Escaping the Build Trap

• · BT1 — Measure value delivered, not output shipped. Executive and team reporting centers on outcome metrics (retention, revenue, task success, problem resolution), with output metrics as secondary context at most.
• · BT2 — Strategy is intent + guiding policy, never a feature list. A real strategy document names the diagnosed problem and the approach, and explicitly does not enumerate the solution's features.
• · BT3 — Cascade intent, not specification. At each organizational layer (company → product line → team), what passes down is a problem/outcome/target condition; the layer below determines its own solution.
• · BT6 — Roadmaps communicate outcomes and rough sequencing, not committed feature-by-date promises. Now/Next/Later outcome-based roadmaps preserve room for discovery to change the solution.
• · BT7 — Annual planning locks in direction, not solutions. Long planning cycles are fine for setting strategic intent; they become harmful when they lock specific features to specific quarters a year in advance.

• · The strategy-document test: does the strategy doc name a diagnosed problem and a guiding approach, or is it a prioritized feature list with a cover page? If the latter, it's a roadmap wearing a strategy's title.
• · The "no" audit: in the last quarter, how many proposed features/requests did the product org explicitly decline, with a stated reason tied to strategy? Zero is a red flag.
• · Roadmap date-commitment check: does the roadmap promise specific features on specific dates 6-12 months out? That's a commitment discovery hasn't earned yet — prefer Now/Next/Later outcome framing.
• · PM job-description check: does it emphasize "manage backlog, coordinate stakeholders, track delivery" over "understand customers, diagnose problems, set direction"? The former recreates the trap by design.

• · Ver anti-patrones específicos del dominio en el pack.

• [ ] Strategy document states a diagnosed problem + guiding policy, not a feature list. (BTE1)
• [ ] Roadmap uses outcome/theme framing with rough horizons, not committed feature-dates beyond one cycle. (BTE2)
• [ ] Team initiatives trace to a stated higher-level outcome via explicit reasoning. (BTE3)
• [ ] Leadership reporting includes outcome/value metrics as primary, not only output/velocity. (BTE4)
• [ ] Evidence of explicitly declined requests exists, tied to strategic reasoning. (BTE5)
• [ ] PM role mandate includes problem understanding and direction-setting, not delivery coordination alone.

• Escaping the Build Trap: How Effective Product Management Creates Real Value

Este pack cita las siguientes fuentes registradas en el índice bibliográfico:

• bookEscaping the Build Trap: How Effective Product Management Creates Real ValueMelissa Perri. O'Reilly Media
• webGood Strategy Bad StrategyRichard Rumelt. Crown Business. (source of the strategy-kernel framing Perri adopts)
• webProdux Labs — articlesMelissa Perri