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Food for Agile Thought #453: Product Management Organizations, Improving ProductOps, New Feature Revenue Estimations, Quo Vadis Agile?

by Stefan Wolpers | 2024-07-26 News

TL; DR: Product Management Organizations — Food for Agile Thought #453

Welcome to the 453rd edition of the Food for Agile Thought newsletter, shared with 42,652 peers. This week, we feature insights from Melissa Perri, who provides a framework for robust product management organizations focusing on alignment, efficiency, and continuous improvement. Stefan Lindegaard warns about Organizational Debt Syndrome and the need for proactive leadership to maintain agility, and Jennifer Riggins reveals a study highlighting developers’ lost productivity due to management inefficiencies, stressing better communication. Also, Evan Leybourn discusses the future of Agile, shifting from anecdotes to data-driven insights. At the same time, Terry Danylak shares strategies to move from firefighting to proactive management, enhancing productivity and workplace health.

Then, Itamar Gilad critiques the “user-needs-first” approach, advocating for a flexible strategy that aligns ideas with company goals for high-impact products. John Cutler suggests that percentage allocations obscure priorities and advocates prioritizing based on value and urgency, and Jon Odo provides five tips for trimming Product Backlogs, emphasizing removing outdated and unclear items to boost team efficiency. Moreover, Zach Dunn highlights the pitfalls of overestimating revenue from sales feedback and offers strategies to avoid these mistakes when prioritizing features.

Lastly, Johanna Rothman advocates for continual planning over quarterly planning to help agile teams adapt and deliver maximum value. Jenny Wanger introduces a product operations tool using process maps to diagnose inefficiencies and improve workflows, and Chris Matts explains Karl Weick’s Sensemaking framework for better organizational dynamics and collaboration. Jurgen Appelo presents 32 key concepts from systems thinking and complexity theory, highlighting their importance in Lean and Agile approaches. Finally, Rory Sutherland discusses marketing and behavioral science with Lenny Rachitsky, focusing on the role of psychology, product success paradoxes, and the pitfalls of metrics-driven workplaces.

Food for Agile Thought #453: Product Management Organizations, Improving ProductOps, New Feature Revenue Estimations, Quo Vadis Agile? Age-of-Product.com

Gaming Velocity

by Stefan Wolpers | 2024-07-22 Agile and ScrumAgile Transition

TL; DR: Gaming Velocity

Imagine your team’s line manager insists that a successful team improves velocity regularly. How could you, as a team, satisfy this strange, unsuitable demand without working more? How can you make gaming velocity a reality?

I run this exercise with my students of entry-level Scrum Master and Product Owner classes to help them reflect on the tricky nature of measuring success, metrics, and, of course, Goodhart’s Law: “When a measure becomes a target, it ceases to be a good measure.”

For the following article, I aggregated suggestions from more than 50 classes on how to “best” game velocity.

Food for Agile Thought #452: Agile Implementation Differences, Output to Outcome, LeSS Scrum Guide, Alignment Tools

by Stefan Wolpers | 2024-07-19 News

TL; DR: Agile Implementation — Food for Agile Thought #452

Welcome to the 452nd edition of the Food for Agile Thought newsletter, shared with 42,633 peers. This week, Alistair Cockburn and Jon Kern discuss differences in global Agile implementation. Hrishikesh Karekar explores evolving Scrum Master roles, and Maarten Dalmijn critiques overreliance on the Agile Manifesto. Yossi Kreinin advocates for incompetent management benefits, while Derk-Jan de Grood balances stable and restructured teams. We also enhance team effectiveness with alignment tools.

Next, Teresa Torres emphasizes the shift from outputs to outcomes for product success, and Vladimir Kalmykov champions the ‘MVP Razor’ for efficient feature development. Ian Vanagas outlines strategies for deciding what to build next. Moreover, Lenny Rachitsky interviewed Jeff Weinstein about customer obsession and impactful metrics at Stripe.

Lastly, Craig Larman and Bas Vodde introduce the LeSS version of the Scrum Guide, enhancing multi-team alignment. Prateek Singh explores the value of small-batch deliveries and continuous learning, and Ben Kuhn stresses the role of trust in team efficiency. Finally, Jim O’Shaughnessy advocates for handwritten journaling to maintain accurate self-reflection.

Food for Agile Thought #452: Agile Implementation Differences, Output to Outcome, LeSS Scrum Guide, Alignment Tools — Age-of-Product.com

Alignment Tools: Creating Better Relationships Between Stakeholders and Teams

by Stefan Wolpers | 2024-07-15 Agile and ScrumLean and Product

TL;DR: Alignment Tools

Understanding and implementing the right alignment tools in agile product development can significantly enhance the effectiveness of your team and organization. Fostering better relationships between stakeholders and teams can ensure strategic clarity, improve adaptability, and maintain a user-centric focus.

This article provides actionable insights on leveraging these tools to build trust, enhance collaboration, navigate risks, and maximize value creation. This will ultimately lead to more successful product outcomes aligned with organizational goals.

Alignment Tools: Creating Better Relationships Between Stakeholders and Teams — Age-of-Product.com.

Food for Agile Thought #451: Product Manager Replacement, Agile Backlash: Try XP, Sales-Driven to Product-Led, Defending Vanity Metrics

by Stefan Wolpers | 2024-07-12 News

TL; DR: Product Manager Replacement — Food for Agile Thought #451

Welcome to the 451st edition of the Food for Agile Thought newsletter, shared with 42,601 peers. This week, Mike Taylor shows how close AI is as a product manager replacement, often outperforming humans in complex PM tasks, while Dave Rooney addresses Agile backlash and advocates for Extreme Programming (XP). Woody Zuill highlights the benefits of Mob Programming, and Maarten Dalmijn introduces a Sprint Goal template to avoid anti-patterns. Also, Todd Lankford emphasizes reducing dependency on experts to reclaim team flow, and we ask: Why don’t we regard teams as investors?

Next, Jason Knight explores the challenges of transforming sales-driven companies into product-led ones. Moreover, Johanna Rothman shares five critical ideas for effective product development, including understanding customers and solving one problem at a time. Richard Mironov highlights building executive coalitions by understanding C-level priorities, and Roman Pichler emphasizes involving key stakeholders in co-creating product strategies and roadmaps for successful execution.

Lastly, Jeff Gothelf argues that vanity metrics, while not ultimate success measures, provide early insights into activities and idea resonance. Wes Kao emphasizes the importance of effectively defending your work to build leadership credibility. At the same time, Pim de Morree critiques downsizing, advocating for employee engagement and innovation instead. Aatir Abdul Rauf shares how the SPACER framework aligns Product Managers and Marketers on feature value. Finally, Gergely Orosz discusses recent changes in the tech industry and their impact on software engineering in a post-pandemic world.

Food for Agile Thought #451: Product Manager Replacement, Agile Backlash: Try XP, Sales-Driven to Product-Led, Defending Vanity Metrics — Age-of-Product.com

Agile Teams as Investors: A Deeper Dive into Maximizing Organizational Value

by Stefan Wolpers | 2024-07-08 Agile and ScrumAgile Transition

TL; DR: Agile Teams as Investors

Stakeholders often regard Scrum and other agile teams as cost centers, primarily focused on executing projects within budgetary confines. This conventional view, however, undervalues their strategic potential. If we reconsider agile teams as investors—carefully allocating their resources to optimize returns—they can significantly impact an organization’s strategic objectives and long-term profitability.

This perspective not only redefines their role but also enhances the effectiveness of their contributions to the business by solving the customers’ problems.

Agile Teams as Investors: A Deeper Dive into Maximizing Organizational Value — Age-of-Product.com