Being a technical program manager means that sometimes you need to step in and organize the software delivery model, even if this is outside your official job description.
Read my blah-blahs on this topic here: https://tpmdiary.substack.com/p/product-operations-and-the-tpms
Being a technical program manager means that sometimes you need to step in and organize the software delivery model, even if this is outside your official job description. Usually, the product management team's capacity is filled with many low-priority tasks, wasteful activities, and non-optimized processes. This prevents them from focusing on one essential goal - delivering value to consumers.
I recently had a conversation with several Product Managers at work who wanted me to step in and set a standard for how and who was responsible for triaging bugs reported to their teams. The question was mostly focused on who inside of the team was responsible. Was that the engineering manager, the PM, the TPM? Between the four folks who came in mass to my office hours, there were five different ways of managing bug triage. This was causing some challenges because there was a RACI being built to set expectations. I had a very firm “No I won’t create this standard for you”. And I’m here to caution other product leaders and product operations teams not to do it either. When you are operating a dynamic adaptive system with multiple independent teams. It is important to be very thoughtful about where and when you set and enforce standards. Some questions you should ask yourself before establishing a standard that everyone must follow.
"Bringing Shadow Product Operations Into the Light: Recognizing Hidden Contributions" with Jenny Wanger is just one of the many great talks at #Agile2023. Don't miss the world's biggest #Agile conference!
https://agilealliance.org/agile2023/
#RoadtoAgile2023 #ProductManagement #ProdOps #ProductOperations
Still not sure if #ProductOperations will be able to grow beyond it's current niche, this manifesto is good though.
12 of us sat down and wrote The Product Operations Manifesto. https://www.productopsmanifesto.org/
A quick roundup of the things I’ve been reading and enjoying this week From Outputs to Outcomes: Bridging the Four Gaps Itamar Gilad Start using outcome goals right now where you can. For example if the mindset is ripe in some parts of the company, say certain product teams, start there. If you don’t have the infrastructure to run A/B experiments, start discovering your product using surveys, customer interviews, and fake door tests.
do any of you know senior #product #operations folks (someone who provides pipeline & delivery leadership/design) who would be willing to take on a mentor role for one of my team members?
Milani Caso
Bogomil Shopov - Бого
Andy Nortrup 
🌳
Agile Alliance
Stef
Felix Stein
May likes products
Justin Maxwell
Eric Rice