Much has been written about using Lean methods to bring products to market. It has proven to be a very effective technique for getting ideas off of the ground. Whether it is using Lean Startup techniques to get a company or concept going or a Lean approach to developing innovative new products internally at a company, Lean has it merits. There are a variety of reasons for this. It’s been shown to work well with small teams that are able…[continue reading]
General posts about Lean Product Management
Product Management Rule #9 from the best-selling book, 42 Rules of Product Management, was written by Marty Cagan, Author, Inspired Never go more than two weeks without putting your product ideas in front of real users and customers. You’ve worked hard, you’ve generated a compelling business case, you’ve spent time designing and writing specs, you’ve solicited the input from a number of customers and stakeholders, you’ve answered countless questions from the developers, and you finally launch. Yet the product fails…[continue reading]
Product Management Rule #8 from the best-selling book, 42 Rules of Product Management, was written by Luke Hohman, Founder and CEO, The Innovation Games® Company Good market research answers one or more questions that help you understand your customers . . . in such a way that you can take confident action towards your goals. The plethora of market research methods, and the consultants and market research firms that promote their favorite method, makes it far too easy for product…[continue reading]
what goes into evaluating something as subjective as product-market fit or “fit” for short. Achieving and maintaining fit is an incremental process and needs to be tested repeatedly from concept development through limited availability and post launch stages. This testing occurs through a mix of qualitative and quantitative methods.
Thus, Lean Product Management is a journey. It is a process of continuous learning and improvement. There is no point where we can say “We have arrived.” We can only say “we did better today than yesterday, and I believe with the following changes we can do better tomorrow than we did today.”
In May, I presented at P-Camp 2010 Silicon Valley on Lean Product Management. I challenged the audience to consider what would be required to become 100% more effective as product managers. From a show of hands, there was some healthy skepticism in the room about this a realistic target. Although in 2001, I never thought my talented development team could achieve such gains either until we implemented Extreme Programming (XP).
So I think it is a fair to ask from where these gains will come.
As batch size shrinks and the team focuses on fewer concurrent items, cycle times decrease. If features and enhancements take less time to get through the system, for example going from months to a week, then tracking and status reporting are greatly simplified. Status is simple, either the feature is in progress or it’s in queue.