A common theme in online discussions and forums around Product Management lies in how to level up our skills and be a better Product Manager. While there are a lot of different options available, just as there are as many different aspects of Product Management to focus on, there are some very specific areas that any given Product Manager can assess themselves in and decide what next steps they want to take to become a better Product Manager.
There’s a term that gets floated around the Agile world by what I like to call the “textbook Scrummers” that really bugs the crap out of me, so much that I decided to write an article about the concept, and why I think it’s a wrong-headed, anti-agile concept. The concept is known as “ScrumBut” (a shortened form of “We do Scrum, but…”) and as the folks at Scrum.org describe it:
ScrumButs are reasons why teams can’t take full advantage of Scrum to solve their problems and realize the full benefits of product development using Scrum.
In theory, this concept sounds harmless — after all, Scrum is a very specific methodology, with specific ceremonies and deliverables that are designed to achieve specific goals and specific benefits. The problem lies in the fact that these methods are not the only way to achieve those goals, though the companies who provide Scrum training would be loathe to admit it. Here are a few reasons why “ScrumBut” really isn’t as bad as those “textbook Scrummers” might have you believe…
For the second installment of my “10 Questions With…” I reached out to one of my mentors in the PM/Consulting space, Rich Mironov. I met Rich many years ago at ProductCamp Seattle, where he was giving a presentation about the struggles and challenges of the role that really spoke deeply to me and where I was in my career. Over the years, when he’s passed through town I’ve tried to maintain a connection, bouncing ideas off of him and mining his depths of experience for pearls of wisdom to help me grow as a Product Manager. I’m happy to present his 10 questions here, and for those of you who don’t know him, here’s a quick bio:
Rich is a 30-year product management veteran based in San Francisco. He’s an unrepentant blogger at www.mironov.com, author of The Art of Product Management, and coach/consultant to product management teams and startup executives. On occasion, he parachutes into software companies as interim VP Products. He thinks a lot about the strategic and organizational challenges of running product management teams.
Everyone in tech has seen the word, repeated ad nauseum as the “silver bullet” for everything from go-to-market timing to quality to product discovery. But like many terms bandied about by those both within and on the periphery of Product Management, the term “iteration” often comes with connotations or meanings attached to it that aren’t really quite right — almost to the point where the word itself begins to lose its meaning and becomes a “cargo cult” phrase without any real “there” there. In this post, I want to explore what I think are five common myths about iteration that if busted will let us renew the meaning of the word and make it something worthwhile in our profession.
Back in 2015, after about a year into my work on this blog, I put together a reading list that encompassed the fundamental books that I thought every Product Manager should read — and I still stand by the list: A Product Management Reading List. But, that was almost two years ago and a lot of good books have crossed my path between then and now. So, without further ado, I give you an updated list of PM reading materials for you to peruse to your hearts’ content (and, as always, there are no referral codes on these books, and only one was provided to me free of charge — noted in its listing).
Note: The Clever PM may make a small commission on purchases made through links on this page.