Tools are important to product teams, but only when they support solid people and processes. So why do delivery teams always jump to tools to solve their problems? I believe the primary reason is that turning to tools appears far easier than fixing your core problems. It’s Neo taking the Blue Pill and going back to sleep. Take the bold step and use your retrospectives to solve the people and processes first, then decide how tools can help support your processes and automate low-value tasks.
Tools are very important to the product owner and delivery teams. In Productplan’s free download “The Product Manager’s Toolkit,” they state, “It’s your skills, not the tools you use, that will make you successful in product management. But just as a lost camper will benefit from having a quality hatchet, product managers can be much more efficient and effective with the right tools.” In the guide, they provide a journey map of the key capabilities used in the product journey and recommended tools for each. This break-out aligns with using tools to support key processes and maintaining a system of record for each type of artifact or asset. Productplan further demonstrates how product management systems of record (e.g. Aha!, ProductPlan, Productboard, Airfocus, Targetprocess, ProdPad, Roadmunk) still need other tools to enable the delivery lifecycle.
Traditional accounting practices are tailor made for waterfall project management. Organizations that have transitioned to the use of standing product teams using Agile and DevOps need to transform their accounting practices as well or they will leave valuable capital expenditure dollars on the table.
IBM is changing the terms of its ubiquitous Passport Advantage agreement to remove entitled discounts on over 5,000 on-premises software products, resulting in an immediate price increase for IBM Software & Support (S&S) across its vast customer landscape.
So you’ve gone Agile. You do daily scrums, retrospectives, and all the “right” Agile ceremonies. But still your organization isn’t quite convinced. It is now critical to balance the drivers and goals of both Agile and traditional thinking in order to achieve organizational success.
Do you feel like your Agile teams are treading water – going through the motions but never going anywhere? It’s a risk, and practices such as daily standups, retrospectives, and demonstrations need to be used wisely or you risk losing discipline to meeting fatigue.
Stakeholders expect the speed and responsiveness of product delivery does not come at the expense of quality. QA tools offer retailers the ability to continuously ensure both business and technical quality standards are upheld, but these tools should not be viewed as a silver bullet.
When trying to implement Agile as a defined process, Scrum turned BAs or other roles into order takers with the title “product owner.” This undermines the entire value proposition of product management.
No matter how good your product roadmap and backlog are, they are only as good as your audience’s ability to understand your vision and priority.
The scrum master is like the conductor of an orchestra, ensuring that every piece fits together at the right time to create something greater than the sum of the parts. You don’t have to know how to play each instrument, but you do have to understand what each part contributes to the overall masterpiece.
Aha! introduces scenario planning to give product owners the ability to create and compare multiple release approaches based on team capacity and backlog priority.