Most agile improvement is focused on development teams, but most product failures happen before the first developer is assigned; before the first user story is written. How do we apply good validation, portfolio strategy and executive-level organizational thinking to building the RIGHT products?
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?
Conway’s Law is an old but useful idea: the organizational structure of software teams shows in their code. The technical architecture grows to look like the org chart. In broader terms, how we group people and delineate teams has a real impact on the products we produce. How does this apply to product management teams?
I was thrilled to speak at this year’s Product Management Festival in Zürich, Sept 17-18. My short talk included excerpts of recent material on scaling agile product organizations, and the organizers graciously included me in panel discussions on the future of product management and scaling up PM teams
Rich Mironov joined SV-Forum’s Engineering Leadership SIG on August 21st to talk about tech product management, engineering symptoms that may be tied to product teams, and organizational challenges of building great products.
Agile/Scrum, Lean Startup, LeanUX, business model canvasses and growth hacking have expanded our range of tools, methodologies and vocabularies. They don’t specifically call out product management, though. So are product managers obsolete?