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How productmanagers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software productmanagers.
Guest Post by: Alex Hsu (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Addi Regev]. Why do I need a framework? A research conducted by Alpha UX found that 25% of ProductManager surveyed wished for a clearer product roadmap and strategy. But why did I choose this framework? Research article.
How productmanagers can make OKRs drive real results Watch on YouTube TLDR In my recent conversation with Ben Lamorte, the world’s most experienced OKR coach and founder of OKRs.com, we explored how productmanagers and leaders can transform their approach to Objectives and Key Results (OKRs).
Before the advent of agileframeworks like Scrum , a product person—the productmanager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
One of the most challenging questions about productmanagement has been – in my experience – “What is ProductManagement?”. In this post, I share a simple model or framework to answer this question. We’re called “product” managers. We’ll start with a box labeled “Product.” Productmanager =?
I had joined the Infrastructure and Operations ‘tribe’ as an Agile Coach and some of my fondest memories (both personally and professionally) were from working in my Agile Coach ‘chapter’. Read more » The post The PM Competency Framework: Making ProductManagement growth a team effort appeared first on Mind the Product.
How productmanagers can use the Modified Agile for Hardware Development Framework. Many teams have tried adopting Scrum for developing hardware products, not always successfully. Dorian has a deep background in product development, starting in engineering and then moving to business leadership roles.?
“What is the difference between a Product Owner and a ProductManager?”. Let’s look at where these terms and disciplines originated from and how some common frameworks explain them. Honestly, I did very little of what I teach as ProductManagement now either. I liked this name. I’m confused.”
In this talk from #MTP Engage Manchester consultant Itamar Gilad takes us through his GIST (goals, ideas, steps, tasks) framework. Itamar has over 20 years of productmanagement experience working with industry leaders such as Google and Microsoft. If we take a macro view of this process we see that nothing about it is agile.
This sounds like a text-book productmanagement responsibility to me. Nevertheless, the product owner is often regarded as a tactical role focused on managing the product backlog, detailing requirements, and interacting with the development team. Having two different product owner roles makes the confusion worse.
When to use Agile and when to consider other options – for productmanagers. Today we are talking about when to use or not to use Agile for your product projects. Products need to get released quickly and correctly, creating more value for customers. Is Agile the answer? charset=Ascii.
Break down standardised processes for all and everything Well, there’s nothing wrong about a framework, if you know how to handle and adapt it. Break down standardised processes for all and everything Well, there’s nothing wrong about a framework, if you know how to handle and adapt it. So agile and lean are two major keys.
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. We became a so-lala product: So-Lala [zo la la] – German word for so-so or meh. The So-Lala Product epidemic. Companies simply ship too many poor products and features.
For the past eight years, I’ve been working with C-Suite leaders at companies big and small to set up their ProductManagement organizations. At all of them, I start understanding the current state of ProductManagement. I wanted to share with you the framework I use when doing this.
Decision-making is at the heart of productmanagement, yet it remains one of the most challenging aspects of the role. of productmanagers identified competing objectives as a significant challenge, followed closely by insufficient time (50.8%) and lack of role clarity (35.0%). Lets connect and chat about how I can help.
Productside | ProductManagement Courses & Training How WellNest Rebooted Product Strategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a product strategy problem. Thats where the Productside Blueprint comes in.
Strategies for Maintaining Product Vision Without Losing Adaptability Use a structured prioritization framework (e.g., Audience Q&A: Applying These Concepts in Real Scenarios Our audience asked real-world product questions , and our panel shared actionable strategies. Heres a sneak peek: Q: Im new to productmanagement.
Before the advent of agileframeworks like Scrum , a product person—the productmanager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
In the previous article, I discussed in detail about AgileProduct Life Cycle and its different phases and outcomes that allow an organization to function end to end in an agileproduct life cycle. In image 1 I have listed some practices in sticky notes below each of the phases to drive the Agileproduct life cycle.
When you have one team learning Agile, another learning Lean, and yet another learning Design Thinking, how are you supposed to get to alignment? There are so many frameworks and tools to choose from, so how do you make them work in the real world? What is Agile Really About? These can then flow into Agile. What is Lean?
. “Successfully managing complex sales requires a different level of visibility into your deals” To get visibility into large deals, I developed a visual framework – which I call the Agile Arrow – that applies popular project management principles to the work that we do as salespeople.
Highlights from the Roundtable On Enterprise Customer Engagement: Users and buyers often have competing priorities – product teams must treat them as separate voices, not a unified one. Feature requests often distract from deeper needs – the best productmanagers dig until they find the real problem.
