Craig Watson
@craigwatsonuk
Passionate about Product Management and Business Agility. All views are my own.
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Had a few conversations this week with colleagues who were being asked to deliver “feature parity” with either competitor products or their own legacy products. My initial reaction when any project is asking for “feature parity” is why ????!!
‘Every organisation is perfectly optimised to get the results it gets’. Are you happy with the results your team and organisation is getting? You can now read my blog on, to learn about how to focus on the Outcomes, rather than the output. buff.ly/46N8ssK #BVSSH
“Asking product teams to deliver specific features by specific dates is like asking a sales rep to close a specific deal on a specific date or a marketing team to get a set number of leads from a specific campaign.” - @ttorres bit.ly/44Xu0kK #prodmgmt #ux
Changing how we do change is hard. Better ways of working surfaces pain. You fix the pain. In absence of incentive, purpose, support & coaching, some teams give up. Overcoming impediments requires lots of support, persistence, determination, incentive and recognition. #BVSSH
The agile coin game is a great way to bring this principle to life. Never ceases to amaze participants.
A system of work in which everyone is working all of the time is very inefficient. A focus on individual busyness has the opposite effect to that desired, in that lead time rises exponentially as utilization increases #BVSSH
Want to scale Agile? Don't. Continuously descale the work. Descaling the work IS scaling agility. Smaller teams, smaller increments of value, alleviating impediments to flow, breaking dependencies, with high alignment via OKRs, safety and minimal viable guardrails. #BVSSH
Product Management is an inherently cross-functional discipline. As at YouTube last week, we’re seeing CPOs becoming CEOs. “Product-Led Growth” is the buzzword at #ProductCon this year- that’s product people steering sales. So my question is: what’s the boundary of ‘Product’ now?
"Make sure you're reducing the space between the team and the final users" Katie Cummings LIVE at #productcon
"We have to do this, it's on the backlog and we spent a bunch of time on it." "We can't sell this car, we've spent too much on repairs." "We have to eat this overcooked food; we spent so much time making it!" Sunk cost is a pain.
In reality, it's less of a Double-Diamond... More of a Quadruple-Squiggle-Mess... I get that's less catchy, and not as neat. But neither is the work.
The importance of asking WHY? Understanding the problem situation or the opportunities you're trying to exploit is essential. Also keeping them front and centre throughout the change.
It's mysterious to me why an org would spend millions implementing something like SAFe (or Scrum) without a clear idea of the business problems it would solve, but there you go.
Product Roadmaps are tricky. Dates? Features? Gaant charts? Here are 7 tweets about Roadmapping that might help. (feat. @johncutlefish, @KentBeck, @allenholub, @shreyas, @lennysan, @natfriedman & @simplybastow) 👇
Was asked for recommendations on a tool that lets you view all your dependencies. That’s the wrong question. The right one is: how do I reduce all dependencies to the point that I don’t need to map them (or eliminate them altogether)?
You cannot become more agile by adding bureaucracy.
Identify your desired system-level outcomes, then make visible and clearly signal to employees what behavior you are looking for.
Tech migrations take years, go massively over budget, and sometimes even kill companies. Not this one: current-news.co.uk/news/two-milli…
User story = Promise of a conversation JIRA issue = Guarantee of no conversation
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