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Medium

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Project Management Methodologies Explained: From Waterfall to Agile, Scrum, and Kanban

The Waterfall method is a linear and sequential approach to project management, ideal for projects with well-defined requirements.
Agile is a dynamic and iterative methodology that breaks projects into smaller cycles for progressive delivery and customer feedback.
Scrum is an Agile framework that helps teams work efficiently by breaking projects into smaller tasks called sprints.
Kanban focuses on visualizing workflows and minimizing bottlenecks, making it effective for ongoing task management and process improvement.

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Scrum-Master-Toolbox

Karthiga Seturaj: The Isolated Product Owner, Lacking Collaboration and Engagement

Karthiga Seturaj discusses the characteristics of a great Product Owner.
She highlights the challenges faced by the isolated Product Owner who lacks collaboration and engagement.
The article emphasizes the importance of strong relationships with developers and testers for effective Product Ownership.
Karthiga Seturaj urges Product Owners to foster collaboration and active communication with their teams.

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Dev

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Definition of Done, Definition of Ready and Acceptance Criteria are not the same darn thing

The Definition of Done (DoD) is a critical factor in successful product delivery.
DoDs are often established but not followed, leading to quality issues and technical debt.
Neglecting a robust DoD results in hidden interest payments on future development.
The DoD is a strategic quality management framework that enhances predictability and reduces technical debt.

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Kanbanzone

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How to Optimize Project Workflow with a Cloud-First Strategy

Optimizing project workflow requires implementing a cloud-first strategy to benefit from flexible, cost-efficient cloud services.
Cloud-first involves prioritizing cloud-based solutions over on-premises tools for storing data, applications, and data activation.
Cloud-based tools allow remote data access, collaboration, and resource scaling, with the ability to adapt to changing business needs.
Implementing a cloud-first workflow involves assessing current workflow, selecting the right cloud-based tools, migration planning, and training and support.
Best practices include defining guidelines for cloud tool use, automating repetitive tasks, creating a centralized storage system, prioritizing security, and embracing agile methodology.
Project management software such as Kanban Zone allows teams to collaborate in real-time, store records of progression, and analyze team performance and productivity.
Communication and collaboration tools include instant messaging, video conferencing, and file sharing and storage solutions provided by cloud-based providers like Microsoft Teams, Dropbox, and Google Drive.
Creating a comprehensive migration plan and offering ample cloud training and support are critical to a successful cloud-first project workflow.
With a cloud-first strategy, businesses can modernize their IT infrastructure and enhance overall project efficiency at lower costs.
Cloud-first strategies are particularly efficient and helpful for remote work, as they enable employees to access data and apps from different devices and locations easily.

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Scrum

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Ordering Work in Scrum: it's about Clarity, Alignment and Collaboration

Ordering work in Scrum involves creating clarity and alignment within the Scrum Team.
The Product Owner orders the work into a Product Backlog, but the Developers can say 'no' if the work is too large, lacks necessary skills, or doesn't add value.
Ordering work in Scrum is not about giving commands, but about creating clarity and alignment.
A shared understanding of the product and the work is essential for effective ordering in Scrum.

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Scrum

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The Bad Apple Effect: How Negativity Can Sabotage Teams’ Performance

The Bad Apple Effect can deeply sabotage a team’s performance and development.
Negative behaviours of a few players were affecting the entire team, both in matches and during training.
The 2006 bad apple effect study highlighted some eye-opening data: Teams with a negative individual decreased team performance by 30% to 40%.
The lazy person, the complainer, and the jerk are the three types of negative behaviours identified by the study.
The negative attitudes on the pitch were affecting the whole team's morale and teamwork.
Negativity's influence can be powerful, damaging, and contagious.
It’s not just about the skills each person brings, but also their mindset and how it shapes the team’s dynamic.
Negativity often arises from deeper issues beyond misunderstandings of Agile principles, and this leads to frustration, disengagement, and resistance.
Encourage open communication, address negativity early, foster continuous learning, and lead by example to tackle negativity in teams.
Unchecked negativity can deeply impact team performance; it underscores the importance of addressing negativity head-on in sports or business delivery teams.

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Scrum

247

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How do I elevate myself as a Product Owner?

Product owners can elevate their careers by using the E.L.E.V.A.T.E. Model to unlock sustainable and fulfilling growth by embracing evolution, experimentation, and continuous value creation.
The E.L.E.V.A.T.E. Model is designed to help product leaders move from feeling stuck to becoming more confident, capable, and fulfilled product owners.
The E.L.E.V.A.T.E. Model borrows proven strategies from career development theories and transforms existing principles into actionable steps.
The model combines elements like skill-building, adaptability, and value focus into a holistic approach.
Explore successful paths that other top performers have taken and learn how they achieved success.
Transform knowledge into mastery with a focus on adaptability and lifelong learning.
Experiment with new ideas and treat your career as a series of experiments to uncover big insights.
Focus on delivering measurable outcomes and making every action purposeful.
Thrive amid change and view it as an opportunity to refine your strategies and adapt to new challenges.
Build influence through trust by fostering credibility through authentic interactions, aligning actions with commitments, and delivering on promises.
Broaden your impact by sharing knowledge and inspiring others, mentoring peers or juniors, and engaging with communities to build your professional network.

