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Graham Siener

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LABS
What do people do now?

We’ve been running an open invite for “Product Office Hours,” a lunch session where clients, friends and Pivots pitch new ideas and talk with our Product Management team.  These sessions have been great at grounding our thinking and honing the art of providing critical feedback.

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LABS
Your App Takes Too Long to Give Me Value

You never get a second chance to make a first impression, and that’s especially true in mobile.  One of the best ways to ensure no one comes back to your app is to make the time to value (TTV) too long.  

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LABS
Saying No to Features Part II: Ripping Things Out

The subject of today’s post is inspired by moving (which I’m doing tomorrow).  I’ve talked in the past about the theme of not putting features into your product unless they are absolutely critical.  An extension of that is to observe your product in the wild and evaluate where you went wrong.  

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LABS
Does a UI walkthrough mean they blew it?

Last year, an article was making the rounds proclaiming:

If you see a UI walkthrough, they blew it

Having been continually assaulted by shouting tutorials I was firmly in this camp.  It makes sense at face value, since this is should be a good litmus test for simplicity and conveying purpose.  

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LABS
Inception: Knowing what to build and where you should start

We start every project with Inception, a discovery exercise that sets the scene for a project and produces an initial backlog.  We hold an Agile Inception to kick off each new project, and on longer projects it’s common to “re-incept” at regular intervals (every 3 months, for example).

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LABS
When is done, done?

When you get into the rhythm of pushing new features through the product development lifecycle, it can be addictive.  Theoretically every new push brings more customer value, so why not keep going?  Restated, when should you stop writing code and put your efforts elsewhere?

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LABS
No Driving on the Shoulder

(it seemed appropriate to have a cheesy marketing image here)

Keeping your Boss[es]’ Ideas in the Right Lane

I’ve been talking with a lot of Product Managers making the transition to adopting agile methodologies.  An interesting theme has emerged that I wanted to address.  

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LABS
Is there something funny about your Standup?

Agilish

Software development teams that aim to be more “Agile” often pick and choose the pieces of an agile methodology that suit them.  For some reason standup is usually picked first, way before addressing their waterfall ways.  I guess it’s because it’s hard to do “retrospective” but easy to stand up during a meeting (despite teams that sit through their standup).

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LABS
Storyation Workshop: How to get business stakeholders to create stories

I read Lean From the Trenches last weekend and it was great.  Not because it provided black and white protocols for running an agile product development team, but rather because it showed how a real team operates under real conditions.

I want to focus this post on a quote from the book:

The definition of “ready for development” can be achieved only if all specialties work together to estimate features, break them into small enough deliverables without losing too much customer value, and to agree on acceptance tests.

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LABS
Feature hydra: how many heads does your product have?

Should a web and iOS project have one or two tracks/teams/IPMs?

I posted that question to our internal Q&A forum a few months ago.  We were kicking off a client on a large project, building multiple applications for web (incl. mobile) and iOS.

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