Methodology: Agile, Rapid Prototyping, SCRUM, and Beyond
Monday, February 7, 2022
Is your team struggling with unproductive meetings and workshops? Are you unsatisfied with how your team comes together to refine requirements and specify solutions? Have you heard about example mapping and want to know more?
Specifying and delivering software is a process of discovery. No team has ever delivered a valuable product without discovering many things during the development process, but many teams struggle to get good at discovery. Matt Wynne created a technique called example mapping that has helped thousands of teams around the world use examples to reach a shared understanding of the problems that need solved. As a consequence there are fewer misunderstandings, fewer disagreements, and a smoother flow of value delivery.
Learn to unleash innovation with the simple rules of Liberating Structures!
Liberating Structures offer a revolutionary solution to collaboration in groups. Invented by Henri Lipmanowicz and Keith McCandless, Liberating Structures are a set of microstructures that use a handful of simple rules to unleash and involve everyone - no matter the size of the group.
Agile, Scrum, DevOps, Lean, Spotify squads and Scaled Agile were built on high contact team interactions leading to extraordinary performance, then Covid came and disrupted our models of face-to-face interactions. Remote and hybrid models are our present and future.
As a team member, manager, leader, intrapreneur and change evangelist, do you know how to empower remote team communication to capture room intelligence? Or are your remote interactions basic, excruciating and lack results?
Join me as we discover, explore, and experience a world of unexpected
engagement, collaboration and guaranteed high performance team results.
You will learn by doing:
• How to harness microstructures to instantly accelerate remote and hybrid team collaboration and trust
• Experience by doing unique and foolproof practices to enhance remote participation among individuals and teams
• Synthesize simple collaboration tools to influence in real-time high-performance team interactions
The Agile Manifesto turned 20 this year, and while many of the core tenants are still applicable, the world has changed considerably in the last two decades. What would the Agile Manifesto look like if it was written today and took into consideration our new reality of hybrid working environments? Changes are most definitely needed, as software leaders find themselves still struggling to navigate the murky waters of 21st Century project management to get the most out of their team.
Developers’ complaints with Agile are myriad, but most of them come down to a lack of visibility and ownership. For example, developers can feel that frameworks like Scrum are nothing but bureaucracy, which is the opposite of its intended purpose. Developers can also feel disconnected from the bigger goals of their project, being trapped in an endless list of “to dos” without the time to think thoroughly about the features they’re creating.
As a project manager your most important job is to help your developers spend more time doing the work compared to tracking the work, while giving them the visibility they need to understand their progress. Using real world examples from some of the world’s largest software teams, this technical session will evaluate the new best practices that software development leaders are leveraging in order to get insights into their progress in real time, identify the blockers that are holding their team back, and secure the information they need to ensure they are helping their team to be their best.
PRO WORKSHOP: Building Better Product Culture: Why Extreme Programming (XP) Isn’t Just for EngineersJoin on Hopin
Extreme programming (XP) is a proven method for engineers to produce higher quality code and work better together. But what if I told you XP practices were the key to a better product culture for everyone? Some of the more well known practices of XP are pair programming and Test Driven Development (TDD), but what do they have to do with product management? It turns out that the values, principles, and practices of XP are deeply aligned with a lightweight approach to product management that creates strong, effective, and happy teams. And while these XP practices can be very powerful on their own, when combined with product practices that align around continuous improvement and iteration, the result is greater than the sum of its parts. This is good product culture: deep collaboration between engineering, design, and product to develop better solutions and enjoy the process. There are likely parts of your own practice that fit nicely into an XP-view of product management. Additionally, there are some concrete steps you can start taking today to get some of XP’s benefits by incorporating these practices into your own.
Tuesday, February 8, 2022
This interactive presentation reviews the four distinct schools of thought that have emerged in product management and their impact on the product manager role.
There's no point creating something that no one wants.
Yet, many teams skip doing Product Discovery with customers.
In this session, Jim will present concrete Product Discovery best practices that teams can start using immediately. He’ll focus on how to create quick experiments that drive valuable feedback while being easier to create and easier to analyze.
