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Because the roadmap is a slide and delivery is a task list. The slide is updated for the board meeting; the task list is updated daily; nobody reconciles them until a date is missed publicly.
The roadmap is the cross-project view: what is committed, when, and to whom, across everything in flight and everything sold but not started.
It reads committed projects from Flow and in-flight ones from delivery, showing them against real capacity. Items carry a state — committed, likely, discussed — so the picture is honest about what is actually promised.
Sales wants to commit two projects to Q3. The roadmap shows the team is already at ninety per cent for that quarter, so the conversation happens before the promise rather than after it.
It will not make capacity appear. It shows what fits and what does not; deciding what to decline, delay or resource is the point of looking at it.
Deals in Flow, plans and capacity in Loop, and the people and leave in Nest all feed it.
Their own items, yes, through the portal. The cross-client view stays internal.
It shows contracted value by period; the finance view lives in Books.
Yes, as discussed or likely, until they are won and open one.
Fourteen days, every module, no card. Or half an hour with someone who will run it on your own records and tell you where it does not help.