Project Management, rough notes
Half of project management is dealing with people. This is the part that I’m good at (or – more accurately – the part that I have had a good start in) so most of the mistakes I’m making in this area I can catch rather quickly, and apply fixes not too long after I identify them.
But the other half of project management – the hard part, in my opinion – is the part that some people call product management. And good God is it difficult for me.
My current observation is that all projects have deadlines, and in the face of deadlines, all projects should have features that must be cut.
Here are two sets of questions I’ve found helpful recently (I may have linked to them on Metacog in the distant past):
Ryan Singer’s Managing Product Development While Integrating Around Concerns proposes the following set of questions to rank features:
- How valuable is this, from the perspective of the customer’s problem?
- How necessary is this, from nice-to-have to must-have? How far do I have to take it?
- How good should this particular piece be in order to call it ”done” and move on?
Teehan+Lax’s design approach calls for using the following questionnaire for each product feature:
- Who is this page for?
- What problem does this page solve for the user?
- How do we know they need it?
- What is the primary action we want users to take on this page?
- What might prompt a user to take this action?
- How will we know that this page is doing what we want it to do?