features-benefits
![Brian Piercy](data:image/svg+xml;utf8,<svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 24 24" fill="%230A66C2"><path d="M20.447 20.452H16.89v-5.569c0-1.328-.027-3.037-1.852-3.037-1.853 0-2.136 1.445-2.136 2.939v5.667H9.351V9h3.414v1.561h.046c.477-.9 1.637-1.85 3.37-1.85 3.601 0 4.267 2.37 4.267 5.455v6.286zM5.337 7.433a1.982 1.982 0 1 1 0-3.964 1.982 1.982 0 0 1 0 3.964zm1.782 13.019H3.555V9h3.564v11.452zM22.225 0H1.771C.792 0 0 .774 0 1.729v20.542C0 23.227.792 24 1.771 24h20.451C23.2 24 24 23.227 24 22.271V1.729C24 .774 23.2 0 22.222 0h.003z"/></svg>)
Booking travel online feels like shopping in an Indian bazaar: a deluge of options, no credible information, aggressive hawkers (“recommendations” and “targeted ads”), and hours of frantic search that end with purchasing something more out of exhaustion than conviction. Online travel booking is not unique in offering this miserable experience. Buying on Amazon feels like a similar sand trap. But why is that? Poor product management? A more provocative but perhaps more accurate answer is that the
Planning poker, also called Scrum poker, is a consensus-based, gamified technique for estimating, mostly used for timeboxing in Agile principles. In planning poker, members of the group make estimates by playing numbered cards face-down to the table, instead of speaking them aloud. The cards are revealed, and the estimates are then discussed. By hiding the figures in this way, the group can avoid the cognitive bias of anchoring, where the first number spoken aloud sets a precedent for subsequent estimates.
A few months ago, I got this email from a customer: It would be wonderful if there was a way to tag/assign forwarded emails to specific task lists within client projects. The “email forwards” secti…
Fair warning: this is a blog post about automated cat feeders. Sort of. But bear with me, because I'm also trying to make a point about software. If you have a sudden urge to click the back button on your browser now, I don't blame you. I don't often talk
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When you understand the difference between a feature and a product, designing that successful product will be easier.
Prioritized lists are essential for product managers, right? Yes, but be careful. Ken Norton illustrates why.
When it's time to call a feature quits, how should you announce end of life? Here's how to sunset a feature while minimizing customer impact.
Without driving yourself crazy
In my last article I discussed the top reasons for slow product, and here I wanted to highlight the top reasons for weak product. I am defining weak product here as product that fails to meet its objectives and provide new and expanded sources of revenue and/or growth for your company. Lack of product vision. ...
In the spirit of capturing some of the observations that I find myself repeating, I’m adding this one to the mix tonight. Unlike the previous two, this is really a piece of concrete advice f…
As more companies strive to deliver software faster it becomes clear what legacy processes are...
Founders and marketers must go beyond selling products, and instead sell what their product will allow customers to do.