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InfoQ Homepage Product Management Content on InfoQ

  • Seven Key Insights of Product Management

    What a product manager does and how they do it seems like a perennial question, an ongoing discussion, often ending in debate. This changes depending on factors such as the size and culture of the company, the industry or sector, the business model, where the product is in its lifecycle, and the type of product. What doesn’t change is they’re always thinking about customer and business needs.

  • Applying the “Whole Product Model” to the “Technology Adoption Life Cycle”

    In order to develop products customer love, product managers need to truly understand how their “whole product” delivers value and when to address which customer segment. Two models that are very powerful when applied together, and that a product manager can use to develop extraordinary products, are The Whole Product Model and The Technology Adoption Life Cycle.

  • The Complexity of Product Management and Product Ownership

    Doug Talbot discusses the confusion surrounding Product Ownership / Product Management. He provides some advice on tackling the complexity of creating your own contextualised and personalised product value stream for your organisation or team and using systems thinking and Cynefin for complexity.

  • How to Build a Strong Beta Testers Community

    It is important to involve the real users at the early stages of your development cycle. A strong beta testers community not only improves your product, but also provides context, pain points and ideas while increasing loyalty and engagement. This article offers tips and tricks on how to build a beta testers program and a process of supporting the program with a modest allotment.

  • Q&A on the Book Retrospectives for Everyone

    The book Retrospectives for Everyone by Madhavi Ledalla explains how metaphors can be used to foster reflection and result in actions in agile retrospectives. The book provides examples of metaphors that can for instance be used to nurture teamwork, manage change, focus on objectives and personal reflection, and also provides recommendations for facilitating retrospectives beyond a single team.

  • Agile Initiative Planning with Roadmaps

    Most “agile” initiatives fail to meet their value, time and budget goals despite spending ½ their time and 1⁄3 of their budget designing and planning upfront. Agile Initiative Roadmaps add product, project, architecture and UX planning to initiatives so that you can take a longer view with a small amount of time and effort, which means that you can deliver benefits much sooner at a lower cost.

  • Building a Scale-Ready MVP

    In these times of turmoil, information technology is a strategic asset to weather the difficult times ahead. Companies launch projects to build digital products and seize new opportunities, but even with strong pressure to release as fast as possible, beware of the pitfalls of an unsustainable MVP. Building an MVP that is scale-ready takes careful consideration and disciplined practices.

  • Q&A on the Book How to Lead in Product Management

    The book How to Lead in Product Management by Roman Pichler provides solutions for product managers and product owners to lead development teams and stakeholders. It covers practices like building trust, setting product goals, listening and speaking, resolving conflict, and securing buy-in to product decisions in order to achieve product success.

  • Article Series: Data-Driven Decision Making

    The Data-Driven Decision Making Series provides an overview of how the three main activities in the software delivery - Product Management, Development and Operations - can be supported by data-driven decision making.

  • Data-Driven Decision Making – Product Management with Hypotheses

    The Data-Driven Decision Making Series provides an overview of how the three main activities in the software delivery - Product Management, Development and Operations - can be supported by data-driven decision making. In Product Management, hypotheses can be used to steer the effectiveness of product decisions about feature prioritization.

  • Product Goals, not Sprint Goals

    There is a myth that Sprint Goals are a way to focus Scrum teams towards a common purpose, and without Sprint Goals, teams would end up building a disparate list of Product Backlog Items, every Sprint. This is in fact not only untrue, the reality is the exact opposite, that Sprint Goals are in fact a distraction and would only deliver parts of Product Goals.

  • Author Q&A on the Book Product Takeoff

    In their book Product Liftoff Kamal and Nav explore through examples, stories and practical exercises what it takes to bring a new product from concept to launch, and beyond. They provide tools and techniques that teams and individuals can use to help guide product development and ensure they are solving the right problem, building the right product which addresses real customer needs.

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