Demystifying Agile Product Management
There’s tremendous confusion about how product management works for agile software companies. Beyond the mechanics of agile/scrum and users stories, how do we define/build products that answer broad market needs, that resonate with large groups of customers, that deliver revenue? There’s been a split between high-level product planning and detailed software implementation. We’ll unpack goals, roles, and the skills needed to deliver great products with revenue impact.
We’ll address core questions
1. What is a product manager, and how does this map to agile’s product owner role?
2. Where do we find such folks? What skills are needed, how do we grow skills?
3. Most agile development is distributed. How can we distribute product management/product ownership?
4. Why is prioritization hard?
Rich Mironov, CEO of Mironov Consulting, has been leading and coaching product managers for more than three decades. He is a serial entrepreneur, including CEO and VP Product/Marketing roles at six tech start-ups, and often parachutes into software companies as acting VP Products. Rich founded the first Product Camps, and chaired the first product manager/ product owner tracks at the Agile Alliance’s annual conference. He is the author of “The Art of Product Management” and the long-running Product Bytes blog. Since 2006, he’s provided product consulting/ mentoring to large and small technology companies. He holds a BS Physics degree from Yale and an MBA from Stanford.