with Rich Mironov
Organizations are complex and change is hard. There is no one-size-fits-all organization, especially not in a time of crisis. As product leaders, we must understand our own situations and demonstrate that our product management expertise is valuable.
The jump from being a Product Manager to overseeing Product Managers/Owners is a big one. What’s in a Product Leader role, how do we design good product organizations, and how do we work across the organization to get good product work done?
Many of us have spent the first few weeks of this crisis focused on (worried about) our people, our teams, and the economic impact of COVID-19. But now we are shifting attention to changed priorities and product plans
What: Product404’s podcast, hosted by Kent Keirsey Recorded: 14 April 2020 Length: 46 minutes _______________ Product404 is an Atlanta-based product community, normally hosting in-person events. Kent Keirsey is turning this into a podcast series (for now). Kent and I talked at length about product leadership; smokejumping into companies; moving up the career ladder; helping those who need it (in the current COVID-19 crisis and more generally); paying it forward; and what product management interviewing feels like on the other side of the desk. Give a listen.
Most agile conversations are about morale, velocity (aka throughput), quality, predictability, and team dynamics. But we rarely address actual customer/user vale or business outcomes — instead hiding behind story points or vanity internal value metrics. This discussion will be about how strong product management bridges the outward customer/market view and inward development view.
The ProductTank Dublin team has shifted this to a real-time virtual discussion. We’ll be talking about developer critiques of user stories as a way to understand unclear feedback and tailoring agile processes to each team’s local needs. What does my team really want vs. what they ask for?
In this podcast with Jay Stansell, we note that company executives often have very different perceptions of customer needs than the product management team. How do we understand this, sympathize, yet still bring balance evidence into C-level conversations?
Product leadership workshops in Toronto and Kitchener workshops co-led with Saeed Khan. We’ll look at organizational structures, leadership roles, portfolio-level prioritization, mentoring, and other product leadership challenges. A very full day of learning, sharing, collaborative problem-solving.