Jock Busuttil’s (@jockbu) series “100 Things I’ve Learned” is what he’s learned about product management over the years – usually the hard way.
In the UK government digital teams, you don’t see project managers or even Scrum masters. Why? Because they have delivery managers instead. In this article, I’m going to convince you why you need delivery managers on your teams.
I perhaps naïvely assume that a company’s stated product vision and corporate mission are what the organisation is actively working towards. Disappointingly, this is not always the case.
More often than not, user personas are just a laborious way to decorate the walls. Are you making these common mistakes?
Building or changing a product culture in your organisation isn’t just about having the right ingredients, it’s about knowing how to combine them successfully.
‘Show the thing’ sessions encourage a culture of openness, of sharing information. They create opportunities for peers to learn from each other, thus multiplying the value of the thing created or learned that someone shows.
Product managers often struggle to keep on top of their product roadmap. I recently gave this talk on the secrets of meaningful product roadmaps at Landing Festival Berlin to explain where people often get lost.
What does it mean to be a good product manager in 2018? It’s not just about being agile and creating products users need – we need to be more human.
“Agile” is a term that has been abused by organisations to such an extent that its original meaning is all but forgotten. Here’s a reminder of what it should mean.
A real-life case study for measuring the performance of a team of product managers, with examples to download
In addition to the ‘soft’ skills I discussed in the last post, a good product manager also needs ‘hard’ skills (product management techniques). Read on for my list of the 16 most important technical skills a product manager needs.