Taking agile, a process otherwise optimized for small, cross-functional, collaborative teams and making it work at scale is fascinating. You have to change some elements, and retain others, as you redefine the context. Being outcome driven, is one element you must retain – or even elevate in importance, or you fundamentally break the system of delivery
Continue reading Agile at Scale – Outcome Driven (or Broken)
Being “outside-in”, “outcome-based”, and “market-driven” is particularly important for creating successful products. The problem is that just saying the words is not enough to help someone shift their thinking. For those of us who are already thinking this way, the phrases become touchstones or short-hand. For folks who are not there yet, these may sound like platitudes or empty words. I know many people who want to switch their roles from “do these things” to “solve these problems.” They have to change their organizations. This example may help get the point across.
Defining and building a good minimum viable product is much harder than it sounds. Finding that “one thing” you can do, which people want, is really about a lot more than picking one thing. It is a combination of solving the minimum valuable problem and all of the other things that go with it. Solving for both the outside-in needs and the inside-out goals is critical.
How do you work with professional services, consulting, field engineers, etc. to make your product better? Do you just treat their inputs as yet another channel for feature requests, or do you engage them as an incredibly potent market-sensing capability?
Continue reading Professional Services and Improving Your Product
Product owners and product managers. Two roles, often done by one person. Together, the product people need to take an organization’s strategy, figure out the appropriate product strategy, and convert that into actionable work for the delivery teams to create the right product. What does the product manager own, and for what is the product owner responsible?
If you ask someone if they require encryption on their device, first of all, you will likely get one of two answers – yes or no – useful for segmenting your market or developing persona. If you’re lucky, you’ll get a better answer – “you’re asking the wrong question!”
Last month, Mike Smart of Egress Solutions and I gave a webinar for Pragmatic Marketing on product roadmapping when working in agile environments. We had a great turnout of over 1500 people in the session – with not nearly enough time to answer all of the questions.
One attendee asked, “Please explain how a prioritized list of features is not a roadmap?”
A fantastic question, which we did not see in time to answer during the call.
You’ve got some shiny new segmentation data about prospective customers; how much they earn, where they are located, how old they are. How does that help you make decisions about your product? You know this information, but you don’t really know your audience, or why they might become your customers.
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.
We hear a lot about building products which are “good enough” or “just barely good enough.” How do we know what “good enough” means for our customers? No one really tells us.