This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
In this edition of Productside Stories , we dig into Brians 30-year legacy of building, integrating, and supercharging product portfolios across healthcare, software, media, and government. The pivot to customer list acquisition worked out eventually, but only because they discovered the real story during diligence, not after.
How product managers 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 product managers. Why study the 19 key activities of software product managers?
The same is true in software. In this battle, I’ve found a secret weapon hidden within one of our core engineering strategies, an idea called Run Less Software. As well as being a critical philosophy behind how we build software, it also represents how I feel about the software industry and technology in general.
Gone are the times when the sketch on a napkin from your lunch was enough to secure your company Series A funding. In the current economy… Continue reading on Product Coalition ».
Speaker: Roy Osherove, Technology and Leadership Consultant
As a senior software leader, you spend much of your time trying to optimize your team's performance – from increasing delivery rate and velocity to reducing defect rates and waste. To do this, you've learned a wide variety of techniques and methodologies - SCRUM, Kanban, TDD, DevOps, self-organized teams, and much more.
We’d like to share some insights from what we’ve learned so far about software delivery and operations over the past few weeks of working from home during COVID-19 , and how we as an engineering team have adjusted to this unprecedented, unpredictable situation.
Three Types of Leadership. Each role provides a distinct type of leadership. Providing the right product leadership is demanding; it requires a specific skills set and usually your full attention as the person in charge of the product. As the product owner, you lead the product and are responsible for its overall success.
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. And it’s really thinking about the quality of the code in that area. But the work is still there, it still needs to happen.
Now a trainer, Discovery and Leadership consultant, he’s spoken at Mind the Product Engage (Hamburg and Manchester), the Business of Software, Turing Festival, a number of ProductTanks (London, Zurich, Manchester, Birmingham, Bristol, Oxford, and Brighton… so far!) Email sponsor@mindtheproduct.com for more information.
Speaker: Mickey Mantle, Founder and CEO at Wanderful Interactive Storybooks | Ron Lichty, Consultant: Interim VP Engineering, Author, Ron Lichty Consulting, Inc.
In order to be successful at delivering software, organizations need to become data-driven. Teams and their leadership need to leverage data to achieve better customer outcomes. Data-driven performance reviews help to align employee goals and team goals with company goals. How data-driven performance reviews do that.
Case Study: Improving Data-Driven Decision Making for CSR Leadership Civian is a data-driven platform designed to help businesses measure, optimize, and showcase the social and economic impact of their investments in communities. By creating an Affinity Map out of our findings, we were able to group common themes together.
Step 1: Preparation (3-5 weeks) The preparation step is a foundational effort where a lot of the groundwork and duediligence is done to inform the strategy selection process. Leadership interviews: This is a critical input to the process and is often forgotten or skipped for various reasons.
While the role still requires strong leadership skills, the most successful product managers approach their work differently than what the “CEO of the product” phrase might suggest. As we’ll explore in this article, effective product management requires a unique blend of skills that goes beyond traditional leadership models.
After every discussion with customers, sales, service, leadership and my colleagues, I was left with a laundry list of problems that needed my attention. On another occasion, I started a business review discussion by explaining the customer profile, sharing the problems faced by customer and why I was focusing on those problems.
This individual leads the product team, not by being the boss but by exercising emergent leadership. This aligns everyone and ensures that the various deliverables and outputs—for instance, the source code, the end-user documentation, the marketing collateral, and the training materials—fit together.
Some of these are Fortune 10 software-enabled companies going through digital transformations. I review strategies and roadmaps. At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are.
A development team does a good job if the following three conditions are fulfilled: First, the group reliably meets the agreed sprint goals and delivers product increments that offer a great user experience and exhibit the desired software quality. Third, the team observes sustainable pace. But this would be wrong.
Many CEOs of software-enabled businesses call us with a similar concern: Are we getting the right results from our software team? We hear them explain that their current software development is expensive, deliveries are rarely on time, and random bugs appear. What does a business leader do in this situation?
Yes, the code that you write and the systems that you build are major contributing factors to the success and growth of a business. New interviewers should start off with sessions that involve less ambiguity like pairing or reviewing take home tests in order to become familiar with process. Who reviews my code?” “How
This sort of hand-waving has been most prevalent in software companies, where the supposed price of strategy missteps is seen as low. However, this is a naïve analysis that overlooks lost market share due to poor strategic thinking, or the demoralizing effect on engineers having to repeatedly rewrite code because of poor product-market fit.
The Three Pillars of Leadership: Know, Do, Be Effective product managers are more than just idea generators or task managers. To excel in this leadership role, focus on these three key areas: Know: Develop a comprehensive understanding of your product, market, and team dynamics. They are leaders who inspire and guide their teams.
Maybe you have already experienced large meetings with a lot of people who are considered stakeholders which results in managing complex communications due to the number attendees (20-25+). People working on the project: People who are working hands-on in the project such as a software developer, product manager, QA testers or technicians.
