17

The PO is the owner of the product, but that doesn't mean they can do watever they want with the product. At the end of the day, they represent the needs and the wants of all stakeholders. Inevitably, you might end up in some situation where the PO has a different vision for the product than some of the stakeholders, but, like reasonable people, the PO and ...


9

State your case, CEO decides, you execute decision like your job depends on it.


6

This is an excellent question and a refreshing change form the typical project management fodder we get here. I am a former coach for Lean Startup Machine and a previous winner of Lean Startup London so I can offer you some guidance. TL;DR If customers do not click on your adverts then it is a target audience problem (Funnel Stage: Discovery) - find a new ...


5

Assuming that you are the Project Manager (otherwise, why would you post this to our site), you have no "right" to disclose this information to your team, since it was told to you in confidence. Your task as PjM is to ensure the project will be in a deliverable state by the "firing deadline" and that everything is well enough documented ...


4

There are two components to A/B Testing. The first is the "why". The second is the "how". I'll start with the "how" first. This is the implementation. This is the technical details that developers should handle. Depending on what exactly you need to test they might need to configure something, make a small change in the code, or make a big change in the ...


4

What you are discussing is a funnel for a customer feedback loop to iterate on your product. The good news is that lots of lean startup advice exists to help and guide you solve this problem. For an in-depth view of The Lean Startup and the measurements and metrics you should track to improve your product you can start with the Eric Reis book, Lean Startup ...


4

CEO's and their yes-men are always going to use the excuse that "the company has larger goals that may not align with what is in the best interest of the customer" to justify their decisions that effectively screw the customer over in favor of the company. But the reality IN REAL LIFE is that most businesses CANNOT continue making these decisions ...


4

What can, and should, a Product Owner / Product Manager do if the CEO has mandated that the team builds something which the Product Owner feels is not in the best interests of the customer? Build a case. Try and find metrics or measures that highlight the flaws in the suggested approach. Aside from presenting a case and aiming to influence the CEO's ...


3

TL;DR This is not an either/or situation. In a successful agile implementation, all parties collaborate on what product to build and how to validate that it's fit for purpose. If instead you're positing a non-collaborative environment where product decisions are set by diktat rather than through active collaboration between the value consumer and the Scrum ...


3

If I've understood you correctly your goal is to have a more steady development experience. Less "drop everything and get X to work". Your problem stems from several factors: Customers are promised your product can do something it cannot You (personally and the company) don't know well enough what requirements are expected You sales people or managers are ...


2

Yes - it's important. Cloud Computing is everywhere; if your projects aren't using it then they will, or at the very least the question will (or should) arise: Should we do this on the cloud? As a general rule, a Project Manager does a better job when they are well versed in the subject related to the projects that they are managing. I wrote about that ...


2

The PMP certification is specifically for project management. If you're a product manager, you probably want to pursue a certificate program related to program or portfolio management rather than project management. A non-exhaustive list of such programs include: Certified Scrum Product Owner (CSPO) Program Management Professional (PgMP) Portfolio ...


2

If it is a minor point, don't sweat it. But if it is a major point, in addition to the other answers, it might also be good to brush up your resume. Sometimes directors and executives don't make decisions for the good of the company, but so that they won't look bad. Sometimes it can also be for someone else to take the fall. If it is a director, document ...


2

To piggy back on @Danny Schoemann's answer, the caveat as it relates to project managers is that all of the resources we use to get a project to the finish line, including employees, are temporary. Unless the project has to downsize due to cost control or secondary to a project change, all project resources, including employees, get "laid off" ...


2

I realize that most of the time Scrum restricts the creative culture. I'm so sick and tired of people saying "Scrum does this" or "Scrum does that" when in reality, they could read a short few pages of paper and see that they are wrong. Your creativity is restricted because you do "design up front". Nowhere in Scrum does it say ...


1

In a globally competitive marketplace there is no place for complacency With technology providing a global reach from any corner of the globe, you don't know where your next competitor is going to emerge. Is there always a next step? Yes, there is. Are you growing? Even if the answer is yes, you could be growing faster. Are you gaining market share? Even ...


1

TL;DR You always start Customer Development with a vision and an initial strategy as process inputs, but they can and must evolve along with your business model. The Customer Development methodology is intrinsically the search for a validated and repeatable business model. Trying to develop a sustainable business model without an initial vision or strategy ...


1

Vision and strategy advances as your company expand. Thinking about and considering customer dev is an essential way to get your priorities straight because there's no such thing as "too early" when building a start-up. If you don't know what your company is about, you won't be able to provide solution(s) to your customer(s) problem. Though it may ...


1

Most of the time, companies don't aim to build something that is good for the customers, they aim to build something that is good for the company, it just happens to go through the way of also adding value to the customer. Take the example of addictive online games, it is not in the interest of the paying user, but it unfortunately is still a working ...


1

Does this project have any 'business' behind it? I only see mentions of technical stuff, but there's always business (of some kind) behind. So I see the lack of 'functional' artifacts in this list. Follow my comments inline: 1- story map. It must be seen as paramount to keep the traceability between business requirements and the stories, into which the ...


1

I know you say you're following Scrum, but are you doing so by the book? Are you creating a potentially releasable product at the end of every Sprint? Are you reviewing the product with the stakeholders at the end of every Sprint during the Sprint Review meeting? Are you incorporating feedback you receive in the Review into the product? If not, that would, ...


1

Lead Time and Cycle Time are more modern metrics than worker time, number of tasks, etc. They're a kind of meta-metric that can be impacted by lots of other things, but ultimately, a process's ultimate efficiency can be boiled down to those things. Lead Time: the total time it takes for an item to enter the workflow, be processed/worked on/etc, and ...


Only top voted, non community-wiki answers of a minimum length are eligible