Agile Product Development: How to Design Innovative Products That Create Customer Value
Format: PDF / Kindle (mobi) / ePub
Discover what it takes to develop products that blow your users away—and take market share from your competitors. This book will explain how the principles behind agile product development help designers, developers, architects, and product managers create awesome products; and how to look beyond a shiny user interface to build a great product. Most importantly, this book will give you a shared framework for your product development team to collaborate effectively.
Product development involves several key activities—including ideation, discovery, design, development, and delivery—and yet too many companies and innovators focus on just a few of them much to the detriment of the product’s success in the marketplace. As a result we still continue to see high failure rates in new product development, be it inside organizations or startups. Unfortunately, or rather fortunately, these failures are largely avoidable.
In the last fifteen years, advances in agile software development, lean product development, human-centered design, design thinking, lean startups and product delivery have helped improve individual aspects of product development. However, not enough guidance has been available to integrate them in the context of the product development life cycle.
Until now. Product developer extraordinaire Tathagat Varma in Agile Product Development integrates individual knowledge areas into a field manual for product developers. Organized in the way an idea germinates, sprouts, and grows, the book synthesizes the body of knowledge in a pragmatic way that is more natural to the entire product creation process rather than from individual practices that constitute it.
In today’s hyper-innovative world, being first to the market, or delivering feature-loaded products, or even offering the latest technology doesn’t guarantee success anymore. Sure, those elements are all needed in the right measures, but they are not sufficient by themselves. And getting it right couldn’t be more important: Building products that deliver awesome user experiences is the top challenge facing businesses today, especially in a post-Apple world where user experience and design has been elevated to a cult status.
What you’ll learn
- How to stimulate creativity and prioritization of ideas in product design
- How to get early feedback on initial product idea iterations
- How to design and develop products using sound engineering practices
- How to apply principles of agility into software delivery
Who this book is for
Entrepreneurs, designers, developers, product managers, software architects.
Table of Contents
Chapter 1: Preamble
Chapter 2: Discover
Chapter 3: Deliberate
Chapter 4: Describe
Chapter 5: Design
Chapter 6: Develop
Chapter 7: Deliver
that gradually raises the chances of eventual success. Let’s examine each of these ideas. Business Model Canvas Every business, new or old, startup or established, digital or conventional, product or service, has nine essential building blocks that describe key attributes about its business model: 1. Customer Segments (CS): Making a product that seeks to serve every conceivable customer segment might end up leaving everyone unsatisfied. Hence, every business must ask, “Whom are we serving?”
“unachievable.” If creators achieve their goal reasonably early in the journey, we would consider it too tactical—no longer a “vision.” In 1983, Toyota Chairman Eiji Toyoda gave a mission impossible to his team —build the best luxury sedan in the world, in the first attempt.1 There were top-of-the-shelf engineering specs to go along with it (top speed of 155 mph, 22.5 mpg fuel economy, and aerodynamic drag coefficient of less than 0.3—all these were unprecedented for a luxury sedan, let alone all
very interesting measure of the efficiency of the end-to-end process of product development and sales. It is an indicator of how many times a company’s inventory gets sold and replaced over time. A high inventory turnover means there is a strong demand for sales and a corresponding lower amount of inventory of unsold goods, which results into lower risk of stock surpluses. On the other hand, a low inventory turn could represent a sluggish demand for the product (for whatever reason) and might
notion of design as a philosophy rather than any specific technology, methods, or practices. So, how we do bring these ideas into our software products? “None of the World’s Top Industries Would Be Profitable If They Paid for the Natural Capital They Use,” http://grist.org/business-technology/none-of-the-worldstop-industries-would-be-profitable-if-they-paid-for-the-natural-capitalthey-use/ 24 113 114 Chapter 5 | Design Human-Centered Design When it comes to software products, designers got
faster, and cheaper it becomes to incorporate feedback. When such feedback loops are created at the entire shipment level, i.e., the small unit of work that leads to a customer value being shipped (and not just at the intermediate level of work completion), it ensures that the feedback is not just on a piecemeal basis but captures the entire process of creating and delivering customer value. If there are any issues during this process, a short feedback loop can help ensure that appropriate