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March 14 - March 14, 2020
people achieve shared goals is a general leadership objective, I find that there are six common challenges that make leading stakeholders and development teams special: As the person in charge of the product, you typically lack transactional power; you lead a comparatively large and heterogeneous group; you have limited influence on the group member selection; you actively contribute to reaching the goals while guiding others; you offer strategic and tactical leadership; and you usually work with agile practices, as I discuss at the end of this section.
Unlike a line manager, you are not the boss; you don’t manage the development team and stakeholders, and the individuals usually don’t report to you.
you can’t always choose who the team members and stakeholders are,
You are leader and contributor.
leadership at three levels: vision, strategy, and tactics.
behavioural change stairway model (Voss 2016),
In order to encourage change in another person, you have to be able to influence the individual.
People will only follow you for two reasons—because they trust and respect you or because they fear you.
leaders should care about their followers, be concerned about their well-being, and ensure that their highest-priority needs are being served.
being an effective leader requires you to cultivate a genuine caring attitude for the people you want to lead, whether you like them or not. If this
Establishing an effective product management group may take many months or even several years.
For example, a visionary leader is someone who aligns people through a shared inspirational goal, a democratic or participatory leader is inclusive and involves people in decisions, an affiliative leader connects people and builds teams, a delegative leader empowers others to make decisions, a coaching leader develops people by helping them reach their goals, a pacesetting or directive leader sets standards and shows people how to move forward, and an autocratic leader makes the decisions and tells people what to do.
Ledsership Styles
After all, leadership is not only about achieving results and getting things done. It’s equally important to pay attention to how we accomplish the desired outcomes: What is the impact of your leadership style on the stakeholders and development team members? And what effect does it have on you? Does it support a healthy and creative work environment, or does it cause people to feel stressed or intimidated?
2 I use feature to refer to a product part that users can interact with, like search and navigation on an online retailer’s website, and component to describe an architecture building block, such as a service, component, or layer.
Come from a place of curiosity and care.
Listen with an open mind.
Speak and act with integrity.
Get to know people and allow people to get to know you.
Involve people in product decisions
Be supportive and offer help
Strengthen your product management expertise.
You should therefore not expect that your Scrum Master refines the backlog for you.
Therefore, do not take on Scrum Master duties—at least not for an extended period of time.
Scrum Masters are not optional but mandatory in order to establish an agile way of working and to support product people and their development teams.
As Bill Campbell once said, “…leadership is about recognising that there’s greatness in everyone, and your job is to create an environment where that greatness can emerge.”
Awesome
“The importance of having team members volunteer for the project is often underestimated…When team members volunteer, they are psychologically more committed to the success of the team.”
Instead, you should empower your development team, help the members acquire the relevant knowledge, and allow people to take full ownership of the solution or, if that’s not possible, the product details.
you should manage your product, not the team.
Should Product People Attend the Daily Scrum?
find that attending the Daily Scrum at least twice a week is usually beneficial:
Get the Product Backlog Ready and Collaboratively Decide on the Sprint Goal
Respect the Team’s Right to Determine the Workload
Allow the team to freely determine how much work can be done in a sprint. Do not pressure people, and do not try to force more work on the development team.
Make Time to Interact with the Team
don’t spend too much time with the team. Otherwise, you might neglect strategic product management tasks, such as tracking the product performance, keeping an eye on
Hold People Accountable Provide clear feedback
Participate in the Retrospectives
Should Product People Have Technical Skills?
Make sure, though, that you leave it up to the team to make the right technical decisions. Don’t tell people what to do—which can be tempting for product people with strong technical skills.
power-interest grid, described
Use this for ibflluenxxbg proobllems - can link to decision mking rukes
Build a Stakeholder Community
Instead of interacting with the players on a one-on-one basis, aim to build a stakeholder community whose members work together for an extended period of time and who learn to trust, respect, and support each other.
Whenever you are faced with unhelpful behaviour from stakeholders, do not ignore the issue, but tackle it.
Add artefacts to diagram. Roadmaap plus backlog
For example, “Create a mobile app that helps people improve their eating habits” would not be an effective vision.
Start with the users and their needs.
Each product goal should be a step towards meeting a user or business goal and describe specific benefits, such as acquire users, increase engagement, generate revenue, or remove technical debt to future-proof the product.
Additionally, they cover a shorter timeframe, typically between two and six months.
Make sure that your sprint goals state the reason for running a sprint, like acquiring new knowledge, addressing a risk, or providing a benefit to users, and avoid listing product backlog items,
