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My Journey in Mobile App Development: Completing the "Mobile App Development Ecosystem" Module

I’ve just completed the second module, 'Mobile App Development Ecosystem' as part of the IBM iOS and Android Mobile App Development Professional Certificate course.
The module covered topics such as mobile platforms, types of mobile apps, agile development methodology, UI/UX design, development languages and frameworks, mobile IDEs and tools, testing tools and emulators, and app market and distribution platforms.
The module provided hands-on testing activities and insights from industry experts, reinforcing learning.
Completing this module has strengthened my foundation in mobile app development and I am excited to apply these concepts in future projects.

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Medium

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How to communicate with cross-functional teams as a Product Manager (without losing your mind)

Learn to speak 'Engineer,' 'Designer,' and 'Marketer' fluently.
Customize your message — one size does *not* fit all.
Show, Don’t Tell — Visuals Are Your Best Friend.
Regular check-ins: your chance to keep the train on the tracks.

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Medium

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How We Launched a Mobile Wallet in Less Than 6 Months: The STC Pay Bahrain Story

A small, specialized team at STC Pay Bahrain successfully launched a mobile wallet in less than 6 months.
The team worked tirelessly, sacrificing weekends and work-life balance, to meet the tight deadline.
The CEO played a crucial role in leading the team and boosting morale through commitment and hard work.
Agility and adaptability were key factors in the project's success, allowing the team to switch vendors and deliver a Minimum Viable Product (MVP).

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Medium

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Refining User Stories for a Better Product Backlog

Refining user stories is crucial for a user-centric product development process.
It ensures capturing user needs to align with product goals and adapt to market dynamics.
Improving user story refinement enables prioritizing development work for added value.
A clearer backlog leads to better alignment, reduced delays, and meeting user expectations.

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Scrum

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When Data is Helpful and When It's Not in Product Development

Data can be a guiding light, informing decisions, uncovering insights, and driving innovation.
Data is essential to driving a product’s success through identifying customers needs, understanding market trends, validating new concepts, and monitoring user engagement and retention.
Data plays an important role in product discovery and validation to help us navigate the unknowns and uncertainties.
However, data isn’t always the reliable friend you expect it to be and should be set aside or disregarded in certain scenarios.
Examples of situations where data may not be necessary include regulatory obligations and low-risk, high-reward decisions.
When the cost of delaying a decision is higher than the cost of making a wrong decision, avoid analysis paralysis and quickly deliver something that will help you learn.
Creativity needs space for free exploration and validation can come later.
It’s important to maintain a healthy level of skepticism when using data, especially when predicting the future, as disruptive events can completely change the product development landscape.
Data must be collected correctly as it can be valuable when done so, but improperly gathered data can actually undermine transparency.
Teams should engage in conversations regularly, such as 'Do we need any data or evidence?' and 'What kind of data will be helpful?' to ensure proper collection and application of data.

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Medium

362

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9 Common MVP Development Errors and How to Avoid Them

An MVP is the most basic version of the product that delivers value to users and the best way to figure out what users want
Building an MVP lets an entrepreneur view how real users interact with the product without blowing the budget
An MVP helps an entrepreneur to see the genuine market need for their product before investing much time and resources into it
Mistakes made in the Planning stage can snowball into bigger issues later on, therefore the target audience should be clearly defined
Keep an MVP simple and focused, and the user experience should not be an afterthought
In the development stage, entrepreneurs need to consider how their product will scale if it catches on
During the Refinement stage, entrepreneurs should prioritize what needs fixing to test thoroughly and roll out updates that improve the product
The purpose of the MVP is for learning, adapting, and growing smarter with each step
The best products come from refinement through constant tweaking and real-world feedback
Entrepreneurs should track metrics to measure how every change impacts a product’s performance

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Medium

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Food for Agile Thought #460: Copy-Paste Agile, How to Improve Retention, Psychological Safety Myth…

The era of one-size-fits-all Agile is over, promoting tailored approaches to organizational contexts.
Leaders should promote ownership and courage instead of relying solely on psychological safety truisms.
Common Scrum practices that frustrate developers are highlighted.
Insights from over 50 self-managing organizations exemplifying the RenDanHeYi model are shared.
Embracing technical debt through Minimum Viable Architecture can accelerate learning.
The evolving product management job market emphasizes competition and shifting hiring practices.
Retention strategies from a 15-year product management experience are shared.
Unconventional innovation prompts that foster long-term value and differentiation are provided.
Tactics for B2B product managers to avoid the 'feature factory' trap are outlined.

