Category Archives: Business Analysis

Articles of interest to business analysts, or otherwise specifically about business analysis. Topics are mainly about business process analysis, business requirements analysis, and how to be a good business analyst.

Product Owner Survival Camp

Product Owner Survival Camp 19-20 May, Cambridge, MA

Product owners are likely to find themselves alone in the organizational wilderness. Their organizations expect them to connect the towers of long-term strategic planning with the frontiers of great new products. Iterative and incremental development of solutions can bring these two worlds together. There’s always a gap between strategy and execution – and product owners are ideally positioned to help fill that gap.

What we need is a survival guide – a set of principles, tools, and techniques; learned and applied in a two-day “camp” with industry-leading experts in agile product management and product ownership.

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Why Not What – An Example

Obscenely complicated WW2 U-Boat controls

Forbes quoted Steve Jobs as saying “I’m as proud of what we don’t do as I am of what we do.”  This is a really enlightened perspective – and a way to enforce focus from the top down.  Before you can drive a “this goal is more important than that goal” focus, you have to make sure you’re actually focusing on the goals.

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Why Do Products Fail? – Picking the Wrong User Goals


Continuing the series on root causes of product failure, this article looks at the impact of focusing on the wrong user goals.  Even if you have picked the right users, you may have picked the wrong goals – creating a product your customers don’t really need, or solving problems that your customers don’t care about solving.
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Why Do Products Fail? – Picking the Wrong Users

Exploring the reasons that a product might fail in the market is a useful way to triage and assess what you need to do to prevent the failure of your product.  Instead of taking the “do these things” approach as a prescriptive recipe for product managers, I’m approaching the exact same topic from the opposite direction.  I was inspired in part to explore this approach when thinking about the Remember the Future innovation game.  Instead of asking “What will the system have done?” in order to gain insights what it could be built to do, I’m asking “Why did your product fail?” in order to prevent the most likely causes of failure.

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Why Do Products Fail – Solving the Wrong Problems

There are many reasons that a product might fail in the market.  One of those reasons is that your product solves the wrong problems.  There are many ways to solve the wrong problems.  This article continues the series on sources of product failure, exploring the idea that your product may be trying to solve the wrong problems.

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Who Are Your Customers – Comparing Products Part 2

The first step to comparing products is understanding your customers.  This may seem counter-intuitive, but your product’s capabilities are meaningless unless you are comparing them from your customer’s point of view.  This article is part 2 in a series on comparing products.  Check out part 1, then continue with this article on the first steps of comparing products.

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Compare Products Not Specs – Comparing Products Part 1

Recently, the gadget-reviewer crowd has caught on to something we’ve known for a long time.  Comparing products is not about comparing specs, it is about comparing how well the products solve problems that customers will pay to solve.  That begs the question – how should you compare products?  Read on to see the product comparison technique I recommend.
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Agile Estimation, Prediction, and Commitment

Your boss wants a commitment.  You want to offer a prediction.  Agile, you say, only allows you to estimate and predict – not to commit.  “Horse-hockey!” your boss exclaims, “I want one throat to choke, and it will be yours if you don’t make a commitment and meet it.”  There’s a way to keep yourself off the corporate gallows – estimate, predict, and commit – using agile principles.

This is an article about agile product management and release planning.

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Requirements Management Journey – Part 0

Requirements Management – I’m embarking on a journey to help several teams manage their requirements with their existing systems and tools.  This is the first in a series of articles, where the rubber meets the road.  I’ll look at both the theory and the realities of what works (and doesn’t) in practice.  I hope you’ll come along for the ride.
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