Strategic product thinking for the scrappy entrepreneur in all of us.
Strategic product thinking for the scrappy entrepreneur in all of us.
The Silicon Valley Product Management Association (SVPMA) celebrated 15 years of in-person social networking for product folks with a series of rapid “Product Management: Then, Now, and in the Future” talks. Here is my lighthearted two-slide talk.
The AgileCamp organizers have generously invited me to kick off the Dallas event with a keynote on unpacking business value. We’ll look at things from “the business side” ahead of a full day of Agile and Lean practices.
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to decide they don’t apply to our special situation…
Software executives and software product managers should focus first on putting the right products into their portfolios — since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
My “bootcamp” presentation at Agile2015 (DC) on agile product management: scope vs. product owner, assorted failure modes, and ways to re-bridge organizational gaps.
Very early stage startups don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous.
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?
Rich joined 50+ members of Agile@Cork for a discussion of product owners, product manages, and why writing/accepting stories isn’t sufficient to drive successful software.
Slides from a Product Camp discussion about what Directors of Product Management do, how a PM might signal interest/demonstrate competence for that role, and who might want it.
