To develop a product-technology roadmap, the analysis of TRM process can be divided into five steps addressing business drivers, market opportunities, product, technology, and resource, respectively.

To maintain the TRM process on a continuous basis, it is vital to integrate the process into ongoing business and technology planning activities in an organization. Gerdsri proposes to view the implementation of TRM in three stages according to the different objectives in each stage as shown in Figure 1.

It is important for an organization to have a certain managerial procedure for monitoring the status of a roadmap. The mechanisms for data collection and analysis should also be defined to track changes and evaluate the impacts of changes from both external and internal factors on a roadmap. Once the impacts from the changes have gone beyond the acceptable level of an organization, a roadmap should then be considered to make an amendment. In this study, the managerial procedure is proposed in five steps as shown in Figure 1.

The first step is to apply a roadmap after it has been developed. All involved people can refer to a roadmap and use it as checkpoints at each key milestone. Some involved teams can also manage their operation in accordance with the plan and timeline initially set on a roadmap. Thus, the plan which identified on a roadmap should be clearly communicated to all stakeholders. This would help ensure the achievement of the strategic targets within a specified timeline identified on a roadmap.

The second step is to monitor the changes from both internal and external factors as specified on a roadmap. The components of external factors can be considered from social, technology, economic, environmental, policy, whereas internal factors can be considered from the progress of technology development.

The third step is to assess the impacts of changes on a roadmap. As the changes from the external and/or internal factors have already been notified, the identified changes will be used in this step to evaluate the impacts of the changes on a roadmap. Different organizations have different perception on the impacts of the changes. Some organizations are sensitive to the changes while the others are not. Therefore, this step is defined based on the perception of the organization.

The fourth step is to generate the TRM status signal. After evaluating the impacts of changes from both internal and external factors, the TRM status signal can be generated and visualized in the form of color-coded signals; red, yellow, and green.

The fifth step is the step which management makes a final decision whether a roadmap needs to be slightly adjusted, totally revised, or just kept it unchanged.

Throughout this procedure, the TRM operation team is responsible to monitor the changes of external and internal factors and then assess the impact of changing conditions on a roadmap. If the changes are more severe than the initial anticipation, the TRM status signal will indicate that a roadmap needs to be updated or totally revised. The TRM operation team has to inform the management team. The management will review their business contexts and decide whether they would follow the suggested TRM status signal. If so, then the management has to communicate their new vision and strategy to the TRM operation team.

The TRM operation team will take action to engage involved parties to review a roadmap. Once a roadmap has been revised, the updated version of a roadmap should be communicated again to all related stakeholders. Then, the stakeholders can brush up their plan and manage their operation in accordance with the updated roadmap. Figure 2 presents the roles and interaction between the management team and TRM operation team in monitoring the status of a roadmap and making decisions to review a roadmap.