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What do you do when your team is working their socks off and yet they are getting little credit for the work being done, mainly because the team isn’t able to set concrete expectations with the stakeholder? This obviously reflected as a failure to deliver on part of the engineering team. THE CHALLENGE. THE CAUSE.
Manage the Product, not the Team. Focus on your job as the product manager or product owner, and manage the product, not the team. Treat the Team as an Equal Partner. The team members are not your resources but the people who create your product. Assume that the team members want to do their best.
We had no clue about what “Lean” or “Agile” or even “Startup” essentially meant, but we spent most of our time out in the streets talking to our customers. Similar stories have inspired new product and business development frameworks , thousands of articles, and numerous books. Companies simply ship too many poor products and features.
How AI captures customer needs that human product managers miss Watch on YouTube TLDR In my recent conversation with Carmel Dibner from Applied Marketing Science, we explored how artificial intelligence is transforming Voice of the Customer (VOC) research for product teams. However, these early efforts faced significant limitations.
A Story to Start During my time consulting with a Fortune 500 financial services company, I encountered a significant challenge they faced with the rollout of a digital platform aimed at streamlining client account management. For example, consider a project team tasked with launching a new product feature.
Ruthless prioritization translates to product teams spending time building the right thing at the right time. This discipline is the bread & butter for a winning product team, but building an effective product process takes a lot of trial and error. A product feedback loop keeps software teams close to their customers.
Agile antipatterns or scrum antipatterns are (poor) practices that are utilized to enhance a process. Nonetheless, they impede your efforts and slow your progress towards attaining Agile objectives, thereby achieving the opposite effect. List of destructive agile antipatterns and how to avoid them 1.
We covered how to manage messy opportunity solution trees , the most common challenges teams face when getting started with the discovery habits, what Im working on next, and so much more. Discovery is a team sport. I did classic web development before there were frameworks back in the ’90s. I hate definition wars.
Many medium to large organizations are adopting agile practices, such as the use of Scrum. Most of these organizations are also using some form of stage-gate for the development of new products. companies using stage-gate, the idea of replacing it with agile is often not warmly embraced. For the more than 80 percent of U.S.
In this talk from #MTP Engage Manchester consultant Itamar Gilad takes us through his GIST (goals, ideas, steps, tasks) framework. He’s now a consultant, speaker and writer. Negative – where launches are so bad they get rolled back. If we take a macro view of this process we see that nothing about it is agile.
I’ve been pair-writing a book with Mark Kilby , From Chaos to Successful Distributed AgileTeams: Collaborate to Deliver. This is both a strength and weakness. It’s a weakness because I might stomp on the other person. We hit a big milestone today: We published the first complete draft today.
On the ANE panel last night, an agile coach asked, “What's my path forward as an agile coach? Focus on business results, not agility per se. Teams might feel pressure from a too-large backlog or too-long roadmap. Not because people are somehow bad, stupid, or wrong. Nobody wants to “be agile.”
It’s all too tempting to fall back onto less skilful habits and become impatient, tense and stressed, say something we regret afterwards, or pass on the pressure to the developmentteam. Additionally, keep an eye on market developments, new trends and technologies, and the competition. Nothing beats meeting real users.
Steve, a software development manager, thought John was a “10x” developer. Was I willing to support and coach the other people in Steve's group to all become “10x” developers? Was I willing to support and coach the other people in Steve's group to all become “10x” developers?
We create these positions to check that the teams don't try to implement something “wrong.” This image, from Agile and Lean Program Management , shows a small-world network. The teams on the upper left have fewer connections. In contrast, the teams on the upper right have more connections. Small-World Network.
Why our industry needs Product Coaches Photo by Jeffrey F Lin on Unsplash Something I’ve observed over the last couple of years has been the rise in product coaching, also referred to as Product Management Consulting or Product Leadership Coaching, among others. For example, just look at this recent job ad from PwC here in Sydney.
It’s understandable that most of us don’t make time for personal development. Who wants to spend time after a hard day of work learning and developing when they could be kicking back with a beer and watching The Crown? A few months ago, I introduced a concept I have developed called the PM, or Product, Quadrants.
How AI captures customer needs that human product managers miss Watch on YouTube TLDR In my recent conversation with Carmel Dibner from Applied Marketing Science, we explored how artificial intelligence is transforming Voice of the Customer (VOC) research for product teams. However, these early efforts faced significant limitations.
Which levers does your team need to manage risk in your project? And, teams can combine any of these options in their own iterative and incremental lifecycle. Isn't every iterative and incremental approach an agile approach? We often hear agile approaches are a mindset. The team delivers an increment of completed work.
Shoot bad ideas down early: “ That’s a great idea, but it doesn’t align to the outcomes of this product, so I am not putting it on the backlog at this time”. It’s simply not good enough to just feel or think that something is a good or a bad idea. Bullet dodged! Justify Your Position. Don’t go rogue! Don’t Play Games, get Stuck in.
A topic that’s come up several times recently in my product leader coaching sessions: how much to delegate to the (individual contributor) product managers on our teams – including different ways of building product skills and balancing personal empowerment against good results.
Processes have to serve the development of the product. No separate QA team. In this sort of environment, the processes have to serve the development of the product, rather than the product developing out of predetermined processes. Instead, processes must be agile. No estimations. Initially, I felt overwhelmed.
