Project Wolverine was an exercise in Lean product development. The business challenged the Production team to create a brand new shippable product in 2 months time. This was no mean feat. The team's turnaround time was generally much slower than this - largely due to heavy documentation by the Product Managers, slow approval processes and inaccurate time estimates given by the implementation teams.
The project was led by the new VP of Engineering - an ex-Microsoftee with a wealth of knowledge and experience. The PM formed part of the Wolverine team but did not lead the project. The team consisted of a small group of representatives from key business areas: UX/UI, Quality Assurance (QA), Product Marketing, Legal, Sales and Support. The team were empowered to take decisions and iterate freely.
Project goals were based on intelligence from Partner and Affiliates, gathered by our Sales & Marketing team. The aim was to create a PC Utility application that "fixes and cleans the user’s PC" - highlighting the most popular search terms used by our existing market.
The Wolverine team had bi-weekly touchpoint meetings that followed a clear agenda with almost no time wastage. Everyone came prepared and we could take quick decisions on matters related to UX, Design, go-to-market, product naming and branding, technical requirements etc.
The following are some of the assets created for this project. The final product, released after 2 months was called PC Mechanic. Multiple usability tests were conducted during the production phase - both remotely as well as internally, gathering feedback from colleagues and potential users. The key to this project was being truly lean in following rapid build-measure-learn cycles, iterating frequently based on test results and keeping documentation to a minimum.
Remote usability testing (measure)
Documenting in Confluence