On staying relevant

Do you think the product manager of the first instant messaging tool considered that end users will share long texts using the product? Or that they will only send short text messages containing a few words?Writing long texts instead of short messages makes the instant part almost irrelevant.Same goes for sending endless emails instead of arranging a video conference call to clarify the topic.It looks like the software products which have a large set of features available allow users to perform activities which make irrelevant the initial product purpose. On the contrary, a clear set of features keep applications relevant … Continue reading On staying relevant

On on boarding

Disclaimer: This post isn’t commercially related, it represents my experience as an end user. Few days ago my bank relaunched their mobile banking app. Such a good news. I was curious about the new look and feel, so I started to watch the presentation video to see more details about it. I listed below the steps I have to perform before using the new mobile app. Step 1. I have to download the new app (not update the current app version, but to download a new one). Step 2. I have to type in my username and authentication code (generated … Continue reading On on boarding

On crafting products

Do you have an idea which can be transformed into a great software product? And maybe you don’t know which is your next next step or how to proceed? From determining the product market fit, spending enough time in both problem and solution space, creating the strategy, the road map, the backlog, prioritizing the product backlog items, finding the right technique for defining first version application scope I can guide your effort and transform the idea into a product customers love. There are many other items to consider, besides the above list. Luckily for you, I know them too. Interested … Continue reading On crafting products

On problem space

In product management, problem space and solution space represent two very important concepts. The first one comprises all the customer needs which will be addressed by a new feature or product. The second one is represented by the product being developed to address the customer needs, or can be even a partial representation of it like wireframes, prototypes. We see daily products failing although the solution seems to address existing customer needs. So, why does this happen? In a large percentage of situations, it is because the product teams spent insufficient time in the problem space and the majority of … Continue reading On problem space

On cost of delay

In each company, there is a rush in having innovative ideas brought up and implemented. When it comes to implementing those ideas there are huge delays in the time to market and for this reason, rival companies already release similar products or features. As a consequence, a lot of great ideas are wasted and the enthusiasm to innovate and improve is heavily diminished. But how are companies making sure that the valuable ideas are implemented quickly and their capacity to innovate is not wasted? The answer to this question is using proper prioritization techniques. There are a couple of techniques … Continue reading On cost of delay