Some projects deliver products and some programmes also deliver products. The difference is the goal. The goal of those projects is to deliver the product. However, the goal of these programmes is to deliver benefits deriving from the new product. I’ve written about the difference between programme, project, portfolio and product management before, but feel in need of a new rant – a rant brought on by DAD.
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Category Archives: Focus
Focus – “If you chase two rabbits, you will not catch either one”
Whether a Russian hunter or a software/project/programme team the proverb “If you chase two rabbits, you will not catch either one” offers useful advice.
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Unfortunately Corporations Equate Weight of Paper with Safety
I believe in barely sufficient documentation but Corporations equate paper weight with safety.
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How to describe your Big Idea in a succinct and compelling way
Having identified “Three-Market-Forces” that highlight an opportunity, you can use the “Big Idea” format to articulate your new product development concept.
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Quality is a choice: the case of the Next Generation Apps
Over the last year I’ve had the privilege of overseeing the development of the next generation of mobile apps (iOS and Android) for the major commercial radio brands in the UK. The most amazing thing about this experience was the priorities – UX&D was #1 priority – something I’ve never had before.
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Strong products are backed by “Three-market-forces”
Oren Klaff’s book is on how to “Pitch Anything” however it includes a lot of valuable insight into start ups and new product development. One idea I liked was the “Three-market-forces” pattern.
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Too Busy to Innovate
I hear this a lot.
“We want to be smarter and more innovative, give the Dev team something to stir up their creative juices. Impossible though, we’re all too busy”.
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Employing too many ideas people leads to Zombie Projects
Employing too many ideas people leads to Zombie Projects. Resuscitate the Zombies or kill them off.
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Delivery Manager – A new role for an Agile world
Rich Lewis is the best I’ve worked with. When I met him he was a Business Analyst who, on the sly, was Scrum Master of a small team. He was good at this but capable of much more. I invited him to be the Delivery Manager on the programme I was running at the time.
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Disruptive Innovation is an Illusion Hiding Efficiency
The way I see it disruptive innovation is an illusion to observers who have not had the same focus. From my experience that apparent disruptive innovation actually comes from companies who have invested and honed very tight, very frugal or cost effective product iterations on what is ultimately a predictable destination. In other words, to be truly innovative in a digital landscape you just need to be very efficient.
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