Each idea is worth little until it becomes a reality.
Converting an idea into a reality requires proper planning, experimentation, and discipline. You might skip some of the steps, but only a consistent, iterative process will produce positive results over time.
This framework is about data — your most potent weapon when introducing new ideas. Get inspired by a scientific process and obtain data that can guide your decisions and help you influence stakeholders.
One of the concepts popular in product management is the build-measure-learn loop presented in the Lean Startup by Eric Ries. It embodies the iterative process and talks about the best ways to experiment and learn. The framework I present in this article was inspired by that approach, among other frameworks, i.e. Design Thinking.
If you’ve always dreamed of being the next Jobs, or perhaps if you just want to try your hand at project management, you need to work on yourself and hone those leadership skills.
Getting started as a project manager or scrum master isn’t easy, I won’t lie to you.
It takes tons of hard work and personal drive. If you don’t know where to start, do not fear — there are clear guidelines that can put you on the right track.
No matter where you are on your journey — going through job ads, preparing for the CAPM® exam, or taking the first steps as a professional project manager — these 8 practical tips will help you advance your career.
When you look for a software outsourcing partner, what do you look at first? Their portfolio? Technologies they use? Years of experience? Developer seniority level? Let me break it to you then – technical skills alone won’t make the project a success. You need a cohesive and empowered team to take your product to new heights. Now you know what the number one priority is. But how can you know the company of your choice promotes team unity and helps team members develop to their full potential?
Let’s put on the Scrum Master’s spy-glasses and investigate the 7 critical points for a project’s success or failure. Which one will be a sin and which one a win when it comes to the Product Owner?
You carefully selected the best software vendor and defined the project. Then magic happens and you see your project brought to life. Well, it’s not exactly what happens…
Imagine your team has done everything that was required. They’re happy. At the same time the client is angry because the work is incomplete. Say “hi” to poor, assumed or undefined definition of done - source of many miserable failures.
Project estimates are extremely difficult and important. Clients need ones they can rely on. They put them on their roadmaps. They make promises to their stakeholders based on the estimates. They budget according to them. There's always a pressure for the estimates to be low (cheap), yet accurate. At the same time we never have enough information about the project. This is the crux of every project. That's the intersection of plans, expectations, priorities, assumptions and uncertainties. How do you handle all that?
