How do you balance speed, quality, and scope in product engineering?

Having an idea of the requirements is key. However, in big transformational programs, I feel better impact and buy-in when we getting stakeholders in a journey with the team, making them feel part of the team.

Define how the product should look from an aesthetic and functional point of view. Define the functionality of the product what it must do and features that will make it better than the competition Define critical paths in functionality that need to be rigorously tested for possible design defects and failures. Write a HLD encompassing all of the above that will define how the user interface should appear and how it should. Define tests to test the functionality for failure induced by all possible scenarios using what if logic. I could continue but will submit this

See how competitors or peers have done similar products and what kind of successes they have had, take a closer look at their feedback if this is possible. If there is no peer or similar competing product then prototype.

Lead successful launches everytime with the Product Management Triangle ?? Imagine your project as a triangle with three corners: 1. Scope 2. Launch date 3. Dev bandwidth available (your team or budget) Need to move one of the corners? Then you'll have to move one of the others. If you need to add scope, you'll need to either push the launch date or make more engineering time available. Need to keep the launch on time and have a tight scope figured out? You'll want to make sure that you have a contingency plan to add developer time to the project in the event of any engineering challenges. By thinking of your initiative with the Product Management Triangle, you can ensure a successful launch every time. #productled #productledgrowth

A clear vision is crucial for providing direction, motivation, guidance in decision-making, effective communication, focused efforts, and measuring success in any organization or project.

I can’t tell you how many places I’ve seen waste millions on tools and never use them for any business value. There is a method to this madness, but it won’t be defined by the tool vendor. It will be defined by your internal process and training and a culture change.

This part is incredibly complex when we are working with non tech teams. For many times my stakeholders know that we are using some variants of agile but still required to see the full end to end plan, all the tasks on a gantt chart. The problem is that the change on the scope shows why agile would be the best fit, yet, after every change they require an updated version of the full end to end plan. With that said, consider not only the tech team but also align the methodology with the sponsors and stakeholders of the product.

Effective tool usage provides efficiency, speed, reduced errors, competitive advantage, resource management, and fosters innovation.

Adapt/select the process and tools that suit the team's needs better. There's no point in following a process by the book or pushing for a tool, if it doesn't help the team be more organised, be clear, deliver faster and with more quality

It is crucial for the developers to follow Test Driven Development (TDD) right from the earlier stages of development. This way, the unit testing can be automated, and the developer need not worry about testing various scenarios manually, after a change is implemented in the code. Following TDD greatly reduces time and effort particularly in the later stages, even though it takes a bit more time in developing all the test methods at the earlier stages.

In some industries SW quality is common practice (aero/military). In others, it is completely foreign (auto). As software becomes the primary driver of all transport, this is going to change and the methodologies will bridge over. AI provides an entirely new opportunity in this case.

Compliance with standards boosts quality, ensures reliability, and builds customer trust while reducing non-compliance risks.

Indeed, quality assurance requires actions from the beginning of project. Different tests and verifications need to be performed at different stages.

Standard development process specifications define this very well (DO-178, ISO 26262, ASPICE etc). The issue is scalability. When code changes every day and potentially gets uploaded in the field (auto), change management takes on a whole new dimension. Add to that a continuous build environment and a global workforce and you have a big problem that includes safety and security. It’s difficult because it involves every aspect of the business not just engineering. Operations, IT, engineering, aftermarket etc.

Ship fast, have people using it, learn from them and iterate. Unless your product doesn't allow for quick iteration for some reason, your goal should be to keep improving based on what you learn from users and from your experience along the way

ITIL change management ensures controlled changes in IT services. It promotes planned, monitored changes to minimize risks and prevent service disruptions, contributing to continuous service delivery and improved customer satisfaction.

Performance, Quality Checks and Scalability by design, have zero trust architecture that has metrics to measure performance, quality aspects and horizontal scaling. Design an ecosystem that has approval management embedded from required stakeholders at each stage, make it a prerequisite to move to next stage. Define quality checks and automated validations to flag them in process, ensure human in the loop to correct the defects. Use tools and technologies for load testing, multi threading, proactive and preventive security measure, cloud agnostic performance, among others.

Performance and scalability are vital in product engineering, impacting user experience, satisfaction, retention, and product growth. Optimizing them throughout the development cycle is crucial for success.

It’s essential to always be open to feedback, from anyone, at any point in the process. Iterating means you can always pivot, always improve. Something can always be made better, always. Key to this feedback is getting people to trust, like and respect you. By leading well, humbly and honestly, you are on your way. You set the stage by: writing good requirements, partnering with your engineers, designers, stakeholders, etc, and delivering on what you commit to. If you communicate clearly and respectfully, while being open about the how and why, people will come to you and tell you the truth about what was produced.

Plan-Do-Check-Action(PDCA) is a cycle loop to be performed repeatly, to make the product better and better, not just a one-way process.

A nice story I heard long ago describe a store that has 3 products: 1. High quality 2. Low cost 3. Fast delivery In this store there is a sign that one can purchase what he wants but only 2 together. So one can purchase a high quality product and fast delivery but it won’t be low cost, One can purchase high quality and low cost product but it will not have a fast delivery Or one can purchase low cost and fast delivery but it will not be high quality.

Balancing speed, quality, and scope in product engineering requires clear communication and prioritization. Define your product's MVP (Minimum Viable Product) to ensure speed, then gradually expand features while maintaining a high standard of quality through effective testing and feedback loops.

Sustaining enthusiasm, commitment, and morale is vital to balance speed, quality, and scope. Strategies include ensuring that each team member has a specific role with defined responsibilities linked to goals; involving team members in decision-making processes to help them feel like valued contributors to the project's direction; helping team members see how their work aligns with their personal values and emphasizing the purpose behind their contributions; celebrating achievements to reinforce motivation; and investing in team-building activities to strengthen bonds. These tactics create a positive work environment that helps maintain a delicate balance between speed, quality, and scope without compromising any critical aspect.

??Pro tip: To launch on-time every time, add a buffer to your launch to account for life and the unexpected. Adding 30 to 50% beyond your engineering team's estimate keeps your project on track, your devs happy, and your credibility as a leader high.

Here how I would decide the balance : 1. Speed: If time-to-market is critical, you may need to prioritize a Minimum Viable Product (MVP) with limited scope but high quality 2. Quality: If the product requires high reliability (e.g., medical or safety-critical systems), then quality cannot be compromised, and you may need more time or reduced scope. 3. Scope: If the product must have a wide range of features to be competitive, you may need to invest more time and ensure quality, even if it delays the launch.