Much of our product discovery work doesn't require a lot of framing or planning. We need to come up with a solution to a particular problem, and often this is straightforward, and we can proceed directly to delivery work.
But for many efforts, this is decidedly not the case, and some framing and true problem solving becomes critically important. Big projects—and, especially, initiatives (projects spanning multiple teams)—are common examples.
In this section, I consider how we frame our discovery work to ensure alignment and to identify key risks.
There are really two goals here:
Two examples I often find are teams that immediately proceed to tackling technology risks—especially performance or scale—and teams that zero in on ...