Poor questions yield little value. ?? Competitive analysis: “Blue ocean” (Kim, Mauborgne) Don’t get stuck into consulting matrixes. Build a community: “rosie.land” (Rosie Sherry) Until your product is ready you want your product team to engage with potential users in a valuable way. For that you can start your community.
Users can bounce because of multiple reasons such as poor design or poor content and/or product messaging. Rafayel Mkrtchyan is a product management consultant who helps companies improve their product discovery and delivery processes. If you enjoyed this article, please hit that clap button to help others find it.
Want to advance your career in mobile product management or find top talent for your team? You will collaborate with engineering, design, and business teams to deliver cutting-edge mobile solutions that improve efficiency, user adoption , and overall product performance. Who would be a BAD fit for this job?
Realising it would be safer to diversify, he’s gone on to spend the last 30-plus years working with more than 90 organisations across the world in interim leadership roles and consulting. Occasionally, I run into a CEO who had a really bad childhood. Occasionally, I run into a CEO who had a really bad childhood.
The rollercoaster ride that is product development is inherently chaotic and ever-changing. Sure, there are semi-quantitative ways of estimating uncertainty for each assumption (for example, the RICE framework for prioritization), but as with many things in product development, these are guess-based models that help us to compare options.
Developer to Consultant to Product Manager If you asked me 5 years ago, I didn’t even know what Product Management was. I started off my journey as a UI developer at PayPal Engineering Singapore. These roles gave me opportunities helped me gain exposure on how to develop web applications for users.
Adopting Agile sounds as simple as taking the SCRUM master certification tests and pushing them down the framework to a team of developers. Usually, we find that the challenge of becoming agile is way larger than most companies like to admit. The results were less than impressive, to say the least.
I’ve asked friends who do the job at social events and got the same answer, and frequently asked members of my own teams, who struggled to find the time to do it. To compensate, I’ve seen UX researchers & designers pick up the mantle a lot more, and the design teams have really leaned into this space.
Over the last three decades, across 10 full-time jobs and 150 consulting clients, I’ve headed up product teams 18 times (mostly as interim VP ) and helped another dozen companies choose their Head of Product. When searching for a VP Engineering, they want someone who’s built a lot of software and managed developmentteams.
“How World-Class Product Teams Are Winning in the AI Era” is one of the talks at this year’s Product Drive Summit. Delivered by Carlos Gonzalez de Villaumbrosia, it tackles the challenges and opportunities AI-revolution poses for product teams. AI enables product teams to achieve more with fewer resources. Think about Agile.
Meta is looking for an Operations leader to join the Product Data Operations (PDO) team. As a Manager on the PDO GenAI team, you will be responsible for managing a team of Project Managers to supply product teams with critical data and data labeling for Meta’s GenAI products. Who would be a BAD fit for this job?
That was the key question I posed in my Agile Cincinnati keynote recently. It thwarts organizations efforts to scale agile product development. Everyone in your product development ecosystem should have a shared, consistent, and coherent answer to the fundamental question, “What is your product?”
Let’s call it the software development deli counter problem. Likewise, sales and business developmentteams (especially in enterprise companies) are hired and paid and rewarded for bringing in large deals. Which takes us to this chain of reasoning: “I don’t remember what’s in the development pipeline.”
The Scribe Product Owner A scribe is like a really poor waiter in a restaurant. A scribe just takes your order regardless, of whether it’s a good or a bad idea, they don’t add any value. A coping strategy is if you are a proxy or a scribe or even a business representative, become a developer on the team.
Can the executive team? Are But for calendars, the scarce resource is time rather than development capacity. Just A Quick-and-Dirty Tabulation with Optional Color Coding Applying some Agile 101, it’s handy to understand a problem before we start fixing things. Perhaps
You might feel weak. Or, you might worry your colleagues see you as weak or incompetent. Many of us know what that feels like as a technical team member. Don, a CIO, attempted to “install” a common agile framework. The teams didn't change how they worked. The teams are doing okay with this framework.
If you work alongside Bristol-based product strategy and UX consultant Joe Leech then chances are you’ll also work alongside his dog Little Dude. Joe coaches and mentors product teams, supporting them to make good decisions and good user-centred design choices. At the moment, one is in the US, two are in London, and one is in Cardiff.
This series is about helping a team create a less brittle environment—more resilience. Neither did the team. In this case, the project team had no automated tests. The team called the product people “product owners.” Neither did the developers. These developers had no built-in feedback mechanisms.
We’re just terrible at writing them; and, still, the development group wants more detail—and more and more and more. And developers have to make sense of the requirements. Developers then complain, “Don’t tell me how to do my job,” because the requirement now explains how the feature should be implemented. And they’re right.
That part discusses why managers see agile coaches and Scrum Masters as staff positions, not line jobs. I assume you have some sort of functional product development expertise. If not, why are you in technical product development? This post is about your deep domain expertise, first in product, then in agility.
For years, managers have been trying to find ways to make software product development faster and easier. “Agile” as a way to do much more work in much less time. (NO! AI to take the place of humans in product development. And I don't want to return to the bad old days—I much prefer where we are now.
Learn about delta testing Resources By Type ïª Blog ï Ebooks & Guides ï¬ Events & Webinars ï Case Studies ï Podcast ï Community Featured Content The Definitive Guide to Delta Testing What is delta testing and how are tech leaders using it to deliver customer insights throughout agiledevelopment?
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