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Product Roles, Part 6: Shorten Feedback Loops

I started this series discussing the issue of the various product-based roles in an agile organization. I suggested a product value team because one person becomes a bottleneck. One person is unlikely to shepherd the strategy and the tactics for a product. And, batching the product planning in one-quarter chunks doesn’t encourage us to reduce the feedback loop duration. When ...

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Re-imagine your Scrum to firm up your agility

Many of today’s enterprises are hardly fit to play a leading role in today’s world. They are designed on the past-world premises of stability and high predictability, of repetitive work with easily scalable results. They experience profound difficulties having to navigate the predominantly uncertain and unpredictable seas of today’s world. An increase in agility is needed. They adopt Scrum. Rather ...

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Product Roles, Part 5: Component Teams to Create Slices

As I’ve written these product role posts, a number of you have asked about how to use component teams. You might have a security team. Maybe a performance team. Regardless of my desire, you have component teams. You want a more agile approach to manage the interdependencies among the teams. You want to be able to deliver small features more ...

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Product Roles, Part 4: Product Orientation and the Role of Projects

Many people in the agile community promote a product orientation over a project orientation. That’s possible because an organization has product or feature teams. That works until you have more products than teams. That’s when you might still need projects to accomplish everything. If you keep teams together, you can still use projects in a product-oriented organization. More Work Than ...

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How To Effectively Manage a Team of Programmers

The stronger the team, the stronger the business, and it all starts with effective management. Programmers are notoriously difficult to find, screen, and onboard. They are artists. They are ambitious. Whether you have a small or rapidly-expanding team of programmers, chances are you’re going to come across situations that wreak havoc on employee happiness and morale. The popular saying “Employees ...

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10 Scaling Tips for Product People

Managing a growing product can be as rewarding as challenging: Involving more people and teams and scaling up is hardly ever easy. This article shares 10 practical tips to help you effectively scale as the person in charge of a product. 1 Involve the Right People A small group of qualified individuals who have the right skills and motivation can ...

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Product Roles, Part 2: The Product Value Team

In an ideal agile world, the team would work directly with a customer. When you have a small product that serves maybe three types of customer (new, expert, admin for example), and that customer is down the figurative hall, you might not need any product people. You can create short feedback loops with your customer. (See Part 1 for more ...

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