Kassen Qian

The flow: Think It = figure out what type of product we are building and why. Build It = create a minimum viable product that is ready for real users. Ship It = gradually roll out to 100% of all users, while measuring and improving. Tweak It = Continuously improve the product. This isn't really an end state; the product stays in Tweak It until it... See more

Problem 2: The need for a central source of truth - A change in plans (whether it was a priority or a launch date) was impossible to coordinate across all of these documents.

The absence of one or more is almost certainly correlated with weak product organizations.

A development paradigm that can be construed from the outside as setting great store by speed—or, I suppose, velocity—is invariably going to be under continuous political and economic pressure to accelerate.

Basic structures cannot be composed into larger structures unless they themselves are internally consistent, and so the creation of software, just like any artifact of language, is naturally incremental.Software is a very verbose, very precise incantation of how an information system ought to behave.

Fixed time, variable scope.

2. Planning - Continually challenge product-market fit and keep the team aligned on a 3-6 month, mid-term vision, of the product. Requires more EQ and stakeholder management.

The typical time horizon for a product team’s north star, or long-term vision, is three to four years out.

Users constitute an essential source of information, up to and including their interactions with prototypes and as paying customers.