Project teams quite often assume that the product manager is a true partner--and when a project is under scrutiny or stress, the product manager can transform into a very tough adversary and oftentimes a combative stakeholder. Put yourself in a product manager’s shoes for a change! Let’s explore a couple of myths about product managers that should hopefully spark a new level of collaboration and success…
Most of us work on projects where we know the end date or the budget--or both. But there is a category of projects where we might not know either: emergent projects. Emergent projects are change projects such as your agile transition or any other project that you have no control over. Can you apply agile to those projects? Yes. Carefully.
Being nice is not a courtesy or even a basis for competitive advantage anymore. In today’s connected workplace with a less loyal and more mobile workforce, the economics of compassion are very real. See what smart companies are doing to recruit and retain the best talent.
Should an agile team begin with requirements documented as use cases or user stories? Proponents from both sides of the debate make good arguments, leading to confusion for many who are just getting started with agile practices.