Everything Is A Product...
summary
Argues that internal tech offerings are actual products and shows concrete practices: treat service desk, software delivery pipeline and infrastructure as code as products with business outcomes, run discovery continuously with experiments and role‑plays, and prefer minimum viable prototype over full builds. Warns that about half of ideas fail, that detailed roadmaps break, and gives a bad‑MVP example of installing chef on 10,000 nodes to illustrate waste. Recommends a dedicated or rotating product‑owner role and measuring customer value before wide rollout.
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chapters (12)
- 0:00Intro
- 0:15EVERYTHING'S A PRODUCT How To Apply Product Management Practices to Technology Services
- 1:44let me tell you a story...
- 4:55your it services can be products
- 5:57you have customers, right?
- 11:51at least half of our ideas are going to fail
- 15:20establish compelling value
- 16:09user experience over engineering
- 17:19test feasblity during discovery
- 18:06minimum viable prototype
- 19:53know your business
- 21:07always be doing discovery
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