With all due respect to Seth Godin, while he may be a marketing guru, his post about minimum viable product makes me think that he hasn’t participated in the product development process in a very long time, considering that his definition of minimum viable product is pretty coarse (and likely why it doesn’t work!).
As a product guy, minimum viable product is one important method with which to organize product development efforts, and to maximize the amount of benefit derived from scarce engineering, development, and management resources. In agile development circles, Product Owners work with the team to consciously choose to release “MVPs” frequently, or release a bunch of them together in an integrated package or manner. My take is that “minimum viable product” is the set of features that satisfy the core needs of your target champion audience and provides the team with the greatest return in both actionable feedback and revenue/revenue potential. More than one can go live at a time!
So last night, I had the opportunity to see Ken Schwaber in action at the AgileNYC event in LimeWire’s Tribeca offices with a friend of mine. It was a great event with a lot of people ranging widely in their exposure to Scrum. I find that there’s always a particular nuance that I relearn when I attend these talks, and the key one that stuck was all about how to plan and execute towards the goal of “Done Done”. Read on to find out more!
Scrum and agile (note the lowercase!) development techniques have been around for a few years now, and prominent companies use it in some form or another. However, I’ve seen multiple instances where clients and management alike will derail the whole notion of Scrum! It pains me to see it, so here’s a Part 1 (of many more to come) to help convince skeptics that Scrum can be good for you (just like apples!). This post will focus on a common concern I’ve heard: “Scrum seems nice and all, but how do we manage budgets?”