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A product management consulting group called Brainmates did an interesting survey on social media and product management.
The survey was a series of questions that all start with "Do you use social media to...?" The answers were yes, yes and yes. We use social media for everything... except to get feedback about our products.
A survey like this has a lot of bias, because answering "yes" equates to "I'm doing my job" and answering "no" could mean "I may be missing something". The natural inclination is to respond with yes, which makes the anomaly statistic even more compelling.
We all know (I hope) that we should be using social, collaborative tools to gather feedback from our customers that impact product development, so why aren't we?
Effective June 12, 2010 Accept Corporation will be in new offices in Santa Clara, California, on Freedom Circle Drive. Everyone is excited about the new office space, and we have been busy packing up for our move.
Just to recap: we have a new office address, new phone numbers, a new URL, and a new twitter handle. Whew!
In my past two posts in the Scaling Agile series, I've written about the triangle of traps and the challenges of developing complex systems when scaling Agile development. Today I would like to focus on the impact and challenges at the team level when developers and product owners are forced to operate in dispersed and distributed environments – a situation that could impose serious dependencies and may have an impact on other teams.
Three points of impact
Developing complex systems stretches the agile methodology with these challenges:
How can agile be adapted to handle these challenges?
A look at two aspects of Agile fail points that organizations face with distributed teams and complex systems.
One of the best practices I communicate in my client work is Whole Product Launch (WPL). I help companies define success by brainstorming on what it looks like, appears to be, customer satisfaction, etc. i.e. What needs to happen before customers get value not what needs to happen before we release the software.
A couple of weeks ago, Dave West, Forrester Sr. Analyst hosted a webinar with us, entitled, "How Agile Value Management (AVM) can remove risk earlier in your agile process". Dave spoke about the benefits of removing risk earlier in your agile process, and streamlining key life cycle friction points between your product teams, analysts, engineering, manufacturing, and customers.
As is usually the case, we received more questions than Dave was able to respond to during the duration of the webinar. Dave has very graciously responded to your unanswered questions, which I've included below.
I recently did a webinar with Roy Wildeman, Senior Analyst at Forrester Research, on how you can minimize risk in product innovation by addressing gaps in your new product development processes. If you make it to the end of the post, you'll see how I make the connection to square dancing.
Tips for Managing Ideas like Other Company Assets
You wouldn't let an employee leave the company with their laptop or PDA, so why allow them to go without having collected critical IP – ideas they conceived while employed thinking about how to make your company's products better.
Here are five tips for better management of your idea assets:
If you're losing staff during this economic downturn, you're not just losing productivity; you're losing intellectual property that could be used to help your company excel during the recovery.
Employee Attrition = Lost IP