The quality of the code suffered while features were delayed. In my situation, I was limited to lead effectively due to the physical gap. This takes time away from reviewing more stories during the hour-long session. He honed his leadership skills during his participation in the program. About Cornell Pineda.
One of my reviewers for the Modern Management Made Easy books asked a fascinating question: I've never seen this many women in management or in senior leadership positions. Up until the mid-80s, many of the software engineering jobs were for special-purpose machines or applications. The idea of a codereview or a design review?
Writing off the entire profession due to isolated failures is as illogical as declaring “engineers are unnecessary” because of poorly written code. A misaligned or underperforming PM can create significant frustration, but the solution lies in improving hiring, training, and role clarity—not removing PMs altogether.
Before founding Viable, he held senior leadership roles in engineering, technology, and product. That report goes to the top-level leadership. Before founding Viable, he held senior leadership roles in engineering, technology, and product. This is a very manual process, so few teams decide to do the work. [4:22]
I’ve yet to come across a software leader who isn’t. In the past, most measurements focused on activity—like lines of code, number of commits, story points shipped—which don’t tell a complete story about performance. The time to first review was about 60 minutes. Are these calculations perfect?
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). No formal stakeholder review as this is meant to be the first version that will undergo many iterations and refinements.
These might be end-user-facing or internal ones like a software platform, for instance; they might directly generate revenue or support commercial offerings. Part of this process should be regular portfolio strategy reviews. 1] Product Portfolio, Product Family, and Product Line—What’s the Difference?
The adoption of Agile has helped us deliver iterative chunks of code rather than waiting for the big reveal at the end of a long project. Continuous integration reduces the risk of large code conflicts that used to take days or sometimes weeks of testing to resolve. First, it doesn’t feel like real work—only writing code is real work.
Remember: Collaboration requires leadership. If your goal is to acquire customers, for example, then ask yourself how many new customers should be acquired; or if your goal is to reduce technical debt, determine how much of the bad code should be removed or rewritten. 10 Regularly Review and Adjust the Roadmap.
These include product strategy and roadmapping meetings , which usually take place bi-monthly or quarterly, and tactical product meetings, for example, sprint review meetings. For example, some might believe that due to their seniority, they should have the final say on important decisions.
Now more than ever, performance reviews provide an important opportunity to launch candid conversations about future goals. By sharing the written review ahead of time, managers can set the foundation for positive communication. And somehow, so do performance reviews. Self reviews are a common component in performance reviews.
Almost every software company today has some kind of incident response process to help them navigate major service outages. For example, a relatively common type of incident might be a brief outage of Intercom due to a database failover. Communication : When needed, communication with customers, support, sales and leadership can occur.
And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. " Code creators own quality.* In the enterprise software space, every of our customers and execs will always have another dozen unmet needs, amplified by our enterprise sales teams. It’s
Jordan has enterprise Software-as-a-Service experience within the facilities management, legal and pharmaceutical verticals, having most recently worked at ServiceChannel, Epiq Systems and Medidata Solutions. She is a University of Melbourne Asialink Leadership Fellow and Asia Education Foundation Literacy Ambassador.
How product mangers can improve collaboration in cross-functional teams Today we are talking with Maziar Adl, the co-founder and CTO of Gocious, an organization that creates product roadmap management software. The CPO put together a product board, which met on a regular basis to review the major items coming in.
Everyone speaks a different language, works at a different pace, aims for different goals, and leadership is in the middle trying to understand how best to help. The concept of Agile came out of frustration at the way software was delivered. The goal is creating more software, faster. More code does not equal more value.
Companies like Canva grew by defying industry conventions around complex, professional-focused design software making powerful design tools accessible to everyday users and businesses. Every meeting becomes a performance review rather than a space for creative problem-solving. and pursue the answers.
Her passion is derived from igniting vision, commitment, innovation, and trust in leadership, development, and marketing teams. ?WATCH We cannot be successful without somebody coding or building a product. I’m not saying you need to code, but it’s really important from a product perspective that you understand technology.
Jordan has enterprise Software-as-a-Service experience within the facilities management, legal and pharmaceutical verticals, having most recently worked at ServiceChannel, Epiq Systems and Medidata Solutions. She is a University of Melbourne Asialink Leadership Fellow and Asia Education Foundation Literacy Ambassador.
Now a trainer, Discovery and Leadership consultant, he’s spoken at Mind the Product Engage (Hamburg and Manchester), the Business of Software, Turing Festival, a number of ProductTanks (London, Zurich, Manchester, Birmingham, Bristol, Oxford, and Brighton… so far!) Email sponsor@mindtheproduct.com for more information.
This includes laptops, tablets, phones, and software tools; but it may also include having access to a kitchen and a coffee machine. This includes sprint planning , Daily Scrum , sprint review , and sprint retrospective , as well as product strategy and product roadmap workshops. Meetings : Prepare and facilitate meetings.
At times, product professionals fail to realize the similarities and differences between thought leadership vs people leadership. Professionals may decide to pursue a leadership position to lead a team and guide them towards primary objectives and milestones. The Start of Thought Leadership. Product management is complex.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content