Lean methods are tempting to large organizations. The concept that product owners should shorten iteration cycles to optimize learning and minimize waste is certainly a valuable one. But when Steve Blank and Eric Ries put forth the now world-renowned build-measure-learn model, they did not frame it for the context of enterprise product management. Unfortunately, this has caused unforeseen problems for the otherwise prescient practitioners of this approach.
The primary goal of creating a minimum viable product is not to build something, but instead to learn something. For Ries, who was working at a startup consisting almost entirely of engineers, the easiest way to get their product in front of prospective customers was to build and launch an initial version of it. Hence, the minimum viable product, or MVP. Read More
In Part 1 of this two-part series on the agile manifesto for product management, I described the four phases of agile development projects: conception, definition, planning, and deployment; then covered the first four of nine principles for agile. Now, in Part 2, I’ll cover the remaining five agile principles, then conclude with a summary of some benefits of agile software development.
Principle 5: Frequent Delivery
Since the agile mindset is flexible, iterative, and dynamic, frequent delivery is an important agile principle. Empowered teams with intense user involvement can achieve frequent delivery through well-defined, time-boxed planning. In an agile approach, it is a team’s responsibility to deliver maximal business benefit through minimal business requirements. Read More