![]() ![]() Mismatch between prioritization rigor (deciding what gets worked on) and validation rigor (deciding if it was, in fact, the right thing to work on). Product managers view velocity and output as their key performance indicator Developers have “passing tests”, but product managers do not. Product managers do not conduct regular retrospectives on the quality of their product decisions and compare expected benefits to actual benefits. Impossible to connect iterations to “what matters most” Team cannot connect work to key business and customer satisfaction metrics. Infrequent discussions about desired customer and business outcomes. Often the team lacks the prerequisite safety to admit misfires Work is rarely discarded in light of data and learning. Primary measure of success is delivered features, not delivered outcomes. Infrequent (acknowledged) failures and scrapped work.You can tell a great deal about an organization by what it celebrates Success theater around “shipping” with little discussion about impact.Chronic multitasking and over-utilization Instead of compelling missions or initiatives, teams deal in feature and project assignments. Rapid shuffling of teams and projects (aka Team Tetris).Or, if measurement happens, it is done in isolation by the product management team and selectively shared. Teams do not measure the impact of their work. How do you know if you’re working in a feature factory? ![]() I started using the term when a software developer friend complained that he was “just sitting in the factory, cranking out features, and sending them down the line.” I’ve used the term Feature Factory at a couple conference talks over the past two years. I recently - in late 2019 - wrote a post about some things I’ve learned since then.) ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |