Software product success.
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.
Your product roadmap is a view of what you are building right now, in the near future, and in the more distant future. Or is your roadmap a view of why you are building whatever you’re building right now, in the near future, and in the more distant future? Your […]
“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.
Agile is not magical. Changing from a waterfall process to an agile process changes how your team works, and helps eliminate inefficiencies. Adopting an agile process does not let you magically have a more successful product. What makes agile powerful is also makes it dangerous.
How can Theodore Levitt’s classic Whole Product approach help with defining a product roadmap? I’ve been revisiting his concepts and their use recently, thinking about how to revise them for some exercises I’ve been doing with product teams.
Wrapping up the your product failed because you didn’t enable your users to realize value branch of the root causes of product failure, is this article on the context in which your user is using your product. If you ignore your user’s context, they won’t be able to realize the […]
Next up in the series on the root causes of product failure – products that fail because you have ignored the user’s level of experience. The first time someone uses your product, they don’t know anything about it. Did you design your interfaces for new users? After they’ve used it […]
This article continues the series exploring the root causes of product failure. Even when you target the right users, and identify which of their problems are important to solve, you may still fail to solve the problems sufficiently.
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 […]
