Managing Product Development

Delayed releases are typically the result of "just one more thing" requests. Every time we add another requirement to a release, we delay the date. Some vendors find themselves in the position of distributing patches that are really undocumented and untested features, because a big customer or a sales person squawked. And some companies do this for months and months until someone finally shouts, "Enough!" Long release cycles are extremely de-motivating. Developers and product managers lose heart that the project will ever end. Sales and marketing want to talk about the exciting features in the next release. Customers are continually told to wait for a fix or a feature that should be shipping "any day now." One technique is to break a big release into smaller ones. Johanna Rothman writes, "One of my clients complained about ranking, 'We'll have hundreds of requirements. It's overwhelming.' If you're still doing big releases, ranking requirements helps you create smaller releases. (Take the first 10 requirements and make that a smaller release. You don't have to release to the external world, you can release to the test group.)"

We advocate this approach in Requirements That Work--build small releases focused on a specific persona or market segment, which may or may not actually ship to existing customers. But if a new or existing customer needs a key feature, we can deliver the latest release, assured that it's been tested and is ready to go. If your company has a "big" project, break it down into a series of small release candidates. These release candidates allow you to balance project time and feature set. And this approach allows the team to feel a sense of accomplishment, take a deep breath, and then start it up again renewed.

Steve Johnson

Steve Johnson

Steve Johnson was a founding instructor at Pragmatic Institute, a role he held for more than 15 years before he left to start Under10 Playbook. In his return to Pragmatic Institute, Steve supports the complete learning path for product teams, ensuring they are fully armed for success. 

Over the course of his career, Steve has helped thousands of companies and tens of thousands of product professionals implement product management processes. He has worked in the high-tech arena since 1981, rising through the ranks from product manager to chief marketing officer. Steve has experience in technical, sales and marketing management positions at companies that specialize in both hardware and software. In addition, he is an author, speaker and advisor on product strategy and product management.


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