I heard a story of an octogenarian who drove himself to the hospital for his eye cataracts operation. (Just let that sink in a bit.) On his surprisingly safe return home, his relatives queried the sense of his actions. He replied that what he lacked in sight, he made up for in driving experience.
The more closely we examined the problem, the more complicated it became. When this happens to you, it can feel overwhelming. Don’t quit your research too soon.
I was recently asked this question:
During the problem exploration phase, what kind of questions should I be asking and how do I go from 1000 problems to the core problems that will unlock the solution?
Here’s my answer:
This is not the Field of Dreams and you’re not Kevin Costner. If you build it, the users will not come – unless they have a strong motivation to do so.
Do you spend more time writing documents about your product than actually managing it?
Many companies with some kind of product management function become all caught up in the process, drowning themselves in increasing numbers of documents. These rapidly become overwhelming to manage, contain duplicated detail and ultimately obscure the real objective of product management, namely to create successful products.
We’re product managers. We’re in charge of the future direction of our products. But when we start thinking about the requirements for a new product version, I bet we all make the same mistake when deciding what goes in.