Plan, Plan, Plan Do you like planning? You might be one of those people who likes to make lists and plan in great detail. I love my lists. I’m not big on huge, ginormous plans, but I do like a list of what to do now and the picture of where I’m headed. You might […]
In Part 1, I talked about small stories/chunks of work, checking in all the time so you could build often and see progress. That assumes you know what done means. Project “done” means release criteria. Here are some stories about how I started using release criteria. Back in the 70s, I worked in a small development group.
Would you like to release your product at any time? I like it when releases are a business decision, not a result of blood, sweat, and tears. It’s possible, and it might not be easy for you. Here are some stories that showed you how I did it, long ago and more recently. Story 1: Many years
(I updated this post in May 2025 to more carefully describe what I mean by collaboration and how that differs from cooperation. I struck through collaboration when I meant cooperation.) A colleague asked mobbing last week on Twitter. Here’s the short answer, including pairing so you can see everything in one place: Swarming has a
I’ve been the technical editor for agileconnection.com for the past five years. It popped up to my LinkedIn network. Several people congratulated me on my work anniversary. I have learned many things in the past five years: Sometimes, people need “permission” to write what they feel. (They’re concerned they will be too bold, too loud,
When I think of POs and the team, I think of learning in several loops: The PO learns when the team finishes small features or creates a prototype so the PO can see what the team is thinking/delivering. The team learns more about its process and what the PO wants. If the Product Manager sees
I like to be efficient. I like finishing my work quickly, without wasting time, money, or energy. But it’s also important to be effective—working on what matters most. One of the legacies of waterfall approaches is that too often, our focus is on efficiency and not effectiveness. Efficiency is how fast you can do something.
Part 1 was about how the PO needs to see the big picture and develop the ranked backlog. Part 2 was about the learning that arises from small stories. This part is about ranking. If you specify deliverables in your big picture and small picture roadmaps, you have already done a gross form of ranking. You
Part 1 was about how the PO needs to see the big picture and develop the ranked backlog. Part 2 was about the learning that arises from small stories. Part 3 was about ranking. In this part, I’ll discuss the product owner value team and how to make time to do “everything,” and especially how to change
When I work with clients, they often have a “problem” with product ownership. The product owners want tons of features, don’t want to address technical debt, and can’t quite believe how long features will take. Oh, and the POs want to change things as soon as they see them. I don’t see this as problems.To