If you were to inherit a portfolio of ninety legacy products, some of which hadn’t been updated in years, with varying numbers of users relying on them, what would you decide to do with them? And how would you prioritise which ones to work on?
If one were to heft a half-brick down Old Street in London, there would be high probability of hitting someone currently engaged in building a minimum viable product (MVP) of some sort or another. There’s also almost as high a probability that they’re doing it wrong. Allow me to explain.
On Wednesday 14th May, I’ll be joining a panel of local product managers and startup founders at Product Anonymous in Melbourne, Australia to talk about their MVP (minimum viable product) trials and tribulations. If you’re in the area, it would be great if you could join us and take part in the discussion.
Curating the product roadmap is one of the most typical responsibilities of a product manager. But have you ever thought about why you bother with them in the first place and how you could make them more effective?
(Updated from the original on 24 June 2014, 3 December 2015)
This week, we’ve been looking at two different lifecycles: the product lifecycle and the development lifecycle – cycles within cycles!
At the macro scale we’re looking at the product lifecycle which spans its evolution from drawing board to market through to eventual withdrawal. On a smaller scale within that cycle, a product will go through many development lifecycle iterations.