This is Johanna Rothman’s December 2025 Pragmatic Manager newsletter. The Unsubscribe link is at the bottom of this email. In the first part of inviting culture change, I wrote about Stephanie, a senior leader who wants more organizational agility. She’s used the flow metrics to invite that culture change. So far, she’s succeeded with the […]
I started this series bemoaning the fact that we have too few product managers. That leads to no product leaders for a team. Worse, some teams have either strategic product thinkers or tactical thinkers—but not both. Instead, we can consider several possible product value teams to prevent insufficient product leadership. I already discussed the Vertical
Teams can flounder in the face of insufficient strategic and tactical product leadership. What problems does this product need to solve for its customers and when? How does the team know? That issue of strategy and tactics might require a Vertical Product Value team to answer. While that’s an unusual approach, it might be better
This is Johanna Rothman’s November 2025 Pragmatic Manager newsletter. The Unsubscribe link is at the bottom of this email. I’ve been working with Stephanie, a senior leader who’s trying to nudge her organization to more organizational agility. Not because agility is so “good,” but because they want to quickly launch new products and new versions
The whole point of product management is to increase the product capabilities over time. Those capabilities will expand the customer base by offering new value. More customers means more revenue. That’s why the product vision for this release is so critical. That product vision requires strategic product leadership. The backlog is the tactical implementation of
In my recent project charter series, I said we need a product vision to drive the project charter effort so the customers can get this container of value. Who creates that product vision? The product leader. However, too many supposedly agile teams lack an effective product leader. Here’s what I’ve seen: A part-time product manager
The various AI vendors want us to trust their autonomous agents. I have several problems I would love to use AI to solve. (Including updating all the tags on this site!) However, I cannot trust the agents yet. Even when I use interactive prompting, I’m not happy with the results. Those results can change (non-deterministic
Does your team have a project charter so they know what to do for this project? I see too many teams try to start work without one. That leads to feature factories, apparently random work that does not add value, or worse, a product that’s partly done in too many areas. Teams start without project
This is Johanna Rothman’s August 2025 Pragmatic Manager newsletter. The Unsubscribe link is at the bottom of this email. Amy, a project manager, said, “With all the changes going on, no one is quite sure of their next steps. The portfolio team is stuck because they can’t predict for a year anymore. The product leader
In a recent conversation, an unemployed agile coach asked, “What’s the point of a project manager, anyway?” Here’s what effective project managers do: They create the environment for the team to succeed. Here’s how effective project managers start: If the team does not yet have a project charter with the product goal, they facilitate or