We use product roadmaps to see where we want to go and the options we might take to get there. Yet, so many of our roadmaps offer only a single and certain destination. If we don’t see options, we reduce our innovation decision points—and possibly disappoint our customers. Worse, we create products that don’t fulfill …
Consider Innovation and Personas When You Create Roadmaps, Part 5 Read More »
Workshop Objective: In this workshop, you’ll learn how to use principles first, to create, support, and improve your successful distributed agile team. Workshop Overview: You’ll learn the eight principles of successful distributed agile teams and how to use them to personalize your team’s success. Learn how to: How the eight principles change the practices. How …
From Chaos to Successful Distributed Agile Teams Workshop Read More »
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, …
In Part 1, I said that product roadmaps are not like car roadmaps. But even car roadmaps showed places of interest—options—for the driver and passengers. If I stretch that analogy a little, managers need to see where we are predictable for the next bit of time, and the options we see for the future. We …
What Senior Managers Want & Need from Roadmaps: Predictability and Options, Part 4 Read More »
In Part 1, I said that customers need a different kind of roadmap than teams do. Teams need the focusing details now and a way to look forward. But, depending on where your product is in the market, your customers might want or need different information. Let’s start there. One thing to remember: you might …
Help Your Customers React the Way You Want with These Roadmap Options, Part 3 Read More »
A senior manager said, “We give our resources everything they could need: technology, tools, even some training. Why are they so slow?” I asked, “How many projects are they working on?” “Each resource has at least two projects so they stay productive and efficient.” These managers have created a resource efficiency culture, not a flow …
What Does Your Culture Value: People “Efficiency” or Work Throughput? Read More »
As I said in Part 1, teams use backlogs and roadmaps to know what’s now and what’s next. Teams use backlogs for the day-to-day tactical decisions. And when teams can see what’s next, they can keep the strategic decisions in mind. What do teams need to know about the product now to focus their work? …
Choose How to Visualize Your Product Roadmap for a Team’s Product Focus, Part 2 Read More »
Several of my clients have various roadmap problems. They want a single product roadmap to serve all these purposes: Focus the team’s work for this specific product for the short term. That includes some look-ahead to see the next bit of upcoming work when the team has more capacity. Show customers where the company thinks …
Why Car Roadmaps Are Not the Same as Product Roadmaps, Part 1 Read More »
Joanie, a new VP Engineering, joined the company a couple of weeks ago. Her boss, the CEO, wants to know how long it will take engineering to finish all the projects. Joanie asked the various leaders these questions for every project in progress: When did you start this project? Are you still working on this …
Summary: Many of us have horrible experiences with distributed teams where we can find no possibility of collaboration, but it doesn’t have to be that way. Even if a team is distributed, those team members need collaborative opportunities and space. What’s important is the team’s time for collaboration, not time zones. Here are some ways …
Creating Time for Collaboration with Distributed Teams and Agile Approaches Read More »