Volume 6: Support and Development
It’s natural to focus on success and envision everything will go smoothly. However, the “good path” is only about ten percent of the journey—managing challenges and adapting makes up the other ninety. Planning for exception handling and process management boosts the chances of success.
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This is an AI-generated summary of the sixteen articles in Chapter 6.01. This is an AI-generated summary of the twenty-eight articles in Chapter 6.02. This is an AI-generated summary of the sixteen articles in Chapter 6.03. Consider “later” activities “earlier” in the process. Consider “later” activities “earlier” in the process. Customer Service activities need to focus on resolution, not only helping customers with issues. All groups need to support Customer Service Departments as part of their normal activities. Customer Service is the most significant element in the overall process of satisfying customers. Think of customer service as a force multiplier that can help generate sales. omer service’s primary goal should be to exhibit a caring attitude while addressing issues. Measuring the right or wrong items equally creates awareness, which influences behaviors. Make sure that company policies and rules for customers are reasonable and appropriate. Murphy’s Law certainly applies to new product releases. Customer Service needs to be prepared. Customer service perspectives need to be considered early in product development. Customer support is a continuous process that must occur even when no issues exist. Sharing customer issue information can result in resolving issues before they reoccur. Product Development activities need to start well before work begins. ailed requirements and their management are critical factors for development success. Adusting feature content is the only viable method to maintain product development success. Functional elements within an organization must develop fluid boundaries. Planning activities can occur before the fact or involve recovery activities after the fact. As they say, “what’s done is done”. Focus on the future, not the past. an on uneducated users; assume you, not them, are to blame. Clearly develop and communicate the expected customer’s experience before starting. Specify your new product based on capabilities from radically different products. Think past the current development plan to provide decision guidance for current activities. Planned schedules invariably change as details emerge. Plan accordingly. Planning for unforeseen, potential delays should be part of the development planning process. The removal of features to adhere to schedules must take into account the impact of delay. Time to market has become a major goal for product releases, but be sure to spend enough time Seek many diverse opinions in determining applicable product requirements. Although well intended, Creeping features can cause serious consequences Provide developers with as much insight as possible to help them make better design decisions. New product requirements need to carefully consider past product compatibility. Carefully consider the long-term impacts of providing special products at customer requests. velopers need to carefully consider the capabilities of their product’s end users. Practical implementation methods need to be considered in the earliest stages of development. Document design decisions and parameter limits as they are incorporated into the design. Documentation plans and timing are as important as the product development plan itself. Product testing encompasses a broad spectrum of activities that need to be carefully considered.