Too few organizations can consider small and iterative planning for products and the portfolio. That’s because they plan to address both product roadmaps and the project portfolio quarterly or yearly. That’s not good enough when the world changes daily.
With the infusion of AI into digital platforms, the role of the project professional is expanding yet again. But technology does not deliver transformation; disciplined project and product management does. This PM shares five lessons learned.
This article examines the collaborative interaction between the domains of product design, product management and project management in the context of product life cycle management.
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This webinar explores the alignments and differences between product and project management. The contributions of each to delivering effective solutions is explored, and where there are overlaps and gaps. In particular, the ways that they can complement each other are explored, as well as the cautions that practitioners should keep in mind.
This discussion highlights the close collaboration between product design, product management, and project management as essential for delivering both customer value and organizational objectives. Central to this process is critical thinking, which enables professionals to make sound decisions amid uncertainty and complexity.
Project and product managers share experience, education and core skills. Explore how professionals across these roles can build strong working dynamics to translate these foundations into outcomes.
The purpose of this tool is to conduct a self-introspection on attributes that are essential for a PMO leadership role. Self-identify your current level of the listed key PMO leadership attributes, completing the "Current," "Aspirations" and "Prioritization" columns. Use in conjunction with the upcoming on-demand webinar Evolution of a PMO Leader - Lessons from Matthew McConaughey.
Product management leaders establish the broader context for building great products and services through a combination of processes, trust-building, hiring, mentoring and cross-functional communication. Here is a seven-point strategic framework for creating conditions that can unleash great product and technical work.
A product manager must have an eagle-eyed view of things that can adversely impact technology development so they can proactively mitigate or quickly respond when bad things happen. These seven tips can help.
When managers have individual goals, they do not collaborate. Instead, they compete with each other due to a culture of resource efficiency applied to managers. That’s a culture problem that creates competition, not collaboration.
Not every organization needs organizational agility. But every organization does need to focus more on adaptability and resilience, because change is the only guarantee in life. How do your managers work now?
This case study highlights a real-world application of hybrid leadership—bridging product and project management roles during the development of two interlinked digital platforms.
The best-in-class product manager has the best purview of the holistic business system and is well-positioned to ensure all of the process components hang together. Keep these seven tips in mind.
As a product manager, it’s your job to not only land the business system, but to ensure the people involved are prepared for it and understand how their job will change in the future state. Keep these seven guidelines in mind.
What are some of the things a best-in-class product manager does when it comes reflecting policies in business system implementations? Keep these six tips in mind.
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