Remove Exercises Remove Software Review Remove Weak Development Team
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Building a Great Product Management Organization

Melissa Perri

Some of these are Fortune 10 software-enabled companies going through digital transformations. I then do various interviews with executives all the way to Product Management team members and surrounding functions. I review strategies and roadmaps. Other Times, it's due to a lack of skill set in product leaders.

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The Product Interview?—?A Technical Exercise

The Product Coalition

A Technical Exercise In this post, I’ll offer my idea of the sort of technical abilities expected from a product manager. My take on it: while I love ex-developer PMs, and find that their teams often execute better, this is by no means a requirement. The Product Interview?—?A

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Should Stakeholders Be on the Product Team?

Roman Pichler

Listen to the audio version of this article: [link] The Core Product Team Product teams come in different shapes and sizes. But all product teams I have seen consisted of the person in charge of the product—the product manager or Scrum product owner —and development team members.

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Applying Proto-Strategy to Product Management

The Product Guy

In my company, we review a living document with our management chain on a quarterly basis to align business direction for the short-term (immediate one to two quarters) to the long-term (two to five years). The challenge to the product managers is to translate these into a more functional plan for our engineering team. First Attempt.

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10 Tips for Creating an Agile Product Roadmap

Roman Pichler

To help you develop your agile product roadmap, I have created a goal-oriented roadmap template called the GO Product Roadmap. I like to use my Product Vision Board to develop a valid product strategy. The best roadmap is worthless if the people required to develop, market, and sell the product don’t buy into it.

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446: Winning at new products – with Bob Cooper, PhD

Product Innovation Educators

Some companies will retreat and cut their spending by cutting bolder long-term innovations, and we saw in the recession around 2010 that was a bad strategy. Show the customer something in the first three weeks of development and repeat every four weeks. It’s a combination of IT software and LEGO blocks.

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How to Make Agile Work in Fast-Growing Startups

The Product Coalition

Fallacy #1: ‘Agile’ Equals More Bang for the Buck If you ask founders and managers of startups why they want to become an agile organization, they typically name reasons such as: Becoming more efficient in software delivery, Delivering faster, Improving the predictability of software deliveries. The exercise works for everyone?—?sales,

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