You have evidence that you’re solving a real customer problem
Your MVP and product roadmap are built on qualitative customer evidence, business context, and technical feasibility. Key assumptions and risks have been identified and tested. Your team understands how the features align with real customer and business goals.
You have started development only after MVP was mostly defined
Your MVP contains the minimum needed to deliver tangible value to your core target audience and validate the product direction, without unnecessary cost or complexity.
You have a loosely defined future feature architecture before you make decisions on User Experience principles
You know where your MVP fits in, but you also have context around the broader product/ecosystem, which helps you evaluate future opportunities and select the best User Experience solutions.
The validation loop and dynamic pivot plan are in place.
You have identified planned checkpoints and conditions that trigger additional review of market demand, business requirements, execution capacity, and technical feasibility. You know what you will do if you need to pivot, and your team understands it.
You have scope and change management practices in place
You have established agreements between stakeholders and the implementation team about how and why scope can change, how those changes will be evaluated and prioritized, and when changes become too costly or disruptive to introduce into the current release.
You have Metrics and KPIs in place
You know how you will measure product success and delivery effectiveness, and you have established what needs to be investigated or adjusted when results don’t meet expectations.
You are in constant communication with your team
Product Managers, Scrum Masters, Developers, QA, UX, business stakeholders, and technology partners have regular opportunities to challenge assumptions, raise concerns, and contribute their expertise to product decisions.
If two or more of these don’t apply to your product development…
That doesn’t necessarily mean your product is in trouble. But it does mean there may be gaps worth looking at.
I can help you straighten them out.
Whether the issue is product direction, assumptions that haven’t been validated, scope and change management, team alignment, UX decisions, delivery practices, or measurement, we can look at what’s happening now and figure out what needs to change.
