Agile • 1 min read Video: Agile Product Mgmt challenges The second video (of five) in Tolpagorni's [https://www.tolpagorni.com/] product leadership series: Magnus Billgren and Rich…
Jobs • 5 min read Painters, Portraits, Software Architects I’ve been tuning an analogy about painters for the last few months, which has become my litmus test for…
Product Management • 1 min read Product Camp Silicon Valley 2012 Five years after the first PCamp [http://www.mironov.com/p-camp08/], it’s thrilling to see Product Camps [http://productcamp.…
Jobs • 4 min read Moving Up To Director In the second of three posts about the product management hierarchy, we’ll focus on technology product managers (PMs) who’…
Leadership • 1 min read Product Management Essentials for Project / Program Managers IEEE Technology Management Council hosted a talk by Rich Mironov, primarily for program and project managers as an introduction to…
Leadership • 3 min read Leadership, Trust and Pronouns I’m struck by the words people choose, and by how their pronouns reflect their management style. In particular, I’…
Agile • 2 min read “What If Dev Doesn’t Think Product Mgmt Represents Customers?” Recently, I put up a small assessment tool for product management teams. This tool is intended to generate discussion and…
Agile • 3 min read Company-Wide Business Agility and the Soviets Until recently, most of the discussion around Agile has been strictly limited to software development teams. We focused on building…
Agile • 3 min read Adding Outbound to Cross-Functional Teams Lately, there’s been lots of discussion about whether Agile is strictly a software development methodology, without major impact on…
Market Thinking • 3 min read Burning Your Boats I spent 2006 consulting to small tech companies, including seven months as an interim executive. I also nearly co-founded a…
Market Thinking • 4 min read Owning the Gap Product managers are usually the people who “own the gap” for their specific products: identifying all of the missing or…
Organizations • 5 min read Defensive Processes New ventures begin with an entirely empty slate: no products, no customers, no desks, no organization charts, no established procedures…