With these best practices, you’ll feel more confident building prototypes and leading customer interviews so you can make evidence-based decisions. And as you do more Product Discovery, you’ll uncover more customer-inspired innovation.
In this discussion, Michael Fulton, academic director and adjunct professor of Digital topics at The Ohio State University, will discuss the concept of Digital Product Management and how it uniquely defines the intersection between product management and application management in new and powerful ways.
Saying no is hard and is also what makes for good strategy. Saying no is particularly hard when we as product people are expected to build connections, lead through influence, effectively collaborate with teams that we might be saying no to (very) often, and build an amazing product that solves real user problems and achieves concrete business goals.
Product people that always say “yes” end up with monster products that do everything and nothing at the same time. They say “yes” because it is very hard to say no effectively.
If those concerns sound familiar, this talk is for you. Gabrielle will share how you can tame your monster by implementing effective & scalable product strategy. She will send you off with actionable steps so that you can immediately get to work, develop a strategic way to say no, and, most importantly, tame your monster!
Wednesday, February 9, 2022
PRO TALK (ProductWorld): Culture Clash: How to Make Product and Engineering Work Together EffectivelyJoin on Hopin
Product Management and Engineering are most commonly seen as two separate groups with separate and inward-facing measures of effectiveness. When the effectiveness of these teams are not evaluated together, the two groups are typically driven out of alignment with each other and worse, with the rest of the company. Although not commonly practiced, there are better measures of effectiveness that will not only align Product Management with Engineering and align both groups with the rest of the company, but will also aid in alignment among executives and recruiting.
In this talk, we discuss common evaluation metrics of Product Management and of Engineering, why they fail, and propose a better structure that aligns their goals and unites them, as opposed to setting them at odds with each other.
The idea of understanding the collaboration between Product Manager and different stakeholders in the journey of making a product provides some very invaluable real-world insights. Product managers have the notoriously difficult job of bringing design, engineering, and business together to create successful products that customers love. Product Managers of Open Source goods, on the other hand, serve a diverse group of contributors, packagers, committees, and partners, in addition to demanding commercial clients.
We will look at the particular difficulties and opportunities in this talk and understand some of the nuances of Developing and Communication product strategy as a Open Source Product Manager:
1. Product Management Magic with Open Source
2. Collaborate, Innovate and Express
3. The Craft of working with 'X'
4. The Inconvenient Truth About Product
5. Real Life Product Management
We often talk and discuss about product manifests, methodologies to make a product successful. The prima facie points will help us to understand the strategic pillars needed to make a product successful in the realm of Open Source world.
Is agility only for product development? Certainly not! By means of product management being an extension of product development to build a 'whole product', plus for the reasons such as product management being at the cusp of various cross-functions involved in the product delivery- product management perhaps requires to be more agile than any other function. Let us explore in this session 'how', and the 'value' in making product management agile.
Being a high-growth, product-led company in today’s versatile, pandemic-stricken world means you need new organizational structures for rapid innovation so you can meet the demands of the business and still come out on top.
One such trending organization model is the three legged product team owning and driving product strategy, product management and product marketing. Modern SaaS companies must organize product teams in a way that enables continuous value creation and value capture.
When scaling, companies cannot assume the market is in the same state as it was during initial product work. This means companies must continuously adjust product strategies to invest in their next opportunity in shifting markets. Adopting the “three legged” approach to products allows companies to listen to customer needs, innovate new solutions that fit neatly into industry demands, and deliver rich capabilities in a predictable way. This approach is critical to driving continuous improvements in value and, therefore, growth.
What does the ongoing backlog prioritization looks like for platform business model that has users on demand and supply side for example divers and riders on Uber, home owners and renters on Air BnB, etc. This is most tricky and challenging part in platform product management lifecycle. I have touched upon this topic in my book Effective platform product management. I will cover the prioritization techniques, challenges that product managers face and mistakes to avoid while feature prioritization of platform business models.