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Scrum

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Improving Portfolio Flow Using Flow Metrics

Kanban/Flow Metrics can help sharpen flow focus in portfolio management.
Metrics such as Work in Process (WIP), Cycle Time, Throughput, and Work Item Age (WIA) can be used at the portfolio level.
Measuring WIP level provides insights into the number of items in the process and helps in identifying bottlenecks.
Cycle Time, Throughput, and Work Item Age metrics offer valuable information for managing time to learn, time to market, and identifying anomalies.

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Scrum-Master-Toolbox

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Karthiga Seturaj: Building Habits for Continuous Improvement With The Help Of Agile Retrospectives

Karthiga Seturaj emphasizes on helping teams achieve independence and self-sufficiency.
She highlights the DAKI retrospective format as an effective way to foster team reflection.
Karthiga suggests using tools like a retro postbox on a shared whiteboard to make capturing daily ideas a habit.
Karthiga Seturaj is a dedicated Agilist with over 15 years of experience in the software industry.

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Medium

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Combining Lean Coffee with Timeline Mapping: A Hybrid Approach to Sprint Retrospectives in Scrum In…

Combining Lean Coffee and Timeline Mapping offers Scrum teams a structured yet adaptable approach to retrospectives.
It allows them to reflect on their sprint progress within the context of their timeline while ensuring discussions are focused, efficient, and actionable.
Scrum teams benefit from enhanced context for discussions, alignment with Scrum's purposefully incomplete structure, better focus and efficiency, clear, actionable outcomes, increased collaboration, and visual transparency.
However, there are challenges such as the time and effort required to set up the timeline, overcomplicating the discussion, potential slowdown in pace, and decision fatigue.

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Scrum

192

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What Do Busy Portfolio Kanban Boards Tell Us?

Busy Portfolio Kanban boards often indicate slow, centralized decision-making.
Agile, product-oriented portfolios focus on strategic guidance and alignment.
Consider analyzing cards on the portfolio Kanban board based on investment size, strategic opportunity/risk, and cross-product collaboration.
Descale the portfolio and organize around products for better agility.

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Scrum

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What is a Product? Learnings from the Product Definition Webinar

Defining a product is a crucial when adopting Agile Product Operating Model (APOM) and replaces project as the fundamental unit of delivery.
Defining a product is complex for IT organizations with external or internal products.
Power, authority, and status impact how products were defined, so existing power and political dynamics need to be considered when defining the product model.
Another interesting topic that came up was whether or not a database used in many external and internal products should be considered a product in and of itself.
It is clear that this team's work provides value, has a boundary, and has encapsulated its services and features.
By showing clear accountabilities, stakeholders will know who does what, making governance and flow smoother.
The most exciting area of opportunity is whether this product provides a strategic advantage, and if so, it should be managed accordingly.
Moving from project to product requires looking at strategy, opportunity and legacy before deciding on the model.
As you move from project to product, you cannot take existing projects or initiatives and make them products.
The impact of the model on people's positions, authority or status must also be considered.

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Medium

137

Applying the Product Operating Model in Practice: A Professional Product Management Approach.

The Product Operating Model is often referred to as Professional Product Management.
A profession is a type of work with a shared mission, specialized skills, knowledge, experiences, and values.
Professional Product Management aims to achieve product success by delivering valuable, viable, usable, desirable, and feasible products.
The Professional Product Management Skills Framework has been developed to enable the practice of professional product management.
Product management is often treated as project management, in which managing the team, project, budget, timelines, and delivery of outputs seem to be the core job.
To drive meaningful change, product professionals need to focus on problems and opportunities, not delivery.
Professional product management aims to establish visions, strategies, outcome-oriented roadmaps, value dashboards, and product analytics.
Despite the growth of the product management community, many practitioners and organizations still operate without the professionalism that this field deserves.
Implementing Professional Product Management can enable product managers to focus on outcomes and results rather than actions and outputs.
Embracing Professional Product Management is key to driving meaningful change and elevating the profession of product management.

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Medium

353

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The Professional Product Management™ Process Framework

The Professional Product Management™ Process Framework covers the core product management processes.
Product management is a continuous effort, moving back and forth through the various core processes.
Product professionals work with different stakeholders and collaborate to achieve success.
The core product management processes include Product Discovery, Product Development, Product Launch, and Product Maintenance.

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Medium

243

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A Guide to Identifying Products and Services in Your Organization

Understanding what constitutes a product is crucial for various stakeholders within an organization.
To assist with this, I recommend using the ‘5 P’s of Product’ framework.
A product should solve a valuable customer, user, and/or societal problem in a usable and desirable way that is viable and feasible for the organization.
Defining and identifying products within your organization is a critical step for any product manager or professional in the field.

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