pratiques-produit

Zero bug: let's stop managing stockpiles of defects

The real problem with bugs isn't that they exist, it's the organization that grows used to keeping them. We prioritize them, we push them back, we review them in committees — until a customer crisis hits. A zero-bug policy aims at something else: zero known bugs left undecided. Either we fix it, or we accept it isn't a defect. What this approach refuses is the third state: knowing a bug exists and keeping it alive in a list for later.

The NNL Roadmap: Aligning Without Scattering

A product team can pile up studies, workshops, and analyses without the company ever knowing what's a priority. The NNL roadmap answers this problem: not by scheduling dates, but by making commitments, serious directions, and possibilities visible — and above all, what won't be done. Its strength lies in the capacity constraint and in the implicit No.

Product Decision Record: tracing the product choices that shape the company

Certain product decisions come up everywhere: in roadmap reviews, with sales, in specs, with every big client. Without a record, the company keeps re-deciding them, often with less context. The PDR — inspired by technical ADRs — documents these cross-cutting decision rules. Rare, short, immutable: it doesn't say what to build, it says why the company chose a rule. It removes dozens of pointless discussions.

The Backlog Is Not a Dumping Ground: It's a Tool for Action

In many organizations, the backlog has become a clean trash can: you throw everything in so you don't forget. A few months later, 500 lines nobody understands anymore. A backlog shouldn't be a repository of ideas, a database of customer signals, or the graveyard of untriaged bugs. It exists to organize information mature enough for several people to work on it together. It comes into play when the work stops being individual.

Quality belongs to those who ship

A zero-bug policy shrinks the stock of known defects. But if the team fixes them faster without changing how it builds, it stays stuck in a repair loop. The real issue lies upstream: giving ownership to those who ship, refusing overly vague specs, testing earlier, giving QA a quality-policy role rather than a catch-up one. Quality can't be delegated after the fact — it belongs to those who ship.

Why a single classification isn't enough to structure customer feedback

Too many insight systems fail because they classify everything along a single axis: features, or business stakes. Tactical feedback gets lost, strategic signals evaporate. A 4-level framework — business stake, use case, product capability, local friction point — lets you capture everything without a Rube Goldberg machine, and ties each signal to the right level of decision.