cost of delay

Consider Innovation and Personas When You Create Roadmaps, Part 5

We use product roadmaps to see where we want to go and the options we might take to get there. Yet, so many of our roadmaps offer only a single and certain destination. If we don’t see options, we reduce our innovation decision points—and possibly disappoint our customers. Worse, we create products that don’t fulfill …

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Practical Product Leadership: Deliver Better and Faster with Continual Replanning Workshop

Agile product leaders (product managers, product owners, and business analysts) all have one goal: How do I support the team in their quest to deliver better and faster? Product leaders do this by helping the team plan with minimums and continually replan. These two workshops help you do that. I offer two versions: for teams, …

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Throughput: Why Salary Costs Matter Less Than You Think They Do

Dan, a VP, knows he needs more people to get the work done. Suzanne, one of the directors, starts to hire and realizes she has several problems. First, their salary bands are too low—candidates want more money. In addition, the people want to collaborate more than the existing people seem to. She meets with Dan …

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See and Resolve Team Dependencies, Part 4: All Component Teams, Complex Product

The larger your product, the more likely you have components teams. I often see component teams because of the architecture of the product. In this first image, the Integrated System Program, the rest of the product uses the Platform of Common Services as components. Also, the teams find it tempting to think of the common …

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See and Resolve Team Dependencies, Part 2: One Person Outside the Team

Does your organization have an enterprise architect or Chief Product Person? We create these positions to check that the teams don’t try to implement something “wrong.” However, a single person in this position creates bottlenecks and dependencies. (A committee might create even tighter bottlenecks.) Those dependencies slow the work. If a person delays the work, …

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See and Resolve Team Dependencies, Part 1: Inside the Team

Even when managers try to create cross-functional teams, the teams still have dependencies. Dependencies slow and make finishing the work more difficult. Too many teams have a built-in dependency creator—code review. When we take time to perform code review after we write the code (or the tests), we create dependencies between the people on the …

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Manage Interruptions with Defensive Project Portfolio Management

Here’s a scenario I see in all kinds of businesses. Your team has product-focused work. And, the team also has “fast” response-required, ad hoc work: Production support, when something breaks. You need to fix this right away. Provide technical support when people have questions. The team needs to answer these questions on a “timely” basis. …

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Leadership Tip 15: Reward Meeting Behavior You Want to See

You need a senior person at a meeting. The meeting is supposed to start at 2 pm. The leader strolls in at 2:15. When leaders act this way, they show their power. When I’ve asked why the person is late, they often say, “I had another meeting that ran long.” While that’s what occurred, people …

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Leadership Tip 14: Reduce Other People’s Dependence on Your Decisions

You’re a leader in the organization. And you’re supposed to be at another meeting, that started 15 minutes ago. Your previous meeting ran long, so now you’re late. But the conversation you just had? That conversation prevented a bad product decision. (Or, it prevented a customer meltdown. Or something equally important.) At least, the decisions …

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Project Portfolio Problems Masquerade as Project Problems

A potential client called me. “What’s a good tool to see the state of my projects? I need a tool.” I asked, “What problems do you see?” “Everything is late. No one’s synchronized. I can’t tell where the projects are.” “How many projects do you have in progress?” “At least 100.” (I was pretty sure …

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