Update the PLG Product Triad post (#54)

data/posts/0009-plg-product-triad.md

@@ -5,60 +5,74 @@
 
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-In a PLG company, the product is at the very center of everything, with the user being the center of the product. Lean
-management fits extremely well with the PLG business model. Lean management looks to maximize value delivery to the user
-while minimizing waste.
-
-Every department, team, and individual shares the same goal of improving the product and is aligned with the lean
-management principles. And each one of these entities brings a unique and important perspective in this alignment and
-plays a specific role in the makeup of the organization.
+In a high performance organization that is following the Product Led Growth (PLG) model, the product is at the very
+center of everything, with the user being the center of the product. Lean management fits extremely well with the PLG
+model as it looks to maximize value delivery to the user while minimizing waste in the delivery process. Every
+department, team, and individual shares the same goal of improving the product and each one brings a unique and
+important perspective in this alignment; playing a specific role in the makeup of the organization.
 
 
 ## The Core Product Groups
+### Product
+
+Product is responsible for the value that is delivered to the end user through the product. They are the collection
+point for all end user feedback. Their primary responsibility is to collect all of this feedback, and synthesize it to a
+problem definition. They also lead the planning on what metrics need to be collected to verify the problem and calculate
+the value of solving the problem for the end user. Produc then uses the value calculation to and rank problem
+definitions against oneanother. All types of reasons of why something should be done in the product should be captured
+in metrics used to calculate the value. No product decision, whether it leads to financial growth or not, is made
+without the data in support.
+
+
+### Desgin
 
-Product owns and is responsible for the value that is delivered to the end user through the product. They are the
-collection point for all end user feedback. Their main responsibility is to collect all of this feedback, synthesize it
-to problem definition. They also lead the plan on what metrics need to be collected to verify the problem and measure the
-value to rank it against other problem definitions. These metrics include the supporting metrics for financial gain. No
-product decision, whether it leads to financial growth or not, is made without the data in support.
+Design owns and is responsible for designing the solution to a defined problem that Product deemes the highest value to
+end users. Solutions and alternatives are developed and user feedback is gathered to validate the solution. The size and
+scope of these problems could vary greatly; from a small change in the corner of a settings page to a complete user
+experience overhaul. If the proposed solution is large functionality change that requires significant investment, user
+feedback via user research should be done previous to implementation. However, if the scope of the solution is not
+large, user feedback comes post implementation and be naturally added to the to Product user feedback collection
+strategy. If A/B testing is applicable, it would be used here to enable in-product user feedback. 
 
+Secondarily, Design uses their user experience expertise to help support Product with user data by providing user
+research to help measure and analyze product in support of defining user problems and prioritizing the defined problems. 
 
-Design owns and is responsible for designing the solution to a defined problem from Product that is deemed the highest
-value delivery to end users. They develop and design solutions and alternatives and run user research on them to
-validate their designs. If the solution is a large functionality change, the user research should be done previous to
-the solution being implemented in the product. However, if the solution is not a large change, the user research should
-come from in-product and be supported by the user feedback loop to Product. If A/B testing is applicable, it would be
-used here to enable in-product user feedback. Secondarily, Design uses their user experience expertise to help support
-Product with user data by providing user research to help measure and analyze product in support of defining user
-problems and prioritizing the defined problems. 
+
+### Engineering
 
 The primary responsibility of Engineering Development is to implement the solution that Design has developed. Their
-secondary responsibility is to use their technical expertise to support Design with technical review of solutions and
-alternatives to defined user problems. Design leans heavily on Engineering for the feasibility and complexity of a
-solution. Engineering is responsible for providing feedback to assist with minimizing technical complexity to contribute
-to the overall Lean goals of maximizing value delivery while minimizing waste. Complexity is the enemy of Lean since it
-causes friction in fast delivery of value by being slow to develop and test. Complexity is also risk prone to rework
-which increases waste. 
+secondary responsibility is to use their technical expertise to support Design with review of solutions and alternatives
+to Product's defined problems. Design leans heavily on Engineering for the feasibility and complexity of a solution and
+Engineering is responsible for providing feedback to assist with minimizing technical complexity. Minimizing complexity
+is important to contribute to the overall Lean goals of maximizing value delivery while minimizing waste. Technical
+complexity is slow to develop and test which makes it the enemy of Lean since it causes friction in the fast delivery of
+value. Complex solutions are also prone to rework which increases waste. 
+
+
+## Culture of Experimentation
 
 If the organization's engineering practices support a culture of experimentation and iteration, one of the important
-user data collection streams is in-product. Increasing the velocity of delivering a minimum valuable product into the
-hands of the users to gain feedback enables higher velocity of value learning. The primary business goal of a product is
-to delight and deliver value to the users. Feedback on already-delivered product capabilities leads to faster refinement
-of what is valuable to the end user: what is worth investing in and what is not. This is the secret to leading the
-marketplace.
+user data collection streams comes from in-product. Increasing the velocity of delivering a minimum valuable product
+into the hands of the users to gain feedback enables higher velocity of value learning. The primary business goal of a
+product is to delight and deliver value to the users. Feedback on already-delivered product capabilities leads to faster
+refinement of what is valuable to the end user: what is worth investing in and what is not. This is the secret to
+leading the marketplace. Enabling the culture of experimentation, iteration, and high velocity are the outcomes of
+practicing DevOps.
 
-The organization structure should be such that it promotes PLG and lean management. The lean management principles
+The organization structure should be such that it promotes PLG and Lean management. The Lean management principles
 should be applied to the communication channel creation as well: maximize the delivery of value in communication while
 minimizing waste of unneeded communication. Organization communication is the hardest problems to solve. [Conway's
 Law](https://www.melconway.com/Home/Committees_Paper.html), the [Inverse Conway Maneuver
 reference](https://yoan-thirion.gitbook.io/knowledge-base/xtrem-reading/resources/book-notes/team-topologies#conways-law)
 to the findings in [Accelerate](https://www.oreilly.com/library/view/accelerate/9781457191435/) in relation to the
 Inverse Conway Maneuver and the [implications of executing such a
-maneuver incorrectly](https://medium.com/@Cyrdup/icm-1-say-no-to-the-inverse-conway-maneuver-6672ba2373cb).
+maneuver incorrectly](https://medium.com/@Cyrdup/icm-1-say-no-to-the-inverse-conway-maneuver-6672ba2373cb). Another
+article will be written around Conway's Law and the Inverse Conway Maneuver.
 
 
 ---
 
-In PLG organizations, the Core product groups each have a complimentary roles and responsibilities to play in order to
+In PLG organizations, the Core product groups each have complimentary roles and responsibilities to play in order to
 be the most effective. Each business function relies heavily on each other to make up the whole of the core product 
-group to optimize the Lean management goals: maximizing value delivery to the end user and minimizing waste.
+groups to optimize the Lean management goals: maximizing value delivery to the end user and minimizing waste in the
+delivery.