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This outcome-focused approach helps teams stay aligned on what truly matters while maintaining the agility to adjust their approach based on real results. For product managers, this means shifting conversations from feature lists and deadlines to measurable impacts and customer value. I asked Ben what reasons he has seen for this.
Scrum is an Agile methodology that can help teams work together more efficiently to develop products. Scrum Rules Scrum rules are the guidelines that the Scrum team must follow to ensure they are following the Scrum framework. It can be used by product managers to develop products in a more agile and collaborative way.
See Create Successful Schedules: Three Tips to Rolling Wave Planning and the series that starts with Alternatives for Agile and Lean Roadmapping: Part 1, Think in Feature Sets. The post Middle Management Guideline: Only Plan for as Long As Your Management Can Commit appeared first on Johanna Rothman, Management Consultant.
When I talk about roadmaps with younger product leaders, I often hear things like “we don’t need one, we are agile” or “why build a roadmap when things will surely change”. The roadmap sets the strategic direction of the company, and when built right it also doesn’t have to change that frequently, despite your agility. It is a map.
At ProductTank London, Lean & Agile Enterprise Coach Debbie Wren shares insights into successfully scaling autonomous teams. It’s so easy to take the innovation and enjoyment of the job away from people by wrapping them up in guidelines about how to deploy the skill they’ve spent their whole lives learning. Her key takeaway?
Agile at Scale, or Scaled Agile, is all the rage! When and who should implement Scaled Agile? Scaled Agile is a way for organizations with many teams to plan, coordinate, and track work on large initiatives. In this blog post, we’ll review why, when, and how organizations should consider adopting Scaled Agile.
Now, these same managers want business agility. The more we remove, the more agility or improvement we might see. As the teams used agile approaches, they requested more and more frequent deployments. What about guidelines? A lot of the friction we see is anti-agility. Now, the teams have a reasonable constraint.
It just so happens that I include tons of immediately actionable guidelines in my articles on this site. You can use the list of points in this article as a guideline for your questions. Many executives have a hard time understanding “agile” (actually, many people at all levels of the organization do).
My agile transformation clients struggle with this big question: How do we effectively reward managers? The more the organization wants or needs an agile transformation, the less the current reward structure works. Cindy wants this agile transformation to succeed. Agile Transformation Requires Management Collaboration.
When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. That's why an agile approach with deliverables every day or week doesn't fit with some kinds of projects, such as events. Agile teams need to be able to experiment quickly, finishing stories relatively fast.
This might be your Scrum Master or an agile coach. Ground rules are guidelines that foster a collaborative mindset, encourage participation, and help the participants treat each other respectfully. I therefore recommend using a dedicated, skilled facilitator. Introduce ground rules and remind the participants to follow them.
Learn more about typical anti-patterns and signs that an organization is causing a toxic team culture, impeding its efforts to become agile. ?? Join the 25th Hands-on Agile meetup on August 20, 2020, to explore the virtual Ecocycle Planning. Then sign up for the Food for Agile Thought newsletter and join 26k other subscribers.
Just as the standardisation of brands through corporate brand guidelines once signalled the end of exploration in advertising agencies, the standardisation of user interfaces through unified patterns and design systems now marks a similar trend in digital product design.
I started asking if you actually need an agile approach in Part 1 and noted the 4 big problems I see. Part 2 was why we need managers in an agile transformation. Part 4 was about how “Agile” is meaningless and “agile” is an adjective that needs to be applied to something. That would be resilient.
In the past few years, I have had a lot of people come up to me and ask about Product Management (lean, agile, waterfall, whatever) and what makes a "good" Product Manager. If you hate the term manifesto, you can call it "Lean Product Management Guidelines" or "Those things that we should probably value but we're not."
Remote Agile (Part 5): Retrospectives with Distributed Teams TL; DR: A Remote Retrospective with a Distributed Team We started this series on remote agile with looking into practices and tools, followed by exploring virtual Liberating Structures, how to master Zoom as well as common remote agile anti-patterns.
Jesus emphasises the importance of establishing clear brand guidelines, in particular around voice and tone, with colleagues across departments. As product managers, you need to be able to make agile choices about product and be confident you are staying on message.
OK, everybody knows Agile is one of the best product methodologies out there. Well, for those who are unsure about what Agile Product Development means, this post will refresh their memory first. Indeed, it has been a while since Agile was first popularized by a manifesto from product developers. Well, the answer is, it depends.
Increase Autonomy and Safety through a Team Norms session When forming a team, a common activity is to have a session to create team guidelines about working together. The guidelines express how the team wants to work together. In short, team norms are guidelines for team member relationships.
When I first attended Scrummaster training, I went in wide-eyed and excited to learn all of the secrets behind this amazing “new” agile project-management strategy called Scrum. It got so bad that the CEO outlawed Agile altogether. It all seemed so perfect… until I went back to my job. That’s when it got bad.
Worse, many of these managers also want business agility. Business agility requires change. As a guideline, I like to review the strategy every 6-12 months. Monthly or bi-monthly to get the most business agility, assuming your teams can deliver at least once a week. How often should your strategy change? Why that often?
