Products are developed, provided, and enhanced by people, and effectively leading them is crucial to achieve product success. But leading stakeholders and development teams is hard: It requires product managers and product owners to overcome six leadership challenges that range from lacking transactional power to guiding self-organising teams. This article—which is based on my new book “How to Lead in Product Management”—discusses the six challenges and offers practical tips for overcoming them.
As its name suggests, the sprint planning meeting sets up the sprint and establishes what can be done. While it’s an important meeting, I find that some product owners struggle with it. The following tips help you reflect on how you use the meeting and discover how you can get the most out of it.
Product owners can take on too many responsibilities, become too tactical and inward-focused, and lose sight of their main job: maximising the value a product creates. Instead of managing the team or establishing the right process, product owner should manage the product and exercise product leadership, as I explain in this article.
The sprint review meeting is maybe the most important Scrum event for product people—it helps you collect feedback and make the right product decisions thereby increasing the chances of creating a successful product. But I find that product owners are not always clear on who should attend the meeting, how it should be run, and how to collect the relevant feedback. This article answers these questions and shares my tips for getting the most out of the sprint review.
The development team is a key partner for every product manager and product owner: the team designs and builds the actual product. But it’s not always easy to effectively guide and work with the team. This post shares eight tips to make your collaboration with the development team even more effective, thereby increasing the chances of creating a successful product.
The sprint retrospective is the key mechanism in Scrum to improve the way people work. Some product owners believe though that they should not attend the meeting, and if they do then only as guests and not as active participants. But the retrospective does not only benefit the development team and the ScrumMaster; it is also an opportunity for the product owner to learn and improve, as this post explains.
The product owner and the Scrum Master are two separate agile roles that complement each other. To do a great job, product owners need a strong Scrum Master at their side. Unfortunately, I find that there is often a lack of Scrum Masters who can support the product owner. Sometimes there is confusion between the roles, or there is no Scrum Master at all. This post explains the differences between the two roles, what product owners should expect from their Scrum Master, and what the Scrum Masters are likely to expect from them.
This blog post provides a tongue-in-cheek collection of common product creation mistakes. Combined they are a recipe for certain failure and provide a lesson in how not to develop products. Sadly, they are not made-up but based on my experience working with different companies and teams. I hope that listing the mistakes helps you avoid them thereby increasing your chances of developing a successful product.