I have long advocated for and attempted to practice dimensionalising competing development requests. Generally two dimensions are sufficient—value and effort—, but I’ve created 3-dimensional models by further breaking out customer
As promised, this segment will not discuss Agile, but it will discuss agility, the namesake thereof. I even hope to work in fragility or else the title will make no
I was introduced to Agile in 2003 and fell in love. I haven’t used it since. Not even close. Since this summer romance, I’ve been forced to use a blend.
Allow me to clarify this assertion. Your enterprise Agile™ transformation will fail. Let’s not mention that 90-odd per cent of all enterprise transformations fail. And let’s not pretend that the
Spoiler Alert: Agile is a software product management framework. Many companies read about the benefits of Agile software development and want to employ it as a project management methodology. Somehow,
I recently produced a segment related to MVP, Minimum Viable Product. Whilst researching the subject matter, I found there were detractors to the concept. I feel this is a worthwhile
I’m working through some Coursera content on Product Management by Alex Cowan, and I have some fundamental differences of opinion. In this segment, I share my perspective on what makes
In this segment, I’ll share my thoughts on portfolio theory relative to innovation in both enterprise and product perspectives. Seven has a special place for numerologists of all stripes. The
