Which half? One day when I was a junior medical student, a very important Boston surgeon visited the school and delivered a great treatise on a large number of patients who had undergone successful operations for vascular reconstruction. At the end of the lecture, a young student at the back of the room timidly asked, "Do you have any controls?" Well the great surgeon drew himself up to his full height, hit the desk, and said, "Do you mean did I not operate on half of the patients?" The hall grew very quiet then. The voice at the back of the room hesitantly replied, "Yes, that's what I had in mind." Then the visitor's fist really came down as he thundered, "Of course not. That would have doomed half of them to their death!" God, it was quiet then, and one could scarcely hear the small voice ask, "Which half?" E.E. Peacock Jr., Seeing With Fresh Eyes science
Product vs. Feature Teams An Article by Marty Cagan svpg.com This article is certain to upset many people. Empowered product teamsViability, usablity, feasibilityWhat went wrong? featuressoftwareagile
Empowered product teams When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
Viability, usablity, feasibility In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us. However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap. What went wrong? teamwork
What went wrong? If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong. Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question. And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question. Viability, usablity, feasibility