Innovation and failure go hand in hand. It’s impossible to bring new products and features to life without taking informed risks and making mistakes. But effectively leveraging failure can be challenging on a personal and organisational level: As individuals and companies, we want to succeed, not fail. This article shares my recommendations on how to fail well and learn from it.
The sprint review meeting is maybe the most important Scrum event for product people—it helps you collect feedback and make the right product decisions thereby maximising the chances of creating a successful product. But I find that product owners are not always clear on who should attend the meeting, how it should be run, and how to collect the relevant feedback. This article answers these questions and shares my tips for getting the most out of the sprint review.
Being able to empathise with the users and understand their feelings and thoughts is key to offer a successful product. This article shares five tips to help you develop empathy for your users and create a deeper understanding of their needs.
As product manager and product owners, we need to forecast the likely development of our products. This creates a shared understanding of the benefits and features a product will provide thereby aligning the development team and stakeholders. But which timeframes and planning horizons should we take into account? And how far into the future should we look? Read on to find out my recommendations.
As a product owner, you look after a digital product and work with a development team. Does this mean that you require technical skills? Should you be able to program and write code? Or is it sufficient that you take an interest in software technology and leave the rest to the team? This post shares my answers and recommendations.
Experiencing disagreement and conflict is part of our job as product managers and product owners. We work with a broad range of people from different departments, and it's only natural that we don't always agree and sometimes clash. But constructively navigating conflict can be challenging. This article shares my recommendations for dealing with difficult people and successfully addressing conflict.
The Daily Scrum is a common meeting for agile teams. But I still find that some product managers and owners aren't sure if and when they should attend it. This post shares my recommendations on if, how often, and how you should participate in the Daily Scrum.
The product portfolio matrix is a handy tool that helps you make the right product portfolio decisions. This post explains how you can effectively apply it to manage a portfolio of digital products.
Product management is a multi-faceted discipline. This makes our work interesting and varied. But it can also make it hard to see which skills we need to develop so we can do an even better job or take on more responsibility. In this post, I discuss balancing product-specific skills with generic product management capabilities. I suggest developing a t-shaped skills profile that ensures that you have the necessary deep skills to progress your product, as well as the broad skills required to systematically deal with common, recurring product management challenges.
As product people—product managers and product owners—we usually don’t hold any positional power. Unlike a line manager, we cannot reward people by offering a pay rise or bonus, for instance. We cannot tell people what to do either, as the development team members and stakeholders don’t report to us. This puts us in a challenging position: We must lead others to achieve product success but we cannot leverage traditional management instruments. Luckily, there are other power sources you can tap into to boost your leadership, as I explain in this article.