Continuing the jour­ney

Product Success

The Product Success sec­tion of sup­port is about set­ting up a sys­tem that al­lows an or­gan­i­sa­tion to sys­tem­i­cally im­prove their prod­uct us­ing a data-dri­ven ap­proach. During the scop­ing phase, an ap­pli­ca­tion should be in­ves­ti­gat­ing key met­rics to iden­tify suc­cess and en­sure the mea­sure­ment of those are built into the prod­uct back­log. With these an­a­lyt­ics pas­sively track­ing in the back­ground, rel­e­vant par­ties can reg­u­larly in­ves­ti­gate and cre­ate find­ings re­ports. The find­ings should un­earth data-dri­ven trends that will feed fu­ture de­vel­op­ment op­por­tu­ni­ties both within Development and Enhance.

Support product success infographic

Define Key Metrics

During the scop­ing phase of a prod­uct, key fea­tures should be de­fined that re­quire reg­u­lar mea­sure­ment. These fea­tures should be writ­ten into the prod­uct back­log along with the met­rics re­quired to iden­tify the suc­cess of each. This ac­tiv­ity en­sures the work re­quired is com­pleted dur­ing de­vel­op­ment and mea­sured dur­ing sup­port.

Building Measurements

While de­vel­op­ing fea­tures within reg­u­lar it­er­a­tions, the Delivery Team should be aware of key fea­tures that re­quire an­a­lyt­ics. These re­quire­ments should fea­ture ac­cep­tance cri­te­ria that iden­tify what mea­sure­ments are re­quired and how those will be out­put to the an­a­lyt­ics ser­vice of choice.

Report Findings

It may go with­out say­ing, but if you go to the ef­fort of build­ing in met­rics, make sure you use them to in­form fu­ture de­ci­sions. A key method to do this is by sched­ul­ing in reg­u­lar meet­ings fo­cused on trends found through all an­a­lyt­ics ser­vices you’re util­is­ing. This meet­ing does­n’t need to be fo­cused on find­ing new so­lu­tions but should be acutely fo­cused on iden­ti­fy­ing prob­lems that users are cur­rently ex­pe­ri­enc­ing with the ap­pli­ca­tion.

Solving Problems

Once a prob­lem has been de­fined, it is at the dis­cre­tion of the Product Owner whether ac­tion should be taken. Provided there is an easy so­lu­tion for the prob­lem, it can progress through the Enhance process. Alternatively, some prob­lems may be sub­stan­tial enough to war­rant a new scop­ing and de­vel­op­ment process to be­gin.

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