The Guide to Creating a Successful Software Product is on it’s way

An au­to­matic down­load has just started. Just in case though, we’ve sent an­other copy to your email for you to ref­er­ence back to. If read­ing is­n’t your pre­ferred learn­ing style, we’ve got the au­dio­book and sum­mary video ready for you be­low.

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Here’s the sum­mary:

What’s the next step in your soft­ware jour­ney?

Your path to build­ing a soft­ware so­lu­tion is unique. By an­swer­ing these 7 ques­tions, we will give you an in­formed rec­om­men­da­tion on the next step in your soft­ware jour­ney. Learning a lit­tle more about your cir­cum­stances helps us pro­vide be­spoke re­sources.

Start the as­sess­ment:

Here’s a bit more on what you’ll learn in the Guide to Creating a Successful Software Product

How to con­duct user in­ter­views

User re­search is crit­i­cal when val­i­dat­ing your prob­lem state­ment, and de­sign­ing a so­lu­tion. The best way to con­duct user re­search at such an early stage in prod­uct de­vel­op­ment is through in­ter­views. Don’t be fooled, it’s just as im­por­tant to con­duct user in­ter­views for in­ter­nal soft­ware (ie. users within your busi­ness) as it is for ex­ter­nal users. As a gen­eral rule of thumb, start off with 5 par­tic­i­pants and scale up if you need to. The four steps to set­ting up your user in­ter­views are pro­vided on page 26 of the Guide.

Empower your­self with data

The met­rics that you build into your prod­uct should be linked to your suc­cess cri­te­ria and as­sump­tions. So that you don’t suf­fer from in­for­ma­tion over­load, we rec­om­mend pick­ing 5-8 key met­rics you want to fo­cus on. The Silicon Valley mind­set is to put these sta­tis­tics front and cen­tre. For ex­am­ple, use a TV at your of­fice as a live dis­play of the data. This helps to get your team bought in and striv­ing for the same re­sults. For more in­for­ma­tion on the tools to con­sider when build­ing in these met­rics and how they can be im­ple­mented, take a look at page 42 of the Guide.

Don’t fall vic­tim to scope creep

Scope creep hap­pens when a pro­ject di­verges from the dis­cov­ered so­lu­tion with­out doc­u­men­ta­tion, risk man­age­ment or dis­cus­sion. When a pro­duc­t’s re­quire­ments grow unchecked, this in­creases de­vel­op­ment time. In turn, this in­creases the cost of im­ple­men­ta­tion and mud­dies the wa­ters of what is to be de­liv­ered and why. It can also have the ef­fect of lead­ing to a dis­jointed fi­nal prod­uct. In or­der to avoid scope creep we sug­gest be­ing ruth­less as a prod­uct owner, track­ing your changes (if the de­vel­op­ment com­pany is­n’t al­ready) and re­view­ing es­ti­mates in or­der to re-pri­ori­tise when needed. An ex­pla­na­tion of each of these tac­tics is given on page 49.

What’s the next step in your soft­ware jour­ney?

Your vi­sion,

our ex­per­tise

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