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Dealing with an Underperforming Development Team

Roman Pichler

What is Bad Performance? Before I discuss how you can help an underachieving team, let’s briefly explore what good performance looks like, assuming that an agile, Scrum-based process is used. Second, the team participates in continuous discovery and strategizing , and its members regularly help refine the product backlog.

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Ask the Community: How Do You Shift From Functional Teams to Value-Driven Teams?

Product Talk

When an organization shifts from delivery or feature teams to product teams , the first step is often a change to team structure. Delivery and feature teams are often structured by function—front-end teams, back-end teams, mobile teams, etc. These teams can rarely deliver value on their own.

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13 Customer Discovery Questions to Ask for Valuable Insights

Userpilot

What customer discovery questions should product managers ask to accurately identify the unsatisfied needs of potential customers and validate ideas? TL;DR Customer discovery questions enable product teams to better understand customer needs and problems so that they can build products that the potential customer truly needs.

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Build Team Resilience: Shorten Feedback Loops (Part 2)

Johanna Rothman

This series is about helping a team create a less brittle environment—more resilience. This part is about shortening feedback loops. Neither did the team. However, they now had a production support problem that they needed to fix. They had one piece of feedback: the checkin broke “unrelated” code.

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3 Empowerment Levels in Product Management

Roman Pichler

Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, 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]

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Timeline of 20 Common Product Development Activities

The Product Coalition

How long an activity takes can have a huge impact on success or the perception of success when developing products. More often than not, teams are overly optimistic on the timeline that will be required to complete an activity. You can put unnecessary pressure on your team. You can miss targets.

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Two Development Team Configurations I Lobby Against

Mironov Consulting

Product management doesn’t run Engineering; Engineering runs Engineering. And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. But there are some engineering team configurations that I see as problematic.  So