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Scrum-Master-Toolbox

269

Anita Kalmane-Boot: The Feedback-Driven Product Owner

Anita highlights a Product Owner who actively sought feedback and applied it to improve their work.
Anita describes a Product Owner who failed to communicate with customers or colleagues, making decisions based on assumptions.
A course is available to help Scrum Masters work on collaboration between teams and Product Owners.
Anita is a neurodiversity advocate and has concerns about corporate organizations' adaptation of Scrum.

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Medium

114

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Senior Product Manager Salary Seattle: Maximize Your Earnings

Seattle is known for its vibrant tech scene and high quality of life, providing plenty of opportunities for experienced product managers.
Senior Product Managers in Seattle can earn an average of $145,000 per year, depending on factors like experience, education, and company size.
Experience plays a significant role in Senior Product Manager salaries in Seattle, with senior managers with over 10 years of experience earning up to $200,000 a year.
Education also plays a crucial role in determining salary, with top-tier universities and tech hubs in Seattle offering opportunities for education and experience.
Salaries for Senior Product Managers in Seattle vary by industry, with the tech industry offering competitive salaries and numerous perks like flexible working hours.
Negotiating a competitive salary for a Senior Product Manager role in Seattle requires proper preparation and knowledge of additional compensation elements like yearly bonuses, stock options, and benefits.
Seattle's cost of living is high, with housing costs being among the highest in the nation, but the city's job opportunities and vibrant lifestyle make up for the expenses.
Senior Product Managers in Seattle have a range of career growth opportunities, including promotion to higher roles and continued education programs that help boost salary potential and professional credibility.
Top companies in Seattle pay senior managers up to $180,000 annually, with bonuses ranging from 10% to 20% of their base salary and comprehensive benefits like health insurance, retirement plans, and stock options.
Seattle's tech industry offers lucrative opportunities for Senior Product Managers, making it an excellent choice for anyone looking for career growth and success in a vibrant market.

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Medium

269

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Basta Product Manager: Mastering the Art of Product Leadership

Product management is crucial in driving a company’s success, and a product manager must ensure the product meets customer needs while aligning with the company’s goals.
A great product leader ensures that a product meets customer needs and stands out in the market.
Product Managers act as the bridge between different teams and have the responsibility of a product’s lifecycle management, from planning to launch and beyond.
Being a product manager requires a diverse skill set, and this role demands both technical and soft skills.
A product manager must have a deep market understanding, and key areas of market understanding include industry trends, competitors along with customer needs and preferences.
Effective stakeholder management is crucial for successful product launches.
Basta Product Manager empowers teams to make informed choices and leverages data to drive decisions.
Swift and constant communication both with the internal, as well as, external stakeholders is necessary for any Basta Product Manager.
An Agile Methodologies strategy helps teams adapt quickly, and iterative testing is another critical component that saves time.
Leading cross-functional teams is a crucial skill for any Basta Product Manager, and it involves guiding diverse groups towards a common goal, which requires strong collaborative leadership and effective conflict resolution.

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16 Likes

Medium

247

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Shopify Product Design Interview Questions for Product Managers: Top Tips

Preparing for a Shopify product design interview can be a game changer.
Research Shopify thoroughly and understand its products and features to align your answers with Shopify's values.
During the interview, showcase your problem-solving skills by sharing examples of past projects and measurable results.
Demonstrate your familiarity with the product design principles and tools used in product design.
Prepare for common interview formats such as Phone Screen and On-site Interview to showcase your competencies.
Showcase your skills in problem-solving and a user-centric design approach by discussing your experience of solving complex issues and improving products.
Sample questions for the product manager can be based on your proficiency in design tools, understanding of design philosophy, and methods used in usability testing.
Your portfolio is crucial and you should focus on impactful projects that best demonstrate your skills in product design. Use metrics and visuals to back your claims and showcase your achievements.
Asking insightful questions during the interview provides you with valuable information about the company culture and team structure.
Follow up with a polite thank you email after the interview. Mention a specific from the interview and ask about the next steps to reinforce fit for the role.

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Medium

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Velocity and Throughput are full of Sh*t!

Stakeholders focusing on perfecting the velocity is enough to make everyone in the engineering team question the validity of the story points.
Many teams are getting away from velocity and counting the throughput by reporting on sprint throughput.
The immediate challenge measuring throughput requires the team to split up the work into similar smaller chunks.
Working in a Work Based Stream creates a problem whereby the team’s goals during the sprint change from delivering outcomes to focusing on completing a number of backlog items instead.
It is not advisable to mention the team’s internal metrics that don't represent progress externally in a correct way.
Neither Velocity nor Throughput is a better alternative to each other; they are both just different ways to track the volume of work the team was able to get done in a given time period.
A different concept of measuring software development progress, referred to as the GPS of software delivery.

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Scrum

Image Credit: Scrum

It’s Okay for the Roadmap to Change

A roadmap is a visualization of the Product Owner’s plan to deliver the product goal and fulfill the product vision. But in the real world, especially in complex environments, plans change—and that’s okay.
Benefits of a changing roadmap: Respond to Market Changes, Continuous Learning and Improvement, Reduces Risk, Increases Focus on Value, Promotes Agility and Innovation.
Scrum teams can adjust their plan-their roadmap-based on new information, which increases the likelihood of meeting deadlines.
Conclusion: It's okay to change direction as you learn more. Scrum helps both the organization and the team adapt by making the work transparent and regularly inspecting progress.

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Medium

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Sprint Planning Should Be The Easiest Event!

Sprint Planning is meant to be an easy level in the agile game, but it often turns into a frustrating experience.
It should be a quick encounter of gathering the team, setting the quest, assigning roles, and starting.
However, it often becomes a lengthy discussion with debates on which mission to pursue and multiple side quests.
Instead of progressing and leveling up, it feels like being stuck in a low-level grinding zone.

