Like pretty much every other industry, the Project Management discipline is undergoing significant change and evolution. As licensed PMPs, we need to keep abreast of developments of our profession and stay ahead of the curve by acquiring new skills. While agile is not new, personally, I needed to better understand the agile mindset before committing to it.
For the past 10 years, I’ve been working as a global bid manager (certified PMP) leading high magnitude opportunities. Has Agile helped me in my profession? A lot! And I’ll walk you through my personal experience.
Working for a global organization that is mostly driven by traditional project management methodologies with well-defined procedures, implementing agile methodologies is possible. The bid management practices are dependent on these precise processes and the actual bid on hand. The bid specifications frequently change during the bidding process. These are triggered by the discussions with the client, by other...
We were happy to have Rehana Rajwani present on our November 30, 2020, Webinar about Organization Physic. Click on this link to hear the webinar.
To read more about how the laws of physics can help us build better organizations check out Rehana's LinkedIn page. In particular her two blogs:
Thank you Rehana and we look forward to hearing more about how physics can help us be agile!
So what is Kata? Kata means pattern, routine, habits or repetitive ways of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over again, striving for perfection.
In the book "Managing Flow", Ikujiro Nonaka describes Kata as a traditional Japanese code that describes the process of synthesizing thought and behavior in skillful action; putting the reflection or thoughts into action or actionable results. If the Kata itself is relatively static, the concept of Kata is adapting to the context and the conditions generated by actions. Nonaka describes Kata as different from a routine in that it contains a continuous self-renewal process.
By repeating an action on a consistent basis, the results are improved and the techniques are mastered. That is why it becomes ingrained in our muscle memory and we...
For several years there have been multiple conversations worldwide about climate change, waste reduction, recycling, and other sustainability-related topics. There are many perspectives on these topics, but the one takeaway I have; there is an impact on products and product design.
For example, we take that with product design; the focus has been on mapping products that can be created for the least cost. So if the product breaks, you can throw it away and design a new one. The term “built-in obsolescence” has become popular, where organizations appear to design products that will only last for what seems to be a very short time before it needs replacing. In the short term, this may be good for the organization, the product is produced for the lowest cost possible, thus maximizing profits, and then it fails encouraging customers to buy a new product, thus supporting continuous sales and revenue.
Is this the best business model? Are customers happy when they have to...
Today, we are launching Starting Agile. Starting Agile is an online course that online sixteen 'how-to' steps to create an agile product development team or organization. Each step has a micro-lecture that explains the step and an example to show you how to do the step.
Why this course? There are two reasons. As we talk to product owners, we are asked the question: how do I start the iterative development approach that we prompt in our Gen P book. This course is the answer. The second reason is the need for business agility for all organizations. To face the challenges of today of diversity, new business models, and technology, organizations need to be agile. To execute their strategy, organizations need agility. Starting Agile was designed to help organizations improve their business agility.
Products and product management have become hot topics in the midst of the COVID-19 pandemic threatening to bring many organizations to bankruptcy. The reality of products being the center of an organization has finally kicked in, leaving executives to scratch their heads whether they should pay more attention to product delivery, rather than project delivery. The short answer is yes, they should.
And here are five basic arguments why organizations should pay more attention to products:
The journey of product delivery and product management is not new to practitioners, but it required a crisis to be recognized as instrumental in value delivery. With that,...
Product owners must serve the needs of their main stakeholders, their customers. Understanding the needs of customers means you need to assess the level of certainty in the environment. Using Maslow’s hierarchy of needs can be a great tool to guide through the process redefining the needs of your customers based on the level of certainty around them. The more certainty customers have in the environment around them, the more confidence they have to position themselves at the top of Maslow’s pyramid. On the other hand, the more uncertainty exists in the customer’s environment, the more they will descend to the base of Maslow’s pyramid, in the search to meet their need for stability and security.
So how are the customers of today different from the customers of tomorrow? What changed and what didn’t? And most importantly, does your product have the features to meet the needs of your customer of tomorrow?
The customers of yesterday, while they...
The ShuHaRi concept emerged in Japanese martial arts and describes the stages of learning to achieve mastery. The concept was first introduced in Agile by Alistair Cockburn as a way for people to develop techniques, practices, and tools for software development. It was based on continuous learning and improvement and was at the core of agile delivery, where learning and continuous improvement to how we perform in our roles are fundamental.
I find it so pertinent for product owners and the evolution of the product owner role to a different level – a new generation of product owners who care about customers and deliver value for those customers. It means, ‘that while we adhere to traditional wisdom as a novice, we should break with it if needed, especially when we gather new knowledge which allows us to understand the essence of past success. What follows should be transcendence to a new expression, based on tradition’, based on what ShuHaRi says.
This new generation...
Welcome to NewGenP
On this blog, Joanna and I will post our thoughts on product ownership. We believe that for organizations to be successful, they need great products. Products that deliver value to customers. To have great products, organizations need product owners that have the skills of the new generation of product owners.
We have grouped the skills into seven groups based on the acronym ACHIEVE:
We have outlined the key skills in our book Gen P New Generation of Product Owners Who Care about Customers and provided additional details in our course Product Owner available on www.newgenp.com.
If you have any...