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)
“Agile” is something most teams do wrong*, without realizing they’re doing it wrong. A good 2×2 matrix acts as a lens, helping to convert information into insight. Let’s apply this lens to agile as applied within a company, and see if it helps people decide to do things differently.
Continue reading Agile Through a Matrix Lens
Having an outside-in bias as a product manager is important – you need to understand how your customers (or your customer’s customers) would value capabilities you might build into your product. When running a workshop to collect that information, playing some “serious games” is a great way to get more and better information. We ran a few 20/20 Vision games last week, to great effect.
Continue reading 20/20 Vision – Innovation Game in Action
“For what one idea do you want your product to stand in the mind of your customer?” I heard Roger Cauvin ask that question at the most recent ProductCamp Austin [correction – he said it here – thanks Roger], and the quote has been jumping to the front of my mind almost daily ever since. Maybe by writing about it I can exorcise the demon and get back to using the idea instead of being haunted by it.
Continue reading The One Idea of Your Product
April Dunford just presented Startup Marketing 101 at DemoCamp Toronto. Great ideas from the ‘marketing and your startup’ point of view. I’ve often said that product managers and product marketers care about much of the same market data, they just do different things with it. The idea of minimal feature set came up in April’s presentation – this article talks about product management, agile, and initial market acceptance.
Continue reading Minimum Market Acceptance
A picture is worth a thousand words. Agile values working software over comprehensive documentation, and it values customer collaboration over contract negotiation. With that in mind, how much is a picture of a model worth? Check out a simple example, how it helped, and what we didn’t do.
Continue reading Simple Agile Model Example
Satisficing probably makes more sense than perfecting your product.
Are we really saying “don’t make it perfect?” Yup.
Continue reading Satisficing Sprints
Planning by ROI. Hmmm. Isn’t that impractical? In an econometric way, yes. But you can still estimate the relative value of the capabilities / stories you’re planning for your scrum sprints. The point is – don’t look only at value – also look at costs. While “ROI” may be a poor choice of terms, “bang for the buck” is not.
Continue reading Plan Your Next Sprint By Bang For The Buck: Part 2
Agile development methodologies succeed because they help development teams be as effective as possible. Development teams do not, however, work in complete isolation. The company they work for has a strategy. The company manages a portfolio of products, and targets a particular product at specific market problems. Within that context, an agile team can thrive. What’s the best way to provide that context?
Continue reading Agile Product Management: Providing Context
Your strategy should be driven by the needs of the market. Becoming market-driven is critical to intentional product success. But it is not enough to understand your market. You have to sustain your understanding, and take advantage of it, competitively.
Continue reading Market Driven Competitive Advantage