Remove Agile Remove Feedback Loop Remove Roadmap
article thumbnail

Building an Effective Product Feedback Loop

The Product Guy

The objective is to receive feedback and prioritize it internally against (1) company objectives (2)customer pains/experience (3) Quarterly Product OKRs and ship out solutions. . A feedback loop is: part of a system in which some portion (or all) of the system’s output is used as input for future operations. Communication.

article thumbnail

Feedback Loops Help When to Centralize or Decentralize Product-Based Decisions

Johanna Rothman

When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. That's why an agile approach with deliverables every day or week doesn't fit with some kinds of projects, such as events. Consider the Continuum of Feedback Loops and Decisions. As for the project portfolio?

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Balancing Product Vision with Market Realities: Exclusive TPG Live Recap

The Product Guy

Leadership or investors push for short-term wins that conflict with the roadmap. Customer feedback is overwhelming , making it hard to separate signal from noise. Shift from fixed yearly planning to rolling quarterly reviews to allow flexibility in roadmap decisions. RICE scoring) to balance long-term vs. short-term needs.

Vision 195
article thumbnail

Multiple Short Feedback Loops Support Innovation

Johanna Rothman

Strategy and Product Feedback Loops. The product roadmap). What's your estimate for this item on the roadmap? These problems and questions are all about delays in the system's feedback loops. It's time to see these feedback loops, starting with the team. How Long Are Your Team's Feedback Loops?

article thumbnail

How Agile Managers Use Uncertainty to Create Better Decisions Faster

Johanna Rothman

Strategy and Product Feedback Loops Many of my middle-management and senior leadership clients want certainty about future work. That's one of the reasons they create huge backlogs and long roadmaps. Yet, even those backlogs and roadmaps don't offer certainty. Does that sound like an agile team to you?

Agile 129
article thumbnail

Purpose vs. Product: Differentiate Your Strategy from Tactics (Portfolio & Roadmaps)

Johanna Rothman

That leads to large and unchangeable roadmaps and a lot of emphasis on predictability. Worse, many of these managers also want business agility. Business agility requires change. This means you can create a product roadmap and a backlog. If you can't write that down, you can't build a roadmap or a backlog.

article thumbnail

Why Car Roadmaps Are Not the Same as Product Roadmaps, Part 1

Johanna Rothman

Several of my clients have various roadmap problems. They want a single product roadmap to serve all these purposes: Focus the team's work for this specific product for the short term. Yet, many of my clients want this ideal integrated roadmap. First, let's discuss integrated roadmaps and why we want them.

Roadmap 135