All Posts tagged as "Product Management"

On not being a shit umbrella

Being your teams shit umbrella isn't always in their interest

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Silver linings to an extended project pause

Having an extended pause to a project sucks, but we have found some silver linings

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More on roadmaps

I've been thinking more about roadmaps recently and how they differ from delivery plans. - written up from a twitter thread

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How to support pairing

This post is about how delivery managers (and product managers) can encourage and supporting pairing. It has come up a few times in discussions I’ve had about good practice on delivery teams, and there still seems to be reluctance to champion it, or even embrace it. Sometimes this comes from the delivery manager themselves, but more often from a general feeling that their organisation won't accept it. I’ve had on one occasion a delivery manager tell me that pairing is something that can’t be done in government. With a better understanding of how to support pairing, delivery managers might feel more confident in advocating for their team.

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Prioritising as a team

Your whole team should be involved in prioritisation of their work. Providing their knowledge as input directly, and empowering them to decide on their own work produces better software and better teams

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Funding service teams rather than projects

Part 2 of service teams rather than project teams, this time with the practicalities of how to govern their spend

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Being on a service team rather than a project team

The benefits for me of having a service team rather than project teams are team stability, the service stability, and the long-term strategy it enables at the team level. These are all enabled by having service teams that support a coherent set of services for their full life. Funding teams is a necessity to be able to provide this model.

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Radarban Roadmap

The roadmaps I’ve seen before have tended to be linear, and have dates. This is the entire point in a roadmap for some people, but for me it is too restrictive if I am meant to be able to respond to changes and new priorities. Once you have a linear roadmap, people expect it to be followed and for things to turn up in exactly that order. This is even worse if there are dates on it, because they expect those things at exactly those times. (Again, this is probably why some people like them, but it doesn’t work if you are responding to what you are learning).

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Balancing long term vision with short term delivery priorities

I’ve been thinking recently about how our team balances the effort we put in to putting together designs for the long term vision for our service, with the work we need to do now to deliver our minimum viable product and the private beta of our service.

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