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Technical Review: A Trusted Look Under the Hood

TechEmpower - Product Management

The explanation from software leadership is often unsatisfying or unclear. The answer is to engage a trusted outside source for a Technical Review – a deep-dive assessment that provides a C-suite perspective. Your reasons for needing a technical review will depend on your business goals. But everyone’s situation is unique.

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Gainsight Continues Its Leadership Position in Customer Reviews

Gainsight

When evaluating customer success software, review platforms such as G2 and TrustRadius can be invaluable resources. G2 Grid Reports are based on thousands of verified reviews and data from actual users, so you can compare multiple vendors based on real feedback. Top Rated Awards are based entirely on reviews and customer sentiment.

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Sprint Review – Make it Much More Than a Demo…

Agile Velocity

In a previous post in our Scrum Assessment Series , we shared some ideas to help catalyze engaging sprint reviews. Here, we take a deeper dive into the topic of awesome Sprint Reviews. The Sprint Review, just like the Retrospective , is an important feedback loop in a Scrum team’s toolbox. Why is the Review so important?

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Calm’s Will Larson on how to build a technical leadership career

Intercom, Inc.

After writing An Elegant Puzzle about the challenges of engineering management in high-growth organizations, his focus shifted to a career path that’s much less understood – the technical leadership track. Solvers tend to be reactive to what leadership is really worried about. What’s the right way to do this in your company?

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How To Create A Powerful Product Experimentation System?

The Product Coalition

A well designed experimentation system allows a company to accelerate growth by creating faster feedback loops and enabling progressive delivery. Allocate time regularly- The only way to get enough ideas to run a high velocity testing system is to set aside time for it. How to prioritize the ideas for maximum business value?

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Leadership Tip 12: Focus on Effectiveness, Not Efficiency

Johanna Rothman

Finally, Charlie agreed to review the project portfolio the following week. He asked Danielle to present at the meeting. At the project portfolio meeting, Danielle said, “We have too many projects underway. Some ideas: Streamlining the build and deploy systems, to reduce lead time. We're too slow at finishing them.

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

Product Talk

Instead, they hand off work from team to team—the back-end engineers design the data model and system architecture, the front-end engineers build the interface elements, the mobile engineers work toward feature parity, etc. Finally, one of the most difficult lessons was, “Old systems die hard,” says Himanshu. Old systems die hard.