I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This bit is about the benefits of open and transparent data.
I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This bit is about how UK government digital services gather and use evidence.
I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This bit is about why we can’t help jumping to conclusions.
I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This bit is about expensive and risky assumptions (and why you should check them).
I was recently asked this question:
How would you recommend working with organisations who are used to a traditional / waterfall approach, transition towards agile / iterative development?
Here’s my response:
I was recently asked this question:
Can you make suggestions of how best to distil users’ wish lists of requirements/outcomes to a core handful that will encompass most people’s problems?
Here’s my answer:
Government digital teams have a way to ensure their digital services and products are created in the right way.
I’m currently working to improve my public speaking, and I recently gave a talk on Digital Justice at Product Management Festival in Zurich.
If you were to inherit a large product portfolio, some of which hadn’t been updated in years, how would you prioritise which ones to work on? This article explains how.
Remember how jarring change can be for people and actively work to soften the impact for them.
