There’s No Such Thing as a “Massive MVP.” Build Releases Instead!

The idea of a “massive MVP” is an oxymoron. How can a Minimum Viable Product end up taking a team of up to ten people a year and over a million dollars to build?

And yet, I’ve seen a number of organizations—usually enterprise companies—building massive MVPs. Clearly, there’s confusion between how the term MVP is used colloquially vs. how Eric Reis and Steve Blank intended it to be used. Read more on There’s No Such Thing as a “Massive MVP.” Build Releases Instead!…

Hacking a Product Roadmap for Uncertain Circumstances

Product roadmaps have long been used to illustrate the direction of product development, including how much time the project will take to complete, what tasks need to be completed, and who is responsible for those tasks. In my experience, a roadmap has been the best tool to align the team and leadership around the same expectations.

During a recent mobile app project, our team wanted to align with leadership and needed a way to communicate our progress to other departments. A product roadmap would have been a perfect solution, but we knew that as soon as we had a draft, it would be out of date. Read more on Hacking a Product Roadmap for Uncertain Circumstances…

Managing Agile, Poly-skilled Teams with Intermediate Milestones

During the myGRcitypoints project we used a backlog that integrated design and development tasks.

To minimize rework, we strived to complete design and markup tasks before writing the related code.

We thought an integrated backlog would allow for better collaboration and task sharing between team members (especially on IA, IxD or markup tasks that can be more easily shared between team member from design or programming backgrounds).

Read more on Managing Agile, Poly-skilled Teams with Intermediate Milestones…

A Responsible Alternative to Time and Materials

Vendors may use the phrase “time and materials” (t&m) to describe how they engage in projects and invoice their clients.

The phrase t&m has been laid to rest at Atomic for several reasons. First, the phrase doesn’t accurately describe how we engage with our clients. At Atomic, we certainly don’t work without profit. And we have an innate desire to be more efficient.

Read more on A Responsible Alternative to Time and Materials…