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.
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.
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.
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?
Most agile improvement is focused at teams, but product failures happen before the first developer is assigned. How do we apply good validation, portfolio strategy and executive-level organizational thinking?