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LABS
6 decision-making techniques all Product Managers should know

As a Product Manager you constantly make decisions.

Many of the decisions you make are made in collaboration with others; business stakeholders, designers, developers, subject matter experts, and other Product Managers.

Involving other people in the decision making process can be fruitful but also painful.

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LABS
Balanced Team Sunday Salon at Pivotal Labs

This Sunday Pivotal Labs hosted a Balanced Team Sunday Salon following the three-day LeanUX NYC conference. LeanUX was chock-full of amazing talks and workshops, and the ensuing sentiment was my brain hurts! The Balanced Team Sunday Salon was a chance to recover, process, and reflect.

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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
Laptops Not Invited

At Pivotal Labs we have a few basic rules for meetings. Number one: No Laptops Allowed.

At first this may seem counterintuitive and inefficient, especially for a software development firm. However, client and team members alike are pretty quick to convert once they experience the benefits of this simple rule, which has an immediate and profound effect on productivity and engagement.

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LABS
Success Metrics for Lean Startups and New Products

So, you’ve launched your MVP… congratulations! That’s a huge achievement, but don’t kid yourself – your v1 product is almost certainly not ready to scale into a real business. MVPs are, by definition, the minimal feature set you need to start learning with real users, and the speed at which you’re able to learn and act on those learnings will mean all the difference between success and failure.

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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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