We did this workshop on building personas and doing cusotomer interviews at the Agile Marathon. Coolest interview question for a vampire: Where do you see yourself in a hundred and fifty years? Here are the slides.
When I first took on product management, I started learning techniques, like understanding the market, strategy, SWOT analysis. While I didn’t write “proper” user stories, I prioritized requirements, and was there for the team to describe scenarios, answer questions, update on news, test the application and give feedback. My time was split between doing “product management”
As a developer/tester I want to understand the user story So I can build/test it correctly. Mind you, this is a terrible user story. What does “understand” mean? And what is the acceptance criteria for “build it correctly”? Life is messy, and the “As a…” template doesn’t always help. You can over-cram it to make
I usually make fun of the “become a scrum master in 3 days”. I mean, what can you learn in 3 days? Glad you asked. Once a year or so, I get a chance of going through an exercise with my army unit. These few days are plentiful of agile post material. I’ll try to cram
When we bought our house, we designated one of the rooms as “ the computer room”. It was kind of small office, with a couple of book shelves. Then, with the children, we’ve added more cupboards and shelves and computers. It was no longer the computer room, it was a storage room. “Where is X?”
We’ve talked about scaling and agile methodology on how to build stuff, but hey, we want to know what to build, dammit! Unfortunately, SAFe, scrum, XP, or Lean Startup don’t talk about what we need to build. Just how to get it out the door. Picking a winning product seems like the holy grail. Business
Coming up on the 15th year of agile, do we understand business better? Remember that agile started in development teams? As the time passes, we feel that the agile manifesto can be applied also at the product level, and maybe even at the portfolio level. There’s definitely a demand for scaling the process from the
We describe MVP as a minimal viable product, and sometimes we turn the definition into minimal marketable product. Regardless of how you look at it, it’s a product that gets attention, if not money. The MVP can be a first stop in the life of a product. It can also be the last one –
I was listening recently to the “Global Product Management Talk” live podcast (which I recommend, by the way). The speaker talked about creating roadmaps for product lines. It’s an interesting topic for me, as I’m juggling between products everyday. As the the interview sped along, I asked on Twitter: How are roadmaps related to agile?
The biggest waste in software is what we build and isn’t used. Since we can’t know in advance what will be a selling feature, we have to implement the feature, put it in the wild, and hope for the best. Wait, there’s more: Remember that everything we code comes with a maintenance cost, so it