Product owners and product managers. Two roles, often done by one person. Together, the product people need to take an organization’s strategy, figure out the appropriate product strategy, and convert that into actionable work for the delivery teams to create the right product. What does the product manager own, and for what is the product owner responsible?
Continue reading Product Owner Manager – Alone Together
Product owners are likely to find themselves alone in the organizational wilderness. Their organizations expect them to connect the towers of long-term strategic planning with the frontiers of great new products. Iterative and incremental development of solutions can bring these two worlds together. There’s always a gap between strategy and execution – and product owners are ideally positioned to help fill that gap.
What we need is a survival guide – a set of principles, tools, and techniques; learned and applied in a two-day “camp” with industry-leading experts in agile product management and product ownership.
Continue reading Product Owner Survival Camp
Last month, Mike Smart of Egress Solutions and I gave a webinar for Pragmatic Marketing on product roadmapping when working in agile environments. We had a great turnout of over 1500 people in the session – with not nearly enough time to answer all of the questions.
One attendee asked, “Please explain how a prioritized list of features is not a roadmap?”
A fantastic question, which we did not see in time to answer during the call.
Continue reading Features do not a Product Roadmap Make
We hear a lot about building products which are “good enough” or “just barely good enough.” How do we know what “good enough” means for our customers? No one really tells us.
Continue reading Good Enough
Your product roadmap is a view of what you are building right now, in the near future, and in the more distant future. Or is your roadmap a view of why you are building whatever you’re building right now, in the near future, and in the more distant future?
Your roadmap is both – but one is more important than the other – and product managers need to be able to view the roadmap both ways.
Continue reading Opposite Views of a Product Roadmap
“Agile” is something most teams do wrong*, without realizing they’re doing it wrong. A good 2×2 matrix acts as a lens, helping to convert information into insight. Let’s apply this lens to agile as applied within a company, and see if it helps people decide to do things differently.
Continue reading Agile Through a Matrix Lens
Agile is not magical. Changing from a waterfall process to an agile process changes how your team works, and helps eliminate inefficiencies. . What makes agile powerful is also makes it dangerous.
Continue reading Agile Cadabra
How can Theodore Levitt’s classic Whole Product approach help with defining a product roadmap? I’ve been revisiting his concepts and their use recently, thinking about how to revise them for some exercises I’ve been doing with product teams.
Continue reading Whole Product Game
Wrapping up the your product failed because you didn’t enable your users to realize value branch of the root causes of product failure, is this article on the context in which your user is using your product. If you ignore your user’s context, they won’t be able to realize the value you provide – or won’t be interested in solving those particular problems at that particular time.
Next up in the series on the root causes of product failure – products that fail because you have ignored the user’s level of experience. The first time someone uses your product, they don’t know anything about it. Did you design your interfaces for new users? After they’ve used it for a while, they get pretty good at using it. How much do you think they like being forced to take baby steps through a guided wizard now?