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In this energizing 38th hands-on Agile session, Roman Pichler delves into your questions on the role of the product owner. The topics range from product manager vs. product owner vs. business analyst to the right size of a product backlog to linking product vision to product goal and sprint goal.
During the session, Roman addresses the following questions:
If you are looking to fill a position for a Product Owner in your organization, you may find the following 82 interview questions useful to identify the right candidate. This 8th set of Product Owner interview questions addresses the product mindset.
The questions are derived from my sixteen years of practical experience with XP and Scrum, serving both as Product Owner and Scrum Master, and interviewing dozens of Product Owner candidates on behalf of my clients. So far, this Product Owner interview guide has been downloaded more than 10,000 times.
Product managers have extensive knowledge and access to a company's different departments and stakeholders. This makes them ideally placed to create a workplace culture around preventing and responding to technical debt. We offer some strategies that can help.
According to Gartner's 2019 product manager survey, only 55% of all product launches take place on schedule. This is significant as product managers who typically launch on time are more likely to meet their internal targets within a year of launch. Of the 45% of product launches that are delayed, 20%, on average, fail to meet their internal targets.
In 2020, managers had to supplement their skill sets to meet the needs of changing workplaces. People had little choice but to adjust to a remote set-up. The working world as we know it shifted. Both employees and managers had to change the way they operated. This prompted a rise in project planning software and video calling.
Product managers have always required communication, organization, and technical skills. Now more so than ever, their vast skill sets are in demand to keep businesses on their feet. This article aims to highlight these essential skills. We will look at the part they’ll play going forward in the aftermath of 2020.
Businesses face rapid changes and high demands every day.
Modern consumers have ever-changing demands and higher expectations for businesses than their predecessors. Increasing competition means companies have to act quickly and intelligently to hold their share of the market. Organizations are constantly battling with their rivals, striving to provide the best product for their customers.
We interviewed the product managers at a number of the larger API-first companies that are based in San Francisco. The companies are all publicly traded, have TTM revenue of more than $100M and are in the fields of billing, security, communications and workflow automation.
The PMs were asked what were their favorite tools and what API metrics they cared most about. Where possible we identified tools and metrics that were common across all market segments, excluding the (many) edge cases that you’d expect when your customer base numbered in the 1,000s.
Today, countless engineering teams have leveraged API monitoring to track infrastructure health and report when services are down or unhealthy. There are a variety of API metrics that can be tracked that are aligned with engineering goals, such as uptime, average latency, requests per minute, and errors per minute.
However, these metrics are not aligned with the business goals of product owners and growth teams. This article goes through how to leverage API monitoring tools to further your business growth and product road map.
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PM is not just a very important person from the C-suite. They play a crucial role in the live cycle of any product of the company and they are really supposed to wear suits, but they don’t. Product managers are responsible not just for the technical side of the product, but of its heart and soul.
The main difference of PM from any management position is the necessity to be involved in the product creation directly. The manager is not about producing, but about understanding the techniques and showing the direction for all the teams, as the PM should have the final image of the product.
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Who’s a product engineer, anyway? It’s sometimes hard to distinguish between a product manager and a product engineer. In this post, we’ll have a try to figure it out.
Among one hundred and one job titles, the product manager is, perhaps, the most confusing. The truth is that various companies use various job title specifications, from the Strategic Product Managers to eCommerce or Product Development Managers or even all-in-one. Average people can hardly see any difference, but the professionals can.
Many years ago, I questioned myself about what makes a software product successful and what makes it fail. In project management, I observed that even when we deliver the project within budget, scope, and time, it still may not succeed when launching into the market.
I researched and observed what is essential to make a product successful, and I found that: one of the things that impact the success of the product is a weak connection between Input, Output, and Outcome. People are quick to focus too much on Output but less likely to focus on Outcome. Developers also fail to connect the three ideas.
The video for the talk I gave at the 2018 API Conference is now available.
I have talked about this a bit before, as well as shared the slides, but one of my main takeaways is that we are all (mostly) in the business of building products on a daily basis, whether we are coding or writing docs, tests, change requests, specifications, or designs. There is almost always an end product of our work, and the product decisions we make while building it has a direct impact on the end-users (people will have to read/amend your code, read your specifications, translate your designs, consume your APIs, etc.). With that in mind, it seems sensible that we look at what lessons we can take from the discipline of Product Management to help us make smart decisions in our day-to-day lives.
Over the years, professional roles and titles in project management have gone beyond the basic title of Project Manager. Despite the rise in popularity and increasing understanding of project management methodologies including Agile, these titles are often mixed up.
For instance, the titles of Project Manager, Product Manage, and Product Owner are more often used interchangeably. So, what is the difference between a Project Manager, Product Manager and a Product Owner?