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Three helpful lines of questioning to strengthen your scope:
When someone decides to buy and read your book, what are they trying to achieve or accomplish with it?
Why are they bothering?
After finishing it, what’s different in their life, work, or worldview?
That’s your book’s promise.
What does your ideal reader already know and believe? If they already believe in the importance of your topic, then you can skip (or hugely reduce) the sections attempting to convince them of its worth. Or if they already know the basics, then you can skip those.
Who is your book not for and what is it not doing? If you aren’t clear on who you’re leaving out, then you’ll end up writing yourself into rabbit holes, wasting time on narrow topics that only a small subset of your readers actually care about. Deciding who it isn’t for will allow you to clip those tangential branches.
Write Useful Books
Rob Fitzpatrick und Adam Rosen
And as agile methods have become mainstream, organizations around the world are trying to find solutions to making agile scale. This is because, as North indicates, agile is essentially a “team-scale” method of working, and large organizations need a system to coordinate the work of many teams.
Sense and Respond
Jeff Gothelf, Josh Seiden
Don’t Jump Straight to Your Conclusions When preparing for a meeting with stakeholders, we tend to focus on our conclusions—our roadmap, our release plan, our prioritized backlog. More often than not, this is exactly what our stakeholders are asking us to share. Even in companies that espouse a focus on outcomes, we still tend to spend most of our time talking about outputs. The challenge with this approach is that our stakeholders often have their own conclusions. It’s easy to have an opinion about outputs. We all have our own preferences about how a product or service should work. When we anchor the conversation in the solution space, we encourage our stakeholders to share their own preferences. However, these preferences aren’t always grounded in good discovery. After all, it’s our job to do discovery, not our stakeholders’.
Continuous Discovery Habits
Teresa Torres
...catch up on these, and many more highlights
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