Four Laws Of Software Economics (Part 4)


There are a lot of inputs to product strategy including advisory boards, customer forums, sales teams and ROI prioritization algorithms. None are sufficient on their own: we have to develop and apply strategic judgment, and test that in the marketplace.

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Unpacking Business Value (AgileCamp Dallas Keynote)


The AgileCamp organizers have generously invited me to kick off the Dallas event with a keynote on unpacking business value. We’ll look at things from “the business side” ahead of a full day of Agile and Lean practices.

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Four Laws Of Software Economics (Part 3)


The software bits we release are not the whole product, but a part of the product. We need to make sure we ship a whole product, which includes a compelling story of interest to customers. Strategy, segmentation and customer joy matter.

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Four Laws Of Software Economics (Part 2)


If all of the profits are in the nth copy of software that we sell, we need to understand the Law of Build Once, Sell Many. Building for market segments is different (better) than custom development or professional services.

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Four Laws Of Software Economics (Part 1)


It’s a fact: your development team will never, ever, ever be big enough. As a software executive or product lead, how should knowing that change your actions or decisions?

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Interviewing Like A Product Manager


In a job search, *you* are product that you’re trying to market. Look for ways to apply your product management skills to yourself: segmentation/targeting, turning features into benefits, and solution selling. Become your own demo.

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Why You’ll Eventually Need a Product Manager at Your Startup


Very early stage startups don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous.

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Portfolio Thinking: A Platform Example


Product management is about allocating scarce resources across existing products/services while exploring new opportunities. We need to combine top-down, bottom-up and market-in approaches to make good decisions.

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Making The Right Strategic Choices in Product Portfolios (RallyON)

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Most agile improvement is focused on development teams, but most product failures happen before the first developer is assigned; before the first user story is written. How do we apply good validation, portfolio strategy and executive-level organizational thinking to building the RIGHT products?

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Product Spending and Implied Strategy


We make day-by-day or story-by-story prioritization choices without noticing the cumulative impact of those choices. But they add up. How can we easily see our implied product priorities?

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