I have written earlier about the differences between user prototypes (simulations intended to test the user experience), and live-data prototypes (actual code intended to send live traffic to in order to test real behavior). See http://www.svpg.com/product-discovery-with-live-data-prototypes/
Recently I was asked by a very smart CTO: "I understand the need for a great user experience designer, but if we have a strong designer, and that person is paired with a strong technology lead, do we really still need a product manager?"
To continue on the series of articles describing the critically important concept of Minimum Viable Product (MVP), in this article I wanted to contrast the concept of Viable Product with what I call "Minimal Product."
If I were starting my career in product today, I would do anything I could to get into a very innovative program at Stanford called the Stanford Design School (aka "d.school"). I absolutely love the curriculum and the faculty. But this article is not really about this program.
Occasionally in my work with technology product teams around the world, I run into product managers that are still practicing the role as it used to be defined back in the PC era of technology. These organizations are inevitably frustrated, as the role was not terribly effective and often not respected.
Measuring innovation is a popular topic lately. Many product teams use Product Scorecards to keep their focus on outcomes rather than output. Eric Ries introduced the term “Innovation Accounting” for this purpose as well.
All too often I run into companies that have resigned themselves to having two different people covering the product role.
Earlier I expanded on the notion of Minimum Viable Product (MVP) and I promised a series of articles that explores aspects of MVP Tests that often cause product teams confusion. In this article, I’d like to discuss the relationship between the MVP Tests, Product Market Fit, and the Product Vision.
A while ago I posted an article on people that I think have something really valuable to say to product leaders. One of those people I discussed was Eric Ries, author of the blog http://www.startuplessonslearned.com. I also promised that I’d share a glossary to map the nomenclature and concepts he uses with the terminology I use in my writing and my work with product teams.
It may have been Muhammad Ali in the boxing world, but in the product world, it’s hard to argue that Steve Jobs wasn’t the greatest ever.