dmcbrayer

I believe that it's almost always better to build and release something basic and iterate on the feedback you get from your customers than to work on something for a longer time and only release it when it feels "done". My previous assumption has been that this is basic product development orthodoxy. In my case, I was heavily influenced by Eric Ries' Lean Startup book.

This week, I've learned that management has been planning a major new feature that would take 6-9 months to build, but don't have any indication that they've tested the idea or want to do a minimum viable product.

I don't see this as a problem just yet, more of an opportunity to initiate discussions about building MVPs. The strange problem I have (and perhaps I've had a charmed career so far), is that I've rarely had to actually make the case to a skeptic that the Lean Startup approach is better.

When talking to management, what have been the most convincing things you've shown them about why this is a good practice to follow?