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It doesn’t do any good to build a feature that doesn’t actually solve the problem, so it’s important to detail what problems you need to ensure the solution your team creates addresses them.Problems should either be existing problems your product has (especially if you’re iterating on an existing feature) or the problems related to the use cases you just described above.What you choose to build affects your company’s bottom line, their standing in the market, and what your team thinks of your judgment.
Depending on the feature, this could be very short or long section.
If there are things you know are not going to make the first version of this feature but expect will be needed to be added later, be sure you tell your team!
You should ask yourself, A KPI (Key Performance Indicator) is the most common way to determine that success since ideally you will tie the success of the feature to one or more of your company’s key metrics.
It’s okay to have more than one KPI, but keep it simple or there will be too many things to measure.
I try to have a mix of qualitative and quantitative data here.
If a mandate came from the leadership team to focus on this area, or sales needed it for a big customer, I make sure to include that.
I often have as many as 4 or 5 detailed cases for a big feature.
Features are really solutions to your customer’s problems.
Josh taught me about the Thesis, which is a lightweight way to communicate all the essential details your product team needs.
Now that I’ve used the Thesis on dozens of projects and tweaked it based on what I found worked best, I’m going to teach you how to write your own thesis for the next feature or product you build.