Product teams live in a world of uncertainty. Our purpose as Product Managers is to fill in the blanks between what we’ve already built, and what is next. We need to approach ambiguous situations with an open mind, curiosity, and a readiness to learn.
The scope of product management is incredibly broad and varied and product managers have to be on their toes to run everything smoothly. But that doesn’t mean that product managers have to step in everywhere.
When product and project leaders learn to distinguish between the roles and objectives of product management and project delivery teams, they will learn how to increase their effectiveness and become successful working together.
Why do we have this kind of love-hate relationship with our project management tools, and just feel love for tools as Slack. Why is that? We decided to research this topic to understand what the perfect project management would look like!
Every day, I spend half an hour going through all the new activitiies. I have dozens of Jira tabs open. This is a long process every day. The worst of it is when I’m done, here is a new update. But maybe, there could be a better way…
How do you measure quality in software engineering? This is the question there will always be a debate on. This article lists the quality-related metrics that the top engineering teams have been keeping track of, and see when and how you should use them.
Most agile teams do sprint retrospectives to iterate on their software development process. This article lists indicators on the health of your team’s collaboration. It might be worthwhile to consider them to compare sprints during retrospectives.
Software engineering velocity metrics have always been a very debated topic. Largely because they have been used the wrong way most of the time. This article lists the different ones available, and see how and when you can use them.
Software engineering metrics have often been used incorrectly, creating a toxic engineering culture without any positive impact on performance. Therefore, every team needs to be careful about which metrics to track and especially how to track them.
Sprint retrospectives are a great opportunity to drive more learning, better collaboration and alignment throughout the whole organization. So, you should really think intentionally about what you want from these meetings.
The key is to be intentional about what you invest time in and aware of the costs you’re taking on. Err on the side of building too little because you can always build more later. Build things to be easy to throw away and replace; it’ll make your code more modular.
The Wix Engineering team believe that 10x engineers are not only people that can produce 10x faster than most people, even more, those are people that can make a whole team 10x better by having a positive influence on anyone that they work with.
As the author focus on growing as an engineering manager, she’s been reflecting on the advice that produced a 10X boost in her abilities at that same stage. More often than not the best advice came from non-technical people.
The most sought-after software engineers are all generous mentors. People not only look up to them for their skills, but also as they are approachable and continuously help others grow around them. And mentorship is how they keep growing their skills.
Management is an art is severely underrated in the wider business community. Your manager can make or break your experience at work, as your primary contact with a company. Ultimately, people don’t leave companies; they leave managers.