Is it a good thing when product managers are hands-on and use AI to build prototypes and generate code? Will it increase productivity and job satisfaction? Will it deliver better products faster? Or will it result in poorly designed applications full of technical debt that nobody wants and needs?
Is it a good thing when product managers are hands-on and use AI to build prototypes and generate code? Will it increase productivity and job satisfaction? Will it deliver better products faster? Or will it result in poorly designed applications full of technical debt that nobody wants and needs?
The product backlog can be a powerful tool to discover and deliver the right product features. But how can you stock and prioritise it effectively? How can you reduce the size of a large backlog? How to secure stakeholder buy-in? And what backlog mistakes should you avoid? These are some of the product backlog questions that I am frequently asked, and that I answer in this article.
Being empowered can make all the difference in doing a great job. Sadly, not all product people have the authority they need. This observation is hardly new, though, and just wishing for more empowerment isn’t enough. In this article, I explain what empowerment in product management really means. I help you determine how empowered you are, and I share specific tips to increase your empowerment.
Being empowered can make all the difference in doing a great job. Sadly, not all product people have the authority they need. This observation is hardly new, though, and just wishing for more empowerment isn’t enough. In this podcast episode, I explain what empowerment in product management really means. I help you determine how empowered you are, and I share specific tips to increase your empowerment.
Strong product leadership is crucial to offering successful products and enabling product-led growth. Unfortunately, there is disagreement and confusion about what exactly product leadership is and who should exercise it. Is product leadership limited to someone working as a head of product? Or can—and should—others lead in product management too? In this article, I share my advice to help you effectively practise product leadership and become great at leading others.
Strong product leadership is crucial to offering successful products and enabling product-led growth. Unfortunately, there is disagreement and confusion about what exactly product leadership is and who should exercise it. Is product leadership limited to someone working as a head of product? Or can—and should—others lead in product management too? In this podcast episode, I share my advice to help you effectively practise product leadership and and become great at leading others.
When you consider who the important partners for product people are, your thoughts might turn to the stakeholders, development team, and sponsor. But having an effective Scrum Master is crucial when you work with a Scrum-based process. Sadly, many product owners don’t have an effective Scrum Master at their side. More often than not, this causes the individuals to take on some Scrum Master duties like coaching the development team. In this article, I explain why this is a bad idea, why you need a qualified Scrum Master to succeed as a product owner, and what you can do when you lack one.
When you consider who is an important partner for you as the person in charge of the product, your thoughts might turn to the stakeholders and development team members. But having an effective Scrum Master is crucial for product owners, as I explain in this episode.
As the person in charge of the product, you rely on the development team to do a good job. But some teams are held back by performance issues and fail to reliably deliver working software. This article shares my advice on how product people can deal with an underperforming development team and help the group improve.