
once
that
kind
of
sought
to
collect
the
information
when
requesting
products
show
up
I'll.
Tell
you
personally,
I've
found
the
I
know.
B
Not
every
opportunity
is
in
a
for
further
enough
state
to
have
this,
but
the
kind
of
like
command
plan
is
the
thing
that
helps
me
understand
the
state
of
the
customer,
what
they're
trying
to
achieve
and
target
how
I'm
providing
any
content
but
yeah.
I
think
I
know
I
don't
know
if
I
know
the
exact
specifics
david,
but
I
know
that
I
would
expect
pms
to
ask
the
questions
to
make
sure
they're
prepared
and
that
they
don't
just
show
up
in
front
of
a
customer
cold.
E
B
I
think
I
saw
chloe's
video
that
was
presented
in
the
product
meeting
yesterday
about
how
tams
used
gain
site
and
we're
working
to
get
some
pm
access
to
gainsight,
but
enabling
pms
to
do
the
same
type
of
self-service
that
you
all
do
with
direction
pages
about
customers
and
accounts.
I
think,
would
be
the
best
practice
so
that
they
can
do
it
on
their
own
and
then
ask
questions
if
they
don't
feel
like
they
have
enough
information.
B
Okay,
you
all
know
how
to
find
me,
I'm
always
open
to
questions
and-
and
as
I
mentioned,
if
there's
interest
in
more
widely
spreading
those
direction
highlight
updates,
we
can
make
sure
that
that
happens
I'll
how
about
I'll.
Try
it
this
next
month
and
post
it
in
customer
success,
and
you
guys
can
yell
at
me
if
it
gets
too
noisy.