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 straight forward and known to most of our users: structured documents that integrates 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 favourites.
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 build in the whole organization.
Originally intended for developing physical products, Double Diamond model has recently started gaining popularity in software development, for good reason.
The reason to separate the efforts of discovery and delivery is to make sure you’re not wasting more time than necessary on features that should not be built.
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 employers perspective, what is really an opinion. And when does it make sense to take it into account?
Six thinking hats is an excellent framework by Edward de Bono for 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.