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Medium

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Elite Performance Is Wasted on Feature Factories

Being an elite performer in DevOps means you can deploy early and often with low failure rates and fast recovery when things go wrong.
Achieving this performance level is to run more experiments with high confidence so your organization can learn more.
Elite performers can deploy many times a day, with lead time for changes under an hour and have the lowest change failure rate and fastest recovery times.
This performance level needs embedding the technical practices of continuous delivery in your organization. You need automated tests with managed test data, a loosely coupled architecture and deployment automation.
Elite performance represents a serious undertaking, so your organization must use an experiment-based approach, moving away from feature-driven thinking.
A feature-driven team produces features for every demand; however, having infinite capacity to deliver features would simply make it fail sooner.
Experimental teams would gain more learning from an infinite capacity, which would be incredibly valuable.
Elite Performance is useful when it gets you fast high-quality feedback, not when it just means more features.
Short feedback loops contribute to shorter feedback cycles and maximizes learning, increases time spent on new work and makes you more likely to meet and exceed your goals.
When taking an experimental approach, trying out each theory is crucial. It’s also standard practice to remove the code for experiments you reject.

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Scrum

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How to Develop Your Company’s Purpose

Developing your company's purpose is one of the most critical steps in building a meaningful and successful business
In today's world, employees seek a deeper sense of purpose
Companies need to fulfil the basic human need for social connection and meaning and purpose in their workplace
The purpose is the underlying reason why your company exists and it ignites people with the energy, passion, and motivation to get out of bed each morning.
A good purpose statement leaves freedom and scope on the how
Start with your underlying beliefs and passions. Why are you putting all this effort into a business? What is the rallying cry that will inspire others? Why should anyone care?
If you are an existing business looking for your purpose, try to see "What would the world look like if your company disappeared tomorrow? What hole would you leave in the business landscape?
Hard work is required to develop your company's purpose: let go of the need to "get it right"
A strong purpose drives good decision-making, aligns stakeholders, and inspires employees by providing meaning and direction.
Purpose really matters, as 90% of people surveyed said they would sacrifice up to 23% of their future lifetime earnings for more meaningful work.

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Scrum-Master-Toolbox

Johann Botha: The Role of Self-Accountability in Product Ownership

Great Product Owners understand both the business and the team’s needs.
Johann discusses common PO anti-patterns and the importance of getting PO responsibilities right.
A course is available to improve collaboration between teams and Product Owners.
Johann Botha is a proponent of Lean and Agile, consulting, coaching, speaking, and writing on the topic.

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Scrum

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It's a Guide! (SGE004)

The Scrum Guide serves as a foundational concept guide and not a prescriptive practice.
It helps teams understand the principles and values behind successful Scrum implementations.
By revisiting the Scrum Guide, teams can realign their practices and improve their understanding of Scrum.
The Scrum Guide empowers teams to adapt the framework to their unique context for better results.

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Scrum

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What Is Product Discovery?

Product discovery is a process of continuous learning about customer needs, pain points, and desires through regular customer interviews and assumption testing.
It involves starting with a clear outcome, discovering opportunities, and then discovering solutions to address these opportunities.
The three pillars of product discovery are customer-centric approach, iterative testing, and continuous learning.
Product discovery is crucial for aligning with customer needs, minimizing risk, encouraging innovation, building cross-functional collaboration, and driving business outcomes.

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Hackernoon

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Agile Product Management Is The Only Way Forward

Agile product management competencies must be adapted to a specific company and understood by all to achieve success in product development.
Agile embodies a state of mind focused on constant collaboration, striving for excellence, and releasing high-value products that make a difference to the customer.
Product management now requires organizations to share ownership of products to achieve success in the long term.
The painful and long journey of setting up core competencies for product management will eventually pay off.
Product managers must focus on what is important and understand the metrics that matter to achieve success in product development, and this could be achieved through evidence-based management approaches.
Being Agile means adapting to change and taking action rapidly to achieve mission and goals.

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Scrum

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Scrum is Hard and Disruptive #4 - Look in the Mirror

Scrum is meant to expose deficiencies in an organization and drive continuous improvement.
Using Scrum effectively can provide a competitive advantage for organizations.
Recognizing problems exposed by Scrum is not enough, organizations must act on them.
Embracing change and adaptation is crucial for success with Scrum.

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Scrum

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Product Management with Purpose: Addressing the Problems Your Customers Face

Teams can build a product or feature exactly to specification and still fail if customers don’t respond positively to the product.
Product Discovery and Validation (D&V) is crucial in understanding customer needs and validating ideas.
Continuous discovery allows teams to adapt to evolving customer needs through experimentation.
Understanding customer problems and organizational risk appetite are vital in product management.

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