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The best resources on Roadmapping.
When the prescriptive, feature-centric product roadmap is gone, What do your teams do first?
Running experiments for your product and business can be overwhelming, but there are ways to manage the process by following three simple principles.
Responsibility vs Accountability The Trust Paradox of Self-Organising Teams
Teams are given something to build and the expectation is that they deliver this exact thing in a timely fashion.
A good plan, violently executed now, is better than a perfect plan next week.
Why are we pretending like we know what well be doing in 6 months?
Most companies are looking for outcomes, unfortunately the majority of what they get is output
With a clear timeline, milestones, dates and scope-based commitments stakeholders can answer When will it be done? and When can we start selling it to our customers?... right?
Building solutions collaboratively is impossible if youre getting feature requests from stakeholders and executing on those requests.
What makes a vision compelling?
Have you been endlessly defending why it takes 9 months to design and launch a product with no guarantee of success? Think again.
Prevent your company from wasting time and money on poor opportunities understand what will be required to succeed with good opportunities.
When figuring out what to build is as important as the building process
How to run a Discovery Track
Don’t create a process just for the sake of process. Implement the process that works best for your company.
A Heuristics-based Scorecard For Opportunity Evaluation
It encourages new ideas. It focuses on learning. It frees up resources. It reduces risk at every stage. It is a great sanity check on your strategy.
Most people overestimate what they can achieve in a year and underestimate what they can achieve in ten years.
How to get your team on the same page and agreeing on the roadmap
When you try to be agile and lean, but you keep using waterfall development techniques.
If we want to truly be outcome-oriented, we need to communicate the intent.
Features are not vertical groupings of user stories. They must be designed so they either serve internal functions or drive customer experiences; they must be outcome focused.
Why Business Outcomes Are Often Assigned to Product Teams
Its important to distinguish badly designed experiences and processes from actual design debt.
From directing product teams with tasks to making the team investigate solutions to goals
Learn the first step of turning that data into an actual product.
I cringe every time I see product teams use a spreadsheet to rank the ideas in their backlog...
If the uncertainty you face is too high, start with product discovery and not with product delivery.
Planning work in a linear, visual way is tempting. But traditional roadmaps betray the true nature of software development.
It takes practice for a team to move beyond the feature factory.
Moving away from a GANTT chart of features and dates
Software is an uncertain medium. Its a continuous medium. This means there is no end to it, you cant predict its end state and you really have no idea what combination of code, copy and design will deliver the customer success (outcomes) youre seeking.
Simply take them out and theyre ready to use with all your devices. Put them in your ears and they connect immediately, immersing you in rich, high-quality sound.
When we achieve a level of understanding such that the situation no longer appears complex, we can exercise logic and intuition effectively.
If youve heard the term dual-track development before, this article explains where it comes from, and what it means. Here are the key points:
The Good, the Bad and the Ugly of John Doerrs OKR Book
Heres how to actually do it