The product vision board is a simple yet powerful tool to capture the product vision and the product strategy. Despite its simplicity, effectively using it can be challenging. I have seen many boards over the years that suffered from a number of shortcomings including a poorly defined target group, an unconvincing value proposition, and business goals that weren’t measurable. This article helps you recognise and rectify common product vision board mistakes, thereby maximising the chances of creating an inspiring vision and a winning product strategy.
Whenever you require more than a single development team to progress your product, you have choice: You can organise the teams around features or components. This article explains why this decision matters for product people, and it shares my advice on when feature teams are right for your product and when component teams are better suited.
Nearly 20 years after the publication of the first Scrum book, the product owner role is still riddled with misunderstandings. It’s not uncommon for me to meet someone who refers to her- or himself as a product owner, only to discover that the person owns a feature or the product details but not the entire product. Other times, I meet people who say they are product owners but who manage a whole product portfolio. This article helps you reflect on and improve the way the product owner role is applied at your workplace. It describes six common types of “product” owners. It shows how the roles differ and relate to each other, and it explains how you can effectively apply them.
An empowered development team owns its work, is authorised to make the right decisions, and is able to work independently. Empowered teams are happier, create better products, and allow you, the person in charge of the product, to spend more time on product discovery and strategy. This article shares five tips to help you empower your development teams.
As product people—product managers and product owners—we usually don’t hold any positional power. Unlike a line manager, we cannot reward people by offering a pay rise or bonus, for instance. We cannot tell people what to do either, as the development team members and stakeholders don’t report to us. This puts us in a challenging position: We must lead others to achieve product success but we cannot leverage traditional management instruments. Luckily, there are other power sources you can tap into to boost your leadership, as I explain in this article.
Applying the product owner role can be challenging, as no two products are the same. While products and projects vary, I have found two common ways to employ the role: Asking the customer or a customer proxy such as a product manager to take on the product owner role. This post discusses when which option is more appropriate.