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In a recent talk at UX London , I discussed some lessons learned while growing the design team at Intercom, reflecting on the technology industry’s obsession with tools, and pointed out how our sense of tools as objects or apps blinds us to the reality that the processes we adopt and develop are also, in effect, tools.
Creating a strong, cohesive team takes intention and planning. Researchers have been studying team dynamics for decades. There’s a significant body of knowledge about which organizational structures provide the best results given the circumstances, goals, and personalities involved in a team. 5-second summary.
In other words, the agile development process is redefining what we call product management. Go Upstream One of the biggest culprits of poor agile execution is the lack of clear value targets that start with product planning and ripple their way into UX design and development. Here are a few pointers.
In March 2018, Rich Mironov visited Australia and presented to the Product Talks Sydney Meetup Group on building and scaling Product teams. Why do we need a Product Management team? What are the important things that flow from the product management group to development? Rich Mironov presenting on why we need Product Management.
Instead, product teams are experimenting their way to viable solutions. We are putting our customers first, taking the time to discover unmet needs, and developing solutions that address those needs. into context and help product teams know what to use when. Jobs to Be Done: A Roadmap for Customer-Centered Innovation.
So let’s dive into some old and new methodologies that companies use to implement, develop and balance the three pillars. Each methodology has strengths and weaknesses, and since implementations can vary widely, it’s useful to understand how and when to apply elements of each.
Taking agile, a process otherwise optimized for small, cross-functional, collaborative teams and making it work at scale is fascinating. Think of a couple dozen teams (a couple hundred people) working to deliver across a couple hundred systems, for a multi-billion dollar organization. Getting Faster at Building the Wrong Thing.
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