Most agile improvement is focused at teams, but product failures happen before the first developer is assigned. How do we apply good validation, portfolio strategy and executive-level organizational thinking?
We make day-by-day or story-by-story prioritization choices without noticing the cumulative impact of those choices. But they add up. How can we easily see our implied product priorities?
Sometimes, ad-serving technology serves up exactly the wrong thing. Laugh or cry?
Team-level priorities and backlogs need to be anchored to broader technical and business goals. Here’s how one product leader is getting her various pieces lined up.