Do Infrastructure Teams Need Product Management?

Many infrastructure development teams don’t have a product manager. That forces an architect or senior developer to manage a range of responsibilities they are not best equipped to handle: settling conflicting business priorities; internally “selling” the value of architecture; tying technical decisions to business metrics; making connections between software and end user joy.

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Visual Notes from Pitney Bowes Product Management Summit

Visual notes from Rich’s keynotes at Pitney Bowes Product Management Summit. Talks were on “Common SAAS Pitfalls, and How to Avoid Them” and “Building Better Business Cases.”

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Dublin Workshop: Managing Stakeholders and Priorities

This interactive workshop with Rich Mironov will help product managers improve their understanding and skills for working with stakeholders, cross-functional teams, executives, and customers. We will frame the main challenges forproduct managers, then look at specific tools/techniques to drive decisions/strategies.

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TPMS Podcast: Best Prioritization Approach?

Allan Neill’s Product Management Show podcast episode 43 lets me humorously debate Steve Johnson about whether we can prioritize out backlogs with an algorithm or not.

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Your Audience’s Real Roadmap Questions

Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas.

What are the questions that various groups really want to ask, and how does that shape our roadmap conversations?

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The Software Development Deli Counter

The revenue side of the house often believes that incremental budgets – or major deals – all that it takes to add new items at the top of the development queue. Like ordering a custom-built sandwich at the deli counter…

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Enhancement Requests are Personal and Political, Not Just Analytical

As data-driven product managers, we’d like to pretend that incoming technical requests are simply transactional. In the real world, though, real people and real agendas are involved. And that means there’s a personal and political context to consider when prioritizing demands on our already-overloaded development organization.

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6 Lessons for Non-Development Executives at Agile Software Companies

In many conversations over the last few months, I’ve see executive teams grappling with the positive effects of agile software development on their non-development processes and organizations. If you’re a VP of Marketing or Sales or Finance or Operations or Support at an agile software company, or one that is becoming more agile, improvements in how we build software will be shaping how you think about the software business and non-engineering departments. Here’s a short list of items that you need to consider in the face of increasing agility.

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