kHUB All Member Forum

1. High-Performance Teams Have a "Definition of Done." Our latest analysis shows that organizations that allow team members themselves to create a clear definition of done tend to outperform their counterparts.

2. Respondents Unable to Associate a Product Development Methodology with Product Profitability Are Unlikely to Be on a High-Performance Team. In short, we found that survey respondents who were unable to understand the impact of product development methodologies on product profitability were more likely to be on teams that were not high performing.

3. Respondents Who Believe Using Agile/Scrum Leads to Higher Product Profitability Tend to Be in Higher Performing Organizations. Survey respondents who advocate the use of the Agile/Scrum product development methodology and also believe that Agile/Scrum has a positive impact on product profitability are more likely to be in high performing organizations.

4. Teams that Consider Development Cost as a Criterion for Requirements Prioritization Are More Likely to Under-Perform (i.e., negatively correlated). Organizations often consider a range of factors, some market-based and some internally derived, to enable the requirements prioritization process. However, organizations that emphasize the cost of development in their requirements prioritization under-perform organizations that deemphasize it.

5. There Is a Strong Correlation between an Effectively Prioritized Backlog and High Product Team Performance. Not surprisingly, teams that enjoy a clearly prioritized backlog are able to efficiently move from task to task, making them likely to deliver high performance. Conversely, a jumbled backlog is negatively correlated with both high performance and achieving financial results.

6. Product Teams that Believe their Effectiveness Would Be Improved by the Use of Tools and Automation Are More Likely to Be High-Performance Teams in Companies that Achieve Their Financial Goals and Objectives. Organizations that are able to meet their financial goals are successful, in part, due to the efficiency gained through the use of automation and tools by their product teams.

If you'd like to learn more, stay tuned.  If you'd like to participate in this year's Study of Product Team Performance let us know and consider attending the Competitive Edge Conference this November in Orlando Florida!

1. High-Performance Teams Have a "Definition of Done." Our latest analysis shows that organizations that allow team members themselves to create a clear definition of done tend to outperform their counterparts.

2. Respondents Unable to Associate a Product Development Methodology with Product Profitability Are Unlikely to Be on a High-Performance Team. In short, we found that survey respondents who were unable to understand the impact of product development methodologies on product profitability were more likely to be on teams that were not high performing.

3. Respondents Who Believe Using Agile/Scrum Leads to Higher Product Profitability Tend to Be in Higher Performing Organizations. Survey respondents who advocate the use of the Agile/Scrum product development methodology and also believe that Agile/Scrum has a positive impact on product profitability are more likely to be in high performing organizations.

4. Teams that Consider Development Cost as a Criterion for Requirements Prioritization Are More Likely to Under-Perform (i.e., negatively correlated). Organizations often consider a range of factors, some market-based and some internally derived, to enable the requirements prioritization process. However, organizations that emphasize the cost of development in their requirements prioritization under-perform organizations that deemphasize it.

5. There Is a Strong Correlation between an Effectively Prioritized Backlog and High Product Team Performance. Not surprisingly, teams that enjoy a clearly prioritized backlog are able to efficiently move from task to task, making them likely to deliver high performance. Conversely, a jumbled backlog is negatively correlated with both high performance and achieving financial results.

6. Product Teams that Believe their Effectiveness Would Be Improved by the Use of Tools and Automation Are More Likely to Be High-Performance Teams in Companies that Achieve Their Financial Goals and Objectives. Organizations that are able to meet their financial goals are successful, in part, due to the efficiency gained through the use of automation and tools by their product teams.

If you'd like to learn more, stay tuned.  If you'd like to participate in this year's Study of Product Team Performance let us know and consider attending the Competitive Edge Conference this November in Orlando Florida!

1. High-Performance Teams Have a "Definition of Done." Our latest analysis shows that organizations that allow team members themselves to create a clear definition of done tend to outperform their counterparts.

2. Respondents Unable to Associate a Product Development Methodology with Product Profitability Are Unlikely to Be on a High-Performance Team. In short, we found that survey respondents who were unable to understand the impact of product development methodologies on product profitability were more likely to be on teams that were not high performing.

3. Respondents Who Believe Using Agile/Scrum Leads to Higher Product Profitability Tend to Be in Higher Performing Organizations. Survey respondents who advocate the use of the Agile/Scrum product development methodology and also believe that Agile/Scrum has a positive impact on product profitability are more likely to be in high performing organizations.

4. Teams that Consider Development Cost as a Criterion for Requirements Prioritization Are More Likely to Under-Perform (i.e., negatively correlated). Organizations often consider a range of factors, some market-based and some internally derived, to enable the requirements prioritization process. However, organizations that emphasize the cost of development in their requirements prioritization under-perform organizations that deemphasize it.

5. There Is a Strong Correlation between an Effectively Prioritized Backlog and High Product Team Performance. Not surprisingly, teams that enjoy a clearly prioritized backlog are able to efficiently move from task to task, making them likely to deliver high performance. Conversely, a jumbled backlog is negatively correlated with both high performance and achieving financial results.

6. Product Teams that Believe their Effectiveness Would Be Improved by the Use of Tools and Automation Are More Likely to Be High-Performance Teams in Companies that Achieve Their Financial Goals and Objectives. Organizations that are able to meet their financial goals are successful, in part, due to the efficiency gained through the use of automation and tools by their product teams.

If you'd like to learn more, stay tuned.  If you'd like to participate in this year's Study of Product Team Performance let us know and consider attending the Competitive Edge Conference this November in Orlando Florida!