Caveat at the start - these functional titles may be interpreted differently in different organations
responsible for the adminstration/bookkeeping of a project: preparing budget breakdowns, frequential reporting, supporting standard meetings and
responsible for planning, managing and steering the day-to-day activities ...
The PMI view is:
A Project Manager manages a project. They make sure they get done within constraints. He cares most about execution details in day-to-day work.
A Program Manager has a bunch of projects. they may be a Project Manager on one or some of those too.
A Portfolio Manager has a bunch of program. This is more of a strategic "where should our ...
Asking your Product Managers to also perform the Project Management role is probably not the wisest course. There is usually a tension between the two roles. And it is extremely difficult for a single individual to pull off both roles at the same time. Generally, if one person is trying to do both, one of the two sides will get less attention than it should. ...
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.
If customers do not click on your adverts then it is a target audience problem (Funnel Stage: Discovery) - find a new ...
It does not matter. What you are missing is a strong PM capability. You need to designate in a legitimate way the role of PM, give that role the necessary accountability, responsibilities, and authority, put a person in that role who has the requisite knowledge, skills, and abilities to execute, and then press GO.
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 ...
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 ...
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 ...
Project Management as Distinct Role
Project management is a distinct role, and a distinct career path. Whether your project is shepherded by a Project Manager, a Scrum Master, or a Grand Poohbah of Process isn't the point; the issue is that you need formal project controls and a formal role to manage them if you want your organization to move beyond "catch-...
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 ...
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)
I am not a big fan of "Job Titles", however more interested in skill and competence of the individual that fulfils the role. The question rather is "Can person , do the job of both Product Manager and Project Manager, without being overloaded and in conflict?"
I know folks that can easily jump between the two roles and not impact the project, however ...
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, ...
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 ...