Why Not What – An Example

Forbes quoted Steve Jobs as saying “I’m as proud of what we don’t do as I am of what we do.”  This is a really enlightened perspective – and a way to enforce focus from the top down.  Before you can drive a “this goal is more important than that goal” focus, you have to make sure you’re actually focusing on the goals. The Customer Does NOT Know Best The...

Opposite Views of a Product Roadmap

Your product roadmap a view of what you are building right now, in the near future, and in the more distant future.  Or is your roadmap a view of why you are building whatever you’re building right now, in the near future, and in the more distant future? Your...

Agile Cadabra

Agile is not magical. Changing from a waterfall process to an agile process changes how your team works, and helps eliminate inefficiencies. . What makes agile powerful is also makes it dangerous. Triage and Urgency One tenet of agile is to make decisions at the...

Why Write Requirements

There is a lot of advice out there for how to write requirements. There is not as much discussion about why to write requirements. Spend some time thinking about why you write requirements before you make decisions about how to write your requirements. Why Write...

Is Agile Really Cheaper?

There are several ways to answer the question “is agile cheaper than waterfall?” Here are two of my favorites: “It depends. Agile done well is cheaper, as long as you measure correctly.” “You’re asking the wrong question. The...

Cargo Cult Requirements

Is your team focusing on the mechanics of creating good software, without understanding the connections from your efforts to your goals? Are you primarily focused on the structure of use cases, the syntax of user stories, and the cardinality of your domain diagrams?...

Why Do Products Fail? – Forgetting that Users Learn

Next up in the series on the root causes of product failure – products that fail because you have ignored the user’s level of experience.  The first time someone uses your product, they don’t know anything about it.  Did you design your interfaces...

Why Do Products Fail? – Picking the Wrong User Goals

Continuing the series on root causes of product failure, this article looks at the impact of focusing on the wrong user goals.  Even if you have picked the right users, you may have picked the wrong goals – creating a product your customers don’t really...

Product Manager – Strategic or Not?

Are product managers really involved in strategic discussions, or are we just order takers?  Adrienne Tan has poked the beehive and started a great discussion with this article.  Joining in from here, hopefully adding folks to the conversation.  Check it out,...

Specializing Generalist

The ideal agile team is made up of specializing generalists – but what does that really mean?  The goal isn’t to prevent functional silos of expertise, it is to allow people to cover for each other. Great Conversation Elena Yatzeck (@eyatzeck) posted...

Agile Estimation, Prediction, and Commitment

Your boss wants a commitment.  You want to offer a prediction.  Agile, you say, only allows you to estimate and predict – not to commit.  ”Horse-hockey!” your boss exclaims, “I want one throat to choke, and it will be yours if you don’t...

Product Managers & Innovation

Thanks everyone for the great conversation in the most recent #prodmgmttalk chat session!  This week, Roger Cauvin inspired us to think about product managers as innovators – or enablers of innovation.  Each week, I find myself thinking about at least one...

Everything Old is New Again

A lot of teams that I’ve worked on and with get hung up when thinking about defining requirements for “migration projects” and “system upgrades.”  There’s some intangible barrier to being market focused when it comes to improving...


There are 101 ways to approach anything.
To find the best way, sometimes you need expert help

What People Say

“Kelly is an Agile heavy-weight. He came in to assess my multi-million $ Agile development program which wasn’t delivering the right throughput. He interviewed most of the team and made some key recommendations that, when implemented, showed immediate results. I couldn’t ask for more than that except he’s a really nice guy as well.”

DAN PULHAM, DIGITAL DIRECTOR
TELSTRA

CONTACT US

To explore how we can help you, please get in touch