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A batch of the best highlights from what Felicity's read, .
Understanding the unexpressed and unmet needs of the people who are using our products, services, and technology is the key to unlocking value.
Sense and Respond
Jeff Gothelf, Josh Seiden
In my experience there are a few parts to the change. First we need to shift the definition of team success from pushing code to production (output) to achieving the team goals (outcomes). The constant drum beat of launching steps, and seeking user/business evidence helps drive the point home. Second, we want team members to have plenty of context: users and their needs, business rationale, competitive situation, and more. The context helps team members understand what makes sense and what doesn’t, and eliminates the need to spoon-feed them with bite-sized, detailed requirements.
Evidence-Guided
Itamar Gilad
In two-track agile, two tracks of work act in coordination. The first track is the experiment track. This team uses all the sense and respond techniques described in this book to take on the high-uncertainty portions of the work and figure out what solution works best. From there, the solution can be passed off to a second track—the production track—and this team implements the solution in a robust way. This arrangement works best when the hand-off between the teams is not a document, specification, or contract, but rather a working prototype that has been produced in the final delivery technology.
Sense and Respond
Jeff Gothelf, Josh Seiden
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