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.
Restructuring product management teams is challenging: there’s no universal “best practice” or generic org chart, and people issues are the tough ones. We step through two examples of redefining what product folks do…
My team says that my stories are too short, insufficient. Except when they say I’m long-winded, overspecifying HOW instead of WHAT. What’s really happening? Thoughts on engaging with our teams to unpack issues and work better together.
An April 4th talk at Cisco: “Product Managers, Product Owners, and Scalable Models for Agile Product Teams.” On large, multi-team commercial products, what skills do various product owners need? How do we connect that back to product-level strategy and priorities?
Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for revenue (commercial) software? And why do revenue software companies hire product managers, when agile development teams are looking for product owners?