Everyone is talking about product-market fit (PMF) as if it’s a silver bullet to building successful products. It’s not.
The vision statement drives the end goal of the product, aligning stakeholders and roadmaps. The mission statement drives the “how” of the product.
For PMs, the main benefits lie in the process, no pun intended, of creating the visual map and the direct understanding that comes with it.
Effective backlog management can make or break your product. By the same token, misunderstanding your backlog can lead to traps.
The stage-gate process divides projects into different stages with gates (reviews) in between them. Results of the previous phase are presented to stakeholders.
A technical debt register brings transparency and clarity as to what type and how much debt you have and can be used to monitor and review your debt ratio.
As a PM, tracking and managing work via a burndown chart is a shared responsibility with the engineering manager and scrum master of the team.
There are important separations between types of decision-making processes: should this be made by a group or individual? Do you need consensus?
A solid understanding of tech basics is essential for PMs to be successful in the long run.
Review what iterative and incremental development means, weigh the pros and cons, and see how an iterative and incremental development process works in practice by looking at examples.
A contingency plan — also known as a “plan B” or “backup plan” — is used by organizations to effectively respond once a risk occurs.
Despite calling ourselves scrum teams, we often aren’t equipped to learn fast enough. Here are three steps to improve your release management process and set your next deployment up for success.
