Summary of product planning seven deadly Sins

For product planning, every product company has little to worry about. It covers a range of activities: Business strategy, product strategy, product roadmap, portfolio management, Opportunity assessment, project planning and tracking, and project oversight. But plainly, product planning is deciding which projects to invest in. One of the most common problems with a company is that no matter what product planning process is used, it is your priority to pick out the good ideas and discard the bad ideas. In the previous articles, I discussed product exploration, emphasizing that the primary responsibility of product managers is to discover valuable, useful, and viable products. If you don't find such a product, all the other efforts are "unproductive".

Obviously, this means that projects that are not favoured should be forced to "miscarry" before they are implemented. But some projects that should be "aborted" have not been terminated, leaving the company with huge losses.

I've summed it up for about 7 reasons:

1. Inertia--terminating a project or a bad idea is more of a drag than letting it continue. The decision to stay in a project requires sufficient justification and detailed data to support it, but few teams do.

2. Opinionated-Many people do not like opposing opinions and are unwilling to face customer criticism. In the face of criticism, they always comfort themselves, and wishful thinking that once the product is released, users will certainly like it.

3. face-saving-Many people think that the termination of the project means failure, and failure is shameful. But I think it would be "a fiasco" to keep the doomed project going, wasting time and money on worthless products and watching it be strangled by opponents in the marketplace. If you don't find a good solution, or if the user's response is different from what you expected, it's wise to terminate the project immediately. After all, a timely stop is a lot better than a crushing defeat.

4. plunderous-Many product managers take the position of a manager as a armchair, in which they do not seek their administration. In order to sit in their position, these products rarely take the risk of making such "unpopular" decisions, giving up their responsibility as product owners.

5. Corporate culture--some enterprises believe that the end of the "chicken" project is not in line with their own corporate culture, not to mention the project has invested so much resources to pay so much effort. But good corporate culture should lead employees to despise such behavior: waste the most valuable resources and manpower in projects destined to fail. Putting people into these projects is unfair or disrespectful to employees.

6. Poorly planned-"the engineers are going to finish their work next week. This is undoubtedly a "desperate" suicide, but it is absurd and common. At this point, it is particularly important to develop a meaningful work plan (backlog) to be completed. If a team is free and your project is not ready, then you can arrange for them to do other worthwhile work.

7. Blind obedience-we have to face the reality that many projects are like the pet of the boss who thinks the project is important. Don't think that they are the boss, they must be right. Although many of the great products come from Smart bosses, err is not.

Product exploration and innovation is like farming. If you want carefully nurtured ideas to harvest, you have to sow less weed-like ideas and prevent them from grabbing "nutrients" from good ideas.

At present, many companies run too many projects at the same time, there are good and bad, bad ideas will no doubt consume the company's resources, and can not concentrate on the implementation of good ideas.

In the final analysis, corporate policymakers have to perform their duties, end bad projects, and devote resources to products that look promising.

The time and money spent on bad ideas is obvious, but many people do not realize that greater loss is the opportunity cost of an advantageous project-you could have spent time and money making more valuable products. However, the idea of good and bad, many teams in the initial period is difficult to distinguish, only after implementation to know.

To change this dilemma, product exploration (see Revelation: Creating the product of User love, chapter 12th) is a good approach. Management teams need to ensure that valuable resources such as development, testing and so on are used to the edge.