Note: This issue was not published on Friday due to a technical glitch.
Product Owners optimise value. Sounds deceptively simple. And yet, value is not easily defined, qualified, quantified, or agreed upon. How do you define and measure value? Is it just economic value, or you’d consider other measures as NPS (net promoter score) etc.? Or is value just in the eyes of the beholder? How does it change over time? How to make all this transparent? Here are a few ideas.
All forms of business communication are a form of storytelling. Some, like text messages, are terse and are just the facts. While others, like visioning for a product or organisational change, tend to be far more intricate. Each “story” is crafted to convey information, evoke a response or to guide a response. What makes a good business story? Here are a few critical elements of business storytelling.
What is it like to work at a large enterprise? It like doing an imperfect job in an unoptimised environment solving the same problems everyone else is trying to solve. Or something rather close. Grief. How do we get there? Here are 5 stages of enterprise grief, something to watch out for.
Alistair Cockburn, co-author of the Agile Manifesto, recently stated that he thought the Agile methodology had become overly decorated. Testing is an expertise dedicated to reflection and improvement, so it follows that Agile testing, along with collaboration, makes up the spine or backbone of the Agile. Collaboration is the key ingredient. Here’s why it’s critical whether you follow TDD, BDD, or any other approach.
It can be so infectious to work in the environment of a high-performing and highly motivated Agile development team that a PO may begin to feel, think, and act like one of the development team members. Even though high performance sets an Agile team up for success, it can suck the PO in absolutely. So much so that the PO start to lose sight of the product management and customer (or stakeholder) engagement. Here are some checks that can help the PO skeep development in sync with the business.
We are all familiar with the ‘Instant Gratification Monkey’ who seizes control from the ‘Rational Decision Maker.’ The monkey wants to do fun stuff, not hard stuff that’s important but whose value is far off. The only thing that the monkey is afraid of is the ‘Panic Monster’ – if the deadline is near enough, panic will set in, the monkey is scared off and the rational decision maker can get to work. What to do? Here are a few tips.
Managers see far more leadership potential in their employees when their companies adopt a growth mindset — the belief that talent should be developed in everyone, not viewed as a fixed, innate gift that some have and others don’t. But what are those organisations doing to nurture their talent? Have a look.