The vision statement drives the end goal of the product, aligning stakeholders and roadmaps. The mission statement drives the “how” of the product.

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.

We’ll define what a business case is, help you determine when you need one (and when you don’t), and walk you through a four-step process for writing a business case.

Agile and predictability don’t mix. You could ignore capacity planning altogether and decline to make any promises on output, but that doesn’t always fly in business. This framework helps you focus on creating value.

Gantt charts are not as detrimental to a modern product toolset as some make them seem. Its effectiveness depends on context and who’s using it.

Change management is the process of preparing for and executing a smooth transition or transformation at the organizational level.

Product critiques get an unbiased, honest view of the product from those involved in creating/evolving it and those eager to join the team.

The ever-increasing importance of data in driving product outcomes led to the birth of new data approaches — one of them being data democratization.

Though PMs and engineering managers are separate roles, they work closely more often than any other two roles on a product team.

Great stakeholder management leads to resources, support, and even friendships. Poor stakeholder management might be a nail in the coffin of one’s career.

There are three steps to maximizing the benefits of a cross-functional team: define the purpose, work out the skills you need, and set rules.

Delivering a product presentation doesn’t have to be difficult — it just takes a little preparation. Learn how to create an impactful presentation that aligns stakeholders with your vision.