You have an offer. It’s lower than what you expected. You know that the higher your starting salary in a job, the more money you make over your lifetime. If you get “behind” in your salary, it’s difficult to catch up. How do you know what to ask for and how can you do it?
Many product owners have a tough problem. They need so many of the potential features in the roadmap, that they feel as if everything is #1 priority. They realize they can’t actually have everything as #1, and it’s quite difficult for them to rank the features. This is the same problem as ranking for the
We encounter problems all the time. Some we can resolve on our own in a couple of minutes. Some take more time, and/or we can’t resolve them alone. What do you do then? I’ve had a policy for about twenty years for when I become stuck. If I’m stuck for more than twenty minutes, it’s
You’ve been at your company for a while. You’ve hired a number of the people you work with, or you work closely with them. They are your “work family.” Now, you’re thinking about looking for a job. You think you owe something to your team. Do you? Consider your perspective. Who do you owe what?
I spoke about hiring for cultural fit at Communitech in Waterloo, CA earlier this year. While I was there, I met another author, Yvonne Chypchar. (She wrote a terrific book about knowing your value, Be the Smart Girl: Money and Your Value: Navigating the world of part-time and summer jobs for girls 12 to 17.) Yvonne
Do you have a title such as product manager, product owner, or business analyst? We hear these titles all the time. What does each do? Here is how I have seen successful agile projects and programs use people in these positions. Note that I am discussing agile projects and programs. The product manager creates the
As I work with more clients on their programs, I see that what might work for a product owner for a team does not work for a program. In a program, if the product owner is shortsighted, does not take advantage of agile/lean for updates, and does not have small features, the program loses momentum.
Agile product leaders (product managers, product owners, and business analysts) all have one goal: How do I support the team in their quest to deliver better and faster? Product leaders do this by helping the team plan with minimums, and continually replan. These two workshops help you do that. I offer two versions: for teams,
I published my most recent newsletter, Creating Trustworthy Estimates, this past week. I also noted on Twitter that one person said his estimates created trust in his organization. (He was responding to a #noestimate post that I had retweeted.) Sometimes, estimates do create trust. They provide a comfortable feeling to many people that you have
Creating Trustworthy Estimates Do the people who ask you for estimates trust your estimates? It’s difficult to build trustworthy estimates. Here are three tips you can try for estimates that work for you, not against you. Tip #1: Never provide a single-point estimate. When people ask me for an estimate, I provide a percentage confidence