There’s been a lot of good chatter in the PM-osphere about the need for mentoring. If you’re looking for a product management mentor, be clear about your needs and goals. If you can be a mentor, please pitch in.
Complaints about roadmapping processes may really be about the results. If we want more features/releases faster than Engineering will commit to – or can deliver – then no roadmapping process will get us the results that we want.
How do we understand value from the customer’s point of view, not just the vendor? How do we choose pricing units, what portion of value can we capture, and why do we have to do the math/thinking in advance for customers?
Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for revenue (commercial) software? And why do revenue software companies hire product managers, when agile development teams are looking for product owners?
SynerZip and AgileDFW sponsored this webinar:
- What is a product manager, and how does this map to Agile’s product owner role?
- Where do we find/how do we train such folks?
- What about distributed teams?
Executives are often unclear about what a VP of Product Management does, and therefore the skills and experience to look for in candidates. Here are six aspects of the senior product job that tilt toward experience and organizational skills – rather than pure technical brilliance.