The essential phases of the product management process with concrete examples. A compilation of the product management workflow of hundreds of PMs.
Product Managers lack the autonomy they want. This article describes the 3 levels of the Ladder of Autonomy and how PMs can climb it by building trust.
This is deep-dive into Opportunity Solution Trees; a step-by-step how-to guide that also looks at benefits, pitfalls, and an example.
To help product teams develop their product management skills, we created a detailed competency matrix for product managers.
This is deep-dive into Product Requirements Documents (PRDs); a how-to guide that also looks at benefits, pitfalls, a template, an example, a how-to video.
User story mapping is the best way to collaborate to find the version of a feature that provides the most value for the least developer effort.
A visual guide to the most influential product leaders and thinkers, so you can quickly identify interesting people and areas you want to follow.
Should the product manager and product owner role be the same person, or two different persons? Why the PM and the PO should be the same person.
User stories replaced use cases in agile software development, and for good reason. How you can write better user stories with use case thinking.
Detailed analysis of how to work with user stories in Jira with definitions, context, pros & cons, and best practices for product teams.
A curated list of the most essential product management books. A comprehensive visual guide with detailed synopses in critical product management areas.
Definition, key differences, and the interplay between Epics vs User Stories illustrated with a worked-through example and an actionable template.
The main advantages of agile methodology in software development and how agile product teams can work more effectively with product management tools.
The main differences from a product manager's perspective. Definition of products and projects, why timing is everything, and what the goals are.
The general use case of Delibr is pretty straightforward and known to most of our users: structured documents that integrate with Jira. However, there are a lot of nifty features designed to help you with specific tasks that are worth checking out. Here's a shortlist of our favorites.
A closer look at what made PRDs so common, and how PMs are gradually adapting the concept to fit an Agile world.
When detailing how to build a feature, PMs must make sure a lot of decisions are made. In our interviews with over 300 PMs, we saw that the best of them handle this without becoming overwhelmed by properly framing and following up on these decisions.
Delibr helps Storytel create a shared understanding of the features they plan and build in the whole organization.
Originally intended for developing physical products, the Double Diamond is a framework that has recently started gaining popularity in software development for helping product managers with design thinking.
Dual-track scrum separates discovery and delivery. PMs can figure out if a feature is worth developing before going into detail on how to develop it if at all.
Both roadmaps and user story maps lack feature details. This is where the need for a separate feature refinement document comes into play.
Jon Evans' article "JIRA is an antipattern" recently became the number 1 on HN. As we perceive the article to be so relevant, we decided to write a reply to it.
This is the second article in a series on how the best Product Owners manage to get on top of their refinement process. The insights come from interviews and close collaboration with ~150 product owners from across tech.
This is the first article in a series on how the best Product Owners manage to get on top of their refinement process. The insights come from interviews and close collaboration with ~150 product owners from across the tech industry.
It is not uncommon that teams disagree. In this article I'm not going to talk about how to avoid these situations, instead, I'll focus on how to proceed once a discussion has reached a deadlock.
We all have opinions. And when our opinions are not taken into account we felt not only personally ignored, but also that the company is missing out. But from the employer's perspective, what is really an opinion. And when does it make sense to take it into account?
The six thinking hats is an excellent framework by Edward de Bono for product managers having discussions that are more structured and balanced. The idea is that all thoughts and statements can be put in one of six categories. As a pedagogical device, the categories are represented by hats of different colors.