Remove 2001 Remove Engineering Remove Feedback Software Remove Weak Development Team
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Why designers fail to integrate into Agile teams

UX Planet

Prescriptive Agile frameworks make it hard for designers to add valuable contributions to the team. I designed every detail in Photoshop before handing the mockups to the developers. I was excited to be part of a cross-functional team and I could not wait to start working in sprints. But it wasn’t all that bad.

Agile 92
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Product Management is Culture Management

Mind the Product

Or “ How to Manage Software Development in Teams who Think Nothing Like you “ Product management has two diversity problems. Cultural homogeneity in product teams is dead, welcome cultural diversity. The Ukrainian engineer has lived in Japan since he was six, an experience which has made him bi-cultural.

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Agile at Scale – Outcome Driven (or Broken)

Tyner Blain

Taking agile, a process otherwise optimized for small, cross-functional, collaborative teams and making it work at scale is fascinating. Being outcome driven, is one element you must retain – or even elevate in importance, or you fundamentally break the system of delivery. Getting Faster at Building the Wrong Thing.

Agile 150
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Forget Methodologies, Focus on Customers

Modus Create

The speed at which the economic landscape shifts has been increasing since the industrial revolution and the emergence of consumer technology. From the point of view of technology, manufacturing, and/or the ability to deliver a service, what is possible? How can we be more profitable?

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Why we need Product Management, with Rich Mironov

BrainMates

In March 2018, Rich Mironov visited Australia and presented to the Product Talks Sydney Meetup Group on building and scaling Product teams. Why do we need a Product Management team? Some of you may not have been born when I first picked up software product management. Rich Mironov presenting on why we need Product Management.

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The Collision of Product Management and Product Ownership

The Product Coalition

Scrum and the agile manifesto were created in a time where we used to still package and ship software physically. The principles which sit behind the manifesto were largely created by engineers and vastly aimed at fixing organisational dysfunction and making their lives better. Enter agile.

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Planning and Execution in a Time of Change

The Product Coalition

For most companies it’s bad news?—?the Google, still just a scale-up in 2001, managed to come out stronger from the dot com bust and made a successful IPO in 2004. If you’ve been reading my articles in the past you know the system I’m alluding to?—? Sign up here for a chance to get a free copy and submit feedback.