Knowledge Gaps

Today, product developments very rarely start “on the green field”. Depending on the competence of the organization, certain things are already known and can be reused. The P4 framework describes all unknown things as “knowledge gaps”. The idea behind this is that product development can be considered complete once all knowledge gaps have been turned into Usable Knowledge and documented Decisions .

(Note for process experts: Knowledge gaps represent a new concept. They combine the idea of ​​”hypotheses” from the Lean Startup with the “knowledge-based” development of LPPD, the risk management of classic processes and the risk-based approach of the Unified Process.)

The Gap Map

The gap map shows, against the background of a suitable representation of the “system under development” and its context, the associated knowledge gap as a red post-it. Green Post-its visualize elements and interfaces that have not been changed or that have already been decided in the course of the project based on what has been learned .

The following things can be read on the gap map:

  1. Areas with an accumulation of knowledge gaps require more attention
  2. The sum of all weighted knowledge gaps results in the (remaining) effort of product development! The weighting or effort estimate is carried out by the implementing, interdisciplinary team, for example using planning poker .
  3. Knowledge gaps are backlog elements at a high altitude and are broken down into smaller, executable elements by refinement. Knowledge gaps thus represent the content plan of product development.
  4. Knowledge gaps enable easy risk management because they represent the product-related uncertainties. (Attention: Organizational risk management is also necessary)
  5. When all red post-its have been changed to green post-its, product development is finished

Due to the simplicity and clarity, a gap map is an excellent means of communication between the team and the management.

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Further suitable links:

Events Roles Groups Artifacts
Cluster Planning

Cluster Sync

Cluster Backlog Refinement

Cluster Review

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Cluster Product Owner

Cluster System Engineer

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Portfolio Owner

Portfolio Architect

Team Product Owner Group

Team System Engineer Group

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Cluster Product Owner Group

Cluster System Engineer Group

Inspectable Results

Team DoD

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Usable Knowledge & System Increment

Cluster DoD

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Systems & Applications

System Platforms & Variants

Organisation DoD