Over the past few months I have been working with people in the Lean and Agile community to figure out how we can communicate the benefits of a Lean approach to Product Management. These are a set of guidelines I have used to improve my Product Management practice and help others do the same.
10 guidelines to design high impact experiments. By testing variations of a design or user flow you can learn what your user base is most receptive to, regardless of your brand guidelines. Here are 10 guidelines to design high impact experiments. Part 2 of series on experimentation When should product managers experiment?
What is an agile release train? An Agile Release Train (ART) is a feature of the Scaled Agile Framework (SAFe). The train is made up of multiple agile teams. Principles of an agile release train. Principles of an agile release train. An Agile Release Train works with the SAFe principles and processes.
Pro Tip : Establish an internal AI governance framework with clear guidelines on usage, auditing, and escalation. AI Idea scoring, roadmap optimization Strategic alignment Maze AI-powered prototype testing UX research BuildBetter.ai Tool fatigue : Too many tools = cognitive overload. Privacy risks : Ensure compliance and transparency.
Whether you use a welcome page as the first step in your onboarding experience or to simply highlight your app’s best features, there are a few basic guidelines you can apply for using this page to capture a user’s attention – and keep it long-term. Find out how to help your users reach their "Aha" moment.
Randy shares insights on change management, client engagement, and the importance of establishing clear organizational guidelines. The conversation also covers balancing deadlines with agile practices, navigating client requests, and the key performance indicators for success in services product management.
In fast-moving organizations where agility is essential, the centralized model can become a bottleneck, especially if teams must wait for changes or new components from a central team. You cannot expect a quick reaction to rapid changes in the industry when using this model. Image by Nathan Curtis.
I wrote a blog post about an agile product management frame work that I had put together in order to give guidelines to the product team and help improve the quality and accuracy of the information on the product roadmap, backlog and release plans. Framework For Agile Product Management View more documents from morrisond.
Those are exactly the problems Daniel, Prateek, and I discussed in Aging Fun with Drunk Agile (Video). I have guidelines for me. My Guidelines for the Value of Old Data and Its Effect on Aging. Here are my guidelines: How often do you feel you should review this old data? That time wasn't valuable to me.
While many companies adopt agile and product discovery techniques to better understand their customers faster, it still takes too much time and effort to identify suitable solutions that solve real user problems and also help the business.
I use the guideline: If I can't write large enough on the front of the card to see, my story is too large. Note: In From Chaos to Successful Distributed Agile Teams , Mark and I recommend any other approach than an agile approach if you don't have enough hours of overlap. for ways to use lifecycles other than waterfall or agile.
A professional with a strong grasp of app performance, security, compliance, and platform guidelines. A person who lacks experience leading agile development or working in fast-paced, iterative environments. Experience working iteratively with agile engineering teams. Who would be a BAD fit for this job?
‘s intentions were good: he wanted to set the expectations that product managers should be serious about writing great product requirements, but the measurement he set was way off and contradicted any productive form of agile development. While it’s easy to see why L. ’s
Continuous improvement, like agile development, refers to a different change model reinforcing traditional custom software development literature. Agile development boosts incremental change and continuous improvement in the development and deployment processes. What is continuous improvement ?
Agile, Lean, design thinking, OKRs, etc.) And One More Guideline Specific to Product Teams. For example, with my coaching business, I don’t want to define my target customer as a head of product. That’s too broad. My target customer is a head of product who already understands modern product discovery (i.e. I’m not a missionary.
The content is based on these books: From Chaos to Successful Distributed Agile Teams. Guidelines for interview duration and the interview matrix. We collaborated with LucidMeetings to create this wonderful new class about hiring: How to Discover, Interview, and Hire Amazing Remote People. Hiring Geeks That Fit.
We talk a lot about self-organizing teams when we talk about agility. Because especially agile teams might want to experiment with these practices on a regular basis. Establish guidelines and constraints for the work—if necessary. We might see many changes in behavior, such as self-directed or self-organizing teams.
And while this advice can generally help your team be more agile, it may not apply 100% of the time. In many cases, as was the case with Dropbox, a formalized process actually helped the team be more agile by eliminating several layers of red tape. So, don’t be afraid of all processes.
In the meantime, I’ve been busy blogging… Helping Product Managers Triumph in an Agile World: The SiriusDecisions Agile Engine for Product Management. Product roadmaps are still required in agile. But anyone who says #prodmgmt shouldn't have a roadmap when using agile is just plain wrong. Even in agile.).
In the meantime, I’ve been busy blogging… Helping Product Managers Triumph in an Agile World: The SiriusDecisions Agile Engine for Product Management. Product roadmaps are still required in agile. But anyone who says #prodmgmt shouldn't have a roadmap when using agile is just plain wrong. Even in agile.).
The more we want an agile organization that might be able to bounce forward , the more we need to create an environment of thinking and trust. We do need guidelines and constraints for our work. And, the more business agility we want, the fewer constraints we need. However, too often, policies create rigidity, not resilience.
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