product review

“I think the most common problem in these meetings that causes all kinds of wasted time is not connecting back to the problem that you're solving as a team. The problem that feature is trying to solve.”

“When the product review is for an early, fragile idea, still in the solve stage, seeking product market fit, you want a small group, and you want the problem solvers in the group, regardless of the organizational hierarchy, and you need a divergent mindset.”

“I think there's like two customers for a product review. There's the team that's a customer, and then there's like the leadership team that's a customer.”

“Pre-reads generally sent out 24 hours in advance. If, you know, you're working up to the last minute of a product review, which happens from time to time, you'll create 10 to 15 minutes where everybody can sit down, read it, and think and comment in the doc.”

“We run product reviews on demand as product teams are at a point where they want additional input.”

“If you're early, you might be able to combine all of this, but I tend to separate reviews that are about work in progress from reviews about the product or product area as a whole.”

“He's centralizing all of product under him. You know, basically every product review runs through him.”

“One of the most important things I found is it needs to be like self-serve and like opt-in when myself or, you know, my bosses try to make it pull, not push. What it does is it changes the like life cycle of the project to where now it's anchored around like G…”

“I'm actually reducing them at the moment where we're pushing more into product reviews.”