Agile is a software development methodology. It’s not a way to do productmanagement. It’s not how you do product marketing or sales. Agile development is a methodology for building software, and it’s a good one! There is, however, one critical part of productmanagement that got lost in the shuffle!
In this part we dive into what you really came here for – productmanagement-specific mental models. Why are productmanagement-related mental models different? The mental models I’m going to talk about share two key characteristics: They are about about products. Who the product is for (the market).
We use UXDAs Digital Experience Branding Framework to help ambitious financial institutions build strong, future-ready digitalbrands. The most successful brands are agile, continuously refining their identity to meet the evolving needs of their customers. How can financial brands meet these expectations? Below, we will tell youhow.
I recently came across the SPICEY framework by YouTube creator and author Nisha Vora. Nisha uses this framework as a way to think about changing your eating habits, but I quickly realized it can apply to continuous discovery habits, too. I see too many teams try to do this perfectly, and then they do nothing.
Product Discovery describes the iterative process of making sure that the right product gets built for the right audience. Continue reading on Product Coalition ».
The productmanager’s path to influence Watch on YouTube TLDR In my recent conversation with Francesca Cortesi, CPO, we explored why the popular phrase “CEO of the product” can be misleading for productmanagers.
Teeba recently joined Lightspeed Commerce as a Senior ProductManager. Teeba shared how she applied continuous discovery ideas and frameworks to her job search. I’ve always been fascinated by the discovery aspect of productmanagement,” says Teeba. “I Why did she take this approach?
Sustainable pace is an important agile principle. The Agile Manifesto defines it in the following way: “The sponsors, developers, and users should be able to maintain a constant pace indefinitely.” But sustainable pace is equally important for you, the person in charge of the product. What is Sustainable Pace? Prioritise.
Listen to the audio version of this article: [link] Introduction To discuss empowerment in productmanagement, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and product strategy, as the model in Figure 1 shows. [1]
A platform owner who manages a platform as a collection of shared software assets. The SAFe product owner who owns the product details. A portfolio owner who manages a group of (related) products. SAFe Product Owner. The agile scaling framework SAFe uses its own product owner role, the SAFe product owner.
As the product owner, then you should own the product on behalf of the company and be empowered to have the final say, particularly if no agreement can be reached. Myth #2: The product owner is a tactical role focused on managing the product backlog. But this would be a mistake.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teams develop successful products. I find that the framework is best suited for products that are affected by a significant amount of uncertainty and change.
The biggest difference between productmanagement and portfolio management is productmanagement focuses specifically on the success of each product whereas portfolio management focuses on the success of the company (the portfolio) in chosen market segments. Here’s a bonus.
ProductManagement Technology If you’re unfamiliar with software development, you may not have heard of Scrum. Scrum is an Agile methodology that can help teams work together more efficiently to develop products. The framework consists of Scrum teams, roles, events, artifacts, and rules. Citations: Schwaber, K.
Fast forward a few weeks to Mind the Product Singapore’s conference, and Jeff Gothelf’s brilliant keynote speech titled Lean, Agile, & Design Thinking: Principles over Process. Like me with my fake mirror checks when I couldn’t have told you the color the car behind me, many productmanagers “perform” agile.
In this keynote from #mtpcon London, Jonny Schneider, Product Strategy and Design Principal at ThoughtWorks, discusses how using all of design thinking, agile, and lean means we can build better products. Key points: You should try to use design thinking, agile and lean when building your products.
Sustainability in Product Development: More Than Just an ESG Initiative Sustainability in productmanagement isnt just about reducing waste. Step-by-step execution strategies From reducing waste in product design to ensuring long-term relevance through modularity and adaptability.
Additionally, the person in charge of the product must have the necessary expertise. It also maximises the chances that everyone involved in managing the product has the same understanding. Last but not least, the product team should include a coach who might be an experienced Scrum Master , agile coach, or product coach.
I believe the future of productmanagement is product thinking. And product coaching is how we get there. I have worked with in product for most of my career. Building products for big corporates, small startups and scale-ups. Just adding more productmanagers, is not the answer.
According to the 2020 State of Agile Report , 95% of organizations say they’ve adopted Agile development methodologies within their team. It’s one of the most widely used and trusted frameworks for the modern technology company. So why do 84% of those respondents feel like they’re not doing Agile the right way?
Matt has worked in product for Bit.ly, various music startups, and now runs his own agency Sudden Compass. He is also the author of ProductManagement in Practice and Agile for Everybody. [.].
Scrum is a popular agileframework. This team consists of a product owner , a Scrum Master , and several developers, which are also known as development team. But what Scrum lacks in my mind, is a way to involve the key stakeholders in strategic product decisions and the product discovery work.
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