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Scrum-Master-Toolbox

Anita Kalmane-Boot: Beyond Metrics, Communication as a Key Success Factor for Scrum Masters

Anita Kalmane-Boot emphasizes the importance of communication and feedback for Scrum Masters, rather than focusing on metrics.
She believes that true success is reflected in the team's willingness to learn from each other and approach the Scrum Master when needed.
Anita suggests empowering team members to lead their own retrospectives, promoting team independence and ownership.
She recommends a book by Jeff Campbell called 'Actionable Agile Tools' to enhance facilitation skills.

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Kanbanzone

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Image Credit: Kanbanzone

10 Essential OKRs Best Practices for High-Performing Teams

OKRs (Objectives and Key Results) are a goal management system that provide direction, enable teams to focus on what's important and help get priorities straight.
To make the most of OKRs, it is important to create key results to monitor the success of objectives and plan and write OKRs thoroughly.
Objectives should be memorable, qualitative descriptions of what you want to achieve, while key results are measurable metrics that track progress toward meeting objectives.
Objectives and key results should be aligned with the company's strategic goals, involve the team in the planning process and set ambitious yet achievable objectives.
Key Results should be specific, measurable, and time-bound to enable tracking and evaluation.
A pilot program can be useful in testing the OKR process with a small team or project, while regular check-ins and reviews keep everyone on track and focused on the objectives.
Visualizing OKRs using a Kanban board allows teams to see progress, fosters transparency and promotes accountability while allowing for flexibility and adaptation.
Transparent communication is key to ensuring everyone is on track to meet objectives, and celebrating successes and learning from failures is crucial for future success.
Limiting the number of key results in progress at any given time and prioritizing OKRs based on impact and urgency can prevent overloading the team.
Implementing OKRs in a visual way with Kanban Zone can lead to better alignment, focus, and results. Sign up for a free trial to experience the benefits of visual management and improve your team's approach to OKRs.

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Scrum

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“OKRs S&%k, but we don’t know anything better” – Scaling Founder Mode by Fixing OKRs (Leveraging EBM)

"OKRs S&%k, but we don’t know anything better" - Scaling Founder Mode by Fixing OKRs (Leveraging EBM)
Many founders and leaders in the scaleup ecosystem express dissatisfaction with OKRs but lack alternatives.
Fixing OKR implementation involves focusing on outcomes, involving employees in goal-setting, and emphasizing principles.
A cybersecurity scaleup successfully leveraged OKRs to achieve better alignment, increased agility, and more strategic focus.

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Scrum

219

Image Credit: Scrum

5 Reasons Scrum Masters Should Ask For More

Scrum Masters should be more ambitious in their careers to lead strategic initiatives and align teams with the product's vision and objectives.
Reasons for Scrum Masters to be more ambitious include championing organizational agility, cultivating a culture of collaboration, guiding strategic transformation initiatives, mentoring and developing future leaders, and driving data-driven decisions.
Leadership roles empower Scrum Masters to promote agility across the entire organization and foster an adaptable mindset.
Scrum Masters can influence organizational culture by championing trust, openness, seamless communication, and collaboration among departments.

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13 Likes

Medium

265

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Maximising Sprint Success through Effective Backlog Refinement

Backlog refinement involves reviewing and adjusting the backlog regularly, ensuring that the items are clear, up-to-date, and prioritised.
Proper backlog refinement prepares the team for upcoming sprints, focuses on high-priority tasks aligned with project goals, and improves communication between stakeholders.
The primary objective of backlog refinement is to ensure that the team enters each sprint with a clear understanding of what needs to be done and why.
Continuous backlog refinement leads to smoother sprints, higher success rates, and avoids pitfalls of unclear or poorly defined tasks.

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Scrum-Master-Toolbox

343

Anita Kalmane-Boot: When Scrum Isn’t the Answer, How to Transitioning to Kanban

Anita Kalmane-Boot shares her experience of transitioning from Scrum to Kanban in a company where Scrum was not working.
She facilitated a brainstorming session and realized that Scrum was not the right fit for the company's culture.
The company transitioned to Kanban and learned and adapted together.
Anita emphasizes the importance of questioning assumptions and understanding the suitability of frameworks.

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20 Likes

Scrum

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Image Credit: Scrum

Lazy engineers leverage the Product Operating Model

Engineers on shared services teams are adopting the Product Operating Model to improve their services.
They are using automation and self-service capabilities to provide better support and create leverage.
The Product Operating Model helps in identifying valuable opportunities and creating the best outcomes for the users.
Agile and product thinking enable shared services teams to navigate uncertainty and improve their services.

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22 Likes

Medium

402

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What is (Not) an MVP?

A minimum viable product (MVP) is the simplest possible product that provides value to the customer.
An MVP should be the simplest possible product that provides value, not the most feature-rich.
Startups and product teams should avoid adding flashy features and focus on the essential core that solves the customer’s problem.
By starting with a well-defined MVP and iterating based on customer feedback, companies can chart a course to success.
MVP is largely experimental and it is used to understand user patterns, problems, and how customer behaviors change in the context of the product.
Simplicity is sophistication when it comes to building MVPs with a focus on less is more, being basic, and value proposition first.
An MVP isn’t about being perfect; it’s about staying afloat long enough to figure out which direction to sail next.
The key is to fail fast and iterate faster while being easy to measure and easy to improve.
Prioritizing simplicity over luxury and keeping the core functionality in mind helps in delivering a successful product.
The aim of the MVP must be fast and efficient market penetration rather than over-engineering and lengthy development cycles.

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