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If you want to make better Product Development decisions, it really helps if you quantify the Cost of Delay. But what if you’re allergic to numbers? Perhaps a qualitative assessment of Cost of Delay would help get you started? Having helped lots of organisations quantify Cost of Delay across their portfolios, we know very well that it isn’t easy […]| blackswanfarming.com
TL;DR: neither are a solution on their own. Whenever you have more than one team (in which case Global effectively equals Local) you need both. This post comes as a train of thought after reading and responding briefly to Wolfram Mueller on LinkedIn, with a post that “all local priority schemes lead to wrong decisions”. […]| blackswanfarming.com
Love this Twitter/X post from Pawel Huryn. It’s an excellent summary of a “via negativa” exploration of the role of Product Management as part of the whole Product Development ecosystem: Thanks for sharing, Pawel.| blackswanfarming.com
Loads of organisations are heavily reliant on using platforms provided by others. But how to work in partnership with those Platform Providers can be difficult. Having been on both sides of this in my career, here’s a few pointers for the customers of platform providers to look out for. Caveat: this is oriented mostly at […]| BLACK SWAN FARMING
It’s the 2020s (or as my kids say, “The 20’s”) and we’ve still got organisations using outdated methods for managing software endeavours. A big part of the reason that’s the case is that folks haven’t quite realised that software isn’t like building or renovating a house or building a bridge. It’s different in a whole bunch of really important ways.| BLACK SWAN FARMING
This post is a follow on from an overview of the Product Development Heartbeat. The Quarterly Look Ahead (QLA) is the part of that overall rhythm that pulls together teams, stakeholders and the wider org and helps with alignment to strategic goals and outcomes or objectives. So, how to approach this Quarterly Look Ahead? Hurry […]| blackswanfarming.com
Lots of organisations as they grow start to struggle with how to stay aligned while maintaining the autonomy of when they were smaller. What works for one or two squads starts to fall apart at four or five and is generally untenable above Dunbar’s number (~120 people). Here’s a rough way to organise and operate […]| blackswanfarming.com