Agile, social media, and requirements

Speaking of social media, one of the two research documents now in the editing queue looks at using social media as a source of product requirements. Using Forrester's POST* methodology as a starting point, how can product managers harness the enormous amount of potentially useful information transmitted in the clear through blogs, forums, Wikis, and similar technologies?

The other document in editing is the "Agile company" piece, covering the results of the survey and interviews we conducted to understand how Agile development changes technology companies. To foreshadow the results, I had to divide Agile adoption into two stages. To date, Agile aficianados have focused on the first, Agile within the development team. Clearly, for the story of Agile adoption, that's only Chapter One.

* In this approach, the steps for analyzing social media involve people, objectives, strategy, and technology (POST).

[Cross-posted at The Heretech.]


re: Agile, social media, and requirements

Tom: sending out surveys and hosting focus groups are on their way out as a way to gather product requirements. In their place, blogs and Wikis are taking over.What once used to be a one shot opportunity to pick your customer's brain, has now turned into a (potentially) long running two-way conversation that allows new product requirements to be sorted out and prioritized by working with the customer.- Dr. Jim"Home Of The Billion Dollar Product Manager"

re: Agile, social media, and requirements

I wrote a couple of posts that relate in a way to this topic:'m also looking into the end to end management tools companies are using such as Imaginatik and Spigit that facilitate the collection and analysis of ideas and customer feedback as well as help companies shepherd them through the process to new products.

re: Agile, social media, and requirements

Agile development may permeate to other departments, such as Marketing, when it's benefits become evident. This was the case here. There are some important differences of course; but the most impressive result for me was the ability to choose an important project that was always moved to "the virtual backlog" due to other higher priority projects, and successfully improve its outcome. We did this through 2-week sprints, dedicated team work hours (we always make time for meetings, why not to work on this project?), alternating standup meeting days, and a product owner and scrum master to keep the team on track.