The Study of Product Team Performance

The Study of Product Team Performance

Since 2012, the Study of Product Team Performance has unearthed key factors that differentiate high performing product teams from their less successful counterparts.

The survey itself is unique in that it has received support from a constellation of leading industry associations and market players – groups that generally don’t collaborate on such endeavors. Past partners and sponsors include:

With the completion of the 2016 study, we have identified 26 statistically significant factors that contribute to the effectiveness of successful product teams. Not all factors carry the same weight, and our regression analysis of findings has enabled us to develop a weighted scale to help organizations prioritize their activities more effectively.

You can download the last three years of the Study (2013-2016) for FREE by completing the form below.


A few of the findings ...

  • High Performance Teams Have a “Definition of Done”

    Our most recent analysis shows that organizations that allow team members themselves to create a clear definition of done tend to outperform their counterparts.

  • Respondents Unable to Associate a Product Development Methodology with Product Profitability Are Unlikely to Be on a High Performance Team

    In short, we found that survey respondents who were unable to understand the impact of product development methodologies on product profitability were more likely to be on teams that were not high performing.

  • There Is a Strong Correlation between an Effectively Prioritized Backlog and High Product Team Performance

    Not surprisingly, teams that enjoy a clearly prioritized backlog are able to efficiently move from task to task, making them likely to deliver high performance. Conversely, a jumbled backlog is negatively correlated with both high performance and achieving financial results.

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