Your boss wants a commitment. Â You want to offer a prediction. Â Agile, you say, only allows you to estimate and predict – not to commit. Â ”Horse-hockey!” your boss exclaims, “I want one throat to choke, and it will be yours if you don’t make a commitment and meet it.” Â There’s a way to keep yourself off the corporate gallows – estimate, predict, and commit – using agile principles.
This is an article about agile product management and release planning.
Requirements Management – I’m embarking on a journey to help several teams manage their requirements with their existing systems and tools. Â This is the first in a series of articles, where the rubber meets the road. Â I’ll look at both the theory and the realities of what works (and doesn’t) in practice. Â I hope you’ll come along for the ride.
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In last week’s article (and the GrandView webinar) I talked about using models of customer behavior as a method of understanding and investing in your markets. Â One example I used is what I call a trust pyramid – representing how people have different levels of trust in the assertions of others. Â This article explores the idea of the trust pyramid in more detail.
Intellectual Property. Â The legal jargon definition of this term has come to effectively mean “something I’ve patented, copyrighted, or hold as a trade secret.” Â A more general interpretation is “an idea.” Â For product managers, the most valuable ideas are insights.
Thanks everyone for the great conversation in the most recent #prodmgmttalk chat session! Â This week, Roger Cauvin inspired us to think about product managers as innovators – or enablers of innovation. Â Each week, I find myself thinking about at least one of the #prodmgmttalk questions long after the hour is over. Â This week’s thought – organizations prevent product managers from innovating.
These articles are written primarily for business analysts and product managers. Hopefully they are helping you with thinking, doing, and learning. Welcome aboard!
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