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InfoQ Homepage Product Development Content on InfoQ

  • Taking Advantage of Attitudes for Building Products

    Attitudes like cynicism, skepticism and optimism impact how we develop products. Being aware of attitude matters, as it can block development or lead to building the wrong product. InfoQ interviewed Gwen Diagram about cynicism, skepticism, and optimism, the impact developers can have, and dealing with attitudes in teams.

  • Camille Fournier on Effectively Managing Internal Platform Teams

    Camille Fournier, managing director, head of platform engineering for Two Sigma, recently shared her learnings from managing internal platform engineering teams. Two of the key challenges she shares are the smaller size of the customer base and the challenge in understanding how your customers will use your product.

  • Effective Product Development for the 2020s

    Ram Sivasankaran examined the market failures of Google’s social media attempts, Kodak and Blockbusters. His analysis identified slow adoption of technology, a lack of data-driven decision-making and low customer focus. Martin Reeves and Bill Lydon have also both written about a more competitive market in the 2020s, requiring the adoption of product strategies which embrace emergent technologies.

  • Becoming Outcome Focused: Q&A with Jeff Patton

    We need to become focused on outcomes and adapt our way of thinking and our processes to continuously release small changes to our products and services, argued Jeff Patton in the closing keynote at the Agile Greece Summit 2019.

  • Lessons Learned from Innovating at Google: Frame the Problem, Use Data, and Define the MVP

    The truly great, innovative, useful ideas come mostly from two sources: your target users, and people working in the organization - not necessarily those with a "product manager" hat. Experimentation can help us to materialize ideas into actual products and technology. Framing the problem, using data, and defining the MVP can help us to increase the chance of success in innovation.

  • Design Sprints at LEGO: Q&A with Eik Thyrsted Brandsgård

    Design sprints have led to a high level of energy and motivation at LEGO. You need to discuss the ideas and learnings coming out of each sprint to decide if there’s a solution or if you need to go deeper in the next sprint. Design sprints have created a sense of pride; a belief that teams can tackle any challenge, and the feeling that individuals can add value that exceeds their expected roles.

  • Applying Artificial Intelligence in the Agile World

    The convergence of artificial intelligence (AI) systems with the agile world is having a disruptive effect on how we build software and the types of products that we build, said Aidan Casey. By combining machine learning and deep learning we can build applications that truly learn like humans. AI bias is a very serious concern, as AI systems are only as good as the data sets used to train them.

  • Building Services at Scale at Airbnb: QCon London Q&A

    The re-architecture to SOA at Airbnb improved the performance of the services and site reliability. Faster build and deploy times led to increased developer productivity, and improving clarity and boundaries for ownership increased efficiency. Jessica Tai, a software engineer at Airbnb, presented Airbnb’s Great Migration: Building Services at Scale at QCon London 2019.

  • The Customer is Not Always Right and Neither Are You

    At the recent Agile 2018 conference, Natalie Warnert gave a talk titled "The Customer is Not Always Right, and Neither Are You!” in which she gave the audience thought-provoking concepts on how to make sure we are building the right thing. She presented three traps that teams fall into - incorrect customer, premature solution and drowning in data, and provided advice on how to avoid them.

  • How No and Low Code Approaches Support Business Users and Professional Developers

    No code approaches aim to support business users in developing and maintaining their own applications, where low code simplifies the developer’s work and makes them more productive. Both approaches enable faster development at lower costs. As the distinction between these approaches is becoming smaller, business users and developers can team up and use them together.

  • The Three Habits of Highly Effective Product People

    Kent McDonald, agile practitioner acting mostly on the product field and co-author of the book “Stand Back and Deliver: Accelerating Business Agility”, recently gave a webinar in which he talked about several techniques to improve and being successful when practicing Product Ownership at Distance, and described which for him are the "Three Habits of Highly Effective Product People".

  • Supporting Digital Leadership with Agile

    Digitization can no longer be stopped; with customers who increasingly act digitally and mobile it is important to show digital leadership. IT is taking over traditional services and is leading the way for new digital connected products. An organization applied agile to change the way teams are funded and to establish teams of owners who take responsibility to put good products in the market.

  • Comparing Product to Project Funding

    An exploration of recent thinking around product vs project funding. We look at a number of recent articles reflecting views on a product-centric focus by ThoughtWorks' Sriram Narayan , Jeff Gothelf, author of Lean UX Author, and Leon Tranter.

  • Survey on the Need for an Agile Manifesto 2.0

    The survey on Agile Manifesto 2.0 investigates whether the Manifesto for Agile Software Development is still relevant and effective in today's environment. Kamlesh Ravlani, an Agile / Lean Coach and Scrum Trainer, created this survey to gain insight into the need for change in the Agile Manifesto. The survey is open to anyone who has experience with and an opinion about the Agile Manifesto.

  • “It’s Not Just Microservices”: Fred George Discusses Technology, Process and Organisation Inhibitors

    At the microXchg 2016 conference, Fred George presented “It’s Not Just Microservices”, and argued that microservices can enable an organisation to ‘go faster’ and rapidly deliver business value. However, the implementation of microservices alone will not lead to success, and inhibitors to increasing business agility within the context of technology, process and the organisation must be removed.

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