Why you need to lead with Product Management regardless of your Agile approach

At Net Objectives we’ve been leading with Agile Product Management for 13-14 years. Borrowing from Denne and Cleland-Huang’s Minimum Marketable Feature we created the term Minimum Business Increment which is the smallest chunk of value that can be realized that makes business sense. It is not about delivering less, but delivering sooner.

In a nutshell, business agility (the quick realization of value predictably, sustainably and with high quality) requires identifying what’s of value, sequencing your options, allocating capacity to them, building them and deploying them in a useful manner. This alone would be reason to use APM as a lead.

But consider this. XP, Scrum, Kanban, SAFe, LeSS, DAD, … all have one thing in common – you must take large, not totally valuable possibilities, and break them down into small pieces of scope with clear requirements – no matter what method you use. This might be the compelling reason to start with Acceptance Test-Driven Development using Given-When-Then as a format.

There are others. But starting with team-agility and ATDD can’t be a waste of time.

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