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5 Strategies for Success in Product Management

Tom Spencer

In the competitive, fast-paced, and ever-evolving landscape of technology and business, the role of a product manager is pivotal. A great product manager is not just a project coordinator, they are visionaries, strategists, and leaders. As such, effective communication is the backbone of successful product management.

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Encourage Lateral and Vertical Movement in an Agile a Career Ladder, Part 3

Johanna Rothman

That often creates a problem: great technical people become insufficient managers. Let's not blame these people—many of them didn't want to become managers However, if people want more responsibility, the career ladder often forces people into management. Note that the Senior engineer might influence the entire team.

Agile 95
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Epicflow Updates: Managing Teams and Dividing Project Work into Phases

Epicflow

This time, we’ve prepared updates that will prove useful for those who work in an Agile environment, use Jira + Epicflow integration as well as those dealing with manufacturing, machine building, and other complex phased projects. back-end and front-end developers, QA engineers, etc.).

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Unemployed Agilists: How to Increase Your Value to Get a Great Job, Part 3

Johanna Rothman

That's why Part 1 of this series discusses your value and what managers want and need. That part discusses why managers see agile coaches and Scrum Masters as staff positions, not line jobs. I assume you have some sort of functional product development expertise. If not, why are you in technical product development?

Agile 81
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Managers Make the Real Product Quality Decisions

Johanna Rothman

In a conversation about product quality, the product owner said, “If the testers found the problems faster, we would be done faster.” That's because product development is a system of work. If you pressure one piece of the system and don't accommodate that pressure elsewhere, you create bad products.

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Costs of an Agile Approach for Hardware Products

Johanna Rothman

I had a conversation with a hardware engineer whose organization got the mandate, “Go agile or bust!” ” They're attempting to manage their technical and schedule risk with two-week iterations. And, they're trying to show finished product , not simulations. You can build the product in minutes or less.

Agile 40
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Designing an Organization for a Product Approach, Part 1

Johanna Rothman

If you’re thinking about an agile transformation, you already know about feature teams. You might even call them/use them as product teams. You might wonder about organizing all the work as product work. The “Typical Product Development Organization” shows the kind of organization I see most often.