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Five Product Owner Myths Busted

Roman Pichler

Consequently, a Scrum product owner should own a product in its entirety—from the product vision to the product details. An agile development team does a good job if the memebers can reliably meet the agreed goals and create software that offers a great user experience and exhibit the desired quality.

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Agile vs. Waterfall: Which Methodology is Right For Your Project?

PMLesson's Ace the PM Interview

A common question for product managers, project managers, technical program managers, and software developers alike is what methodology to use given a project. Think about the complexity involved in developing and releasing a piece of software. This is where the actual software is built in the Waterfall methodology.

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Five Product Owner Myths Busted

Roman Pichler

Consequently, a Scrum product owner should own a product in its entirety—from the product vision to the product details. An agile development team does a good job if the memebers can reliably meet the agreed goals and create software that offers a great user experience and exhibit the desired quality.

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How to Become a Startup Product Manager without Experience

The Product HQ

This includes the project management of all of the activities done in product conceptualization, design, development, and marketing. In the conceptualization phase, product managers must identify the vision, mission, and requirements that will condition how a team builds out a product. How do you become a top 1% product manager?

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8 Tips for Collaborating with Development Teams

Roman Pichler

Provide constructive feedback and share your concerns. Development teams should manage their own work (using a sprint backlog or Kanban board). But recognise that software development can be challenging and that human beings make mistakes. Assume that the team members want to do their best. Be honest and open.

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Applying Proto-Strategy to Product Management

The Product Guy

In my company, we review a living document with our management chain on a quarterly basis to align business direction for the short-term (immediate one to two quarters) to the long-term (two to five years). No formal stakeholder review as this is meant to be the first version that will undergo many iterations and refinements.

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The Lean Startup Trap

The Product Coalition

You’ve got backlogs to prioritize, design meetings to facilitate, Scrum meetings to run, and velocity charts to review. But most teams do a poor job of constructing hypotheses, or laying out their expectations of what the product release is meant to get them. Spinning out release after release, but gaining no meaningful traction?