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Not in the Mood: Why Emotion Prediction Software Will Annoy Many Once you get over the cool factor of all the really neat things that can be done with emotion prediction software, you start to wonder just how much companies—specifically retailers—will use this information to gain access to not only your money but also your actual emotions and moods. |
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Managing "But We Need This" Requests from Stakeholders Product owners are constantly beset with a continuous stream of requests for the urgent, the important, and the marginal. The assumption implicit in such requests is that there is room for more of the "but we need this" requests to be filled. |
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How Requirements Can Help Avoid Project Failure and Waste Studies and experience show that higher quality and better value solutions are achieved by projects that attain a thorough and unambiguous understanding of business and user requirements. Adrian Reed looks at how requirements can help avoid project failure and waste. |
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What Is Happening to Apple? Joe Townsend explores what is happening to Apple and why IT professionals should care. We can all learn a lesson from Apple’s success—and its failures. If we are complacent in our jobs as testers and configuration managers, our “personal stock” will drop dramatically. |
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Making Assumptions on Projects Is a Ticking Time Bomb Assumptions are a fact of life. Without making assumptions, it’s unlikely that many decisions would get made, and certainly fewer projects would ever get launched. However, sometimes assumptions come back to haunt us. Adrian Reed looks at how to handle assumptions when working on projects. |
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Creating Software from a List of Things? Then Don't Call It Agile There are two ways to think about scope—a list of things to be done or a list of goals to accomplish. As long as scope is defined as a list of things, then your project process is not agile, even if your team is using the mechanisms of agile development within the code creation cycle. |
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Why Being Simple Is Better Than Being Simplistic Product managers know that a product needs to be simple to succeed in a market. Although being simple is a product virtue, being simplistic can be a product vice. Scott Sehlhorst evaluates why it's better to create a product that is simple—not simplistic. |
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Why a Product Strategy Is Not a Product Plan Strategy is important not just because you want to be intentional but also because strategy makes you more efficient. Strategic activities ensure the intended product is the right product. Scott Sehlhorst looks at why a strategy is not a plan; instead, strategy guides planning. |
