I have noticed product managers who have been in one company or domain for a long time struggle with product sense due to getting lost into the details of the domain so much that they confuse anyone whose new to the industry.

Keep your product sense fresh by observing products in other domains and thinking about the following:

  1. Who are the targeted personas?
  2. How are they empowered?
  3. Who are the competitors?
  4. What does the competitive landscape look like? Look at pricing, feature sets, financial reports, customer reviews, LinkedIn etc to get greater guidance
  5. Based on the above what are some fictional OKR’s you could set to grow the product?
  6. Use the app and really think about what are the key user goals that you trying to achieve and how do you feel when performing these goals?

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Instances where the five scrum ceremonies/events offer little value & should be stopped:

➡️ Sprint planning — scope is fixed on a piece of work for 4+ weeks e.g. migrations, upgrades, deprecation etc. Kanban makes more sense in this instance.

➡️ Daily scrum/Stand up — critical bug/issue the squad needs to work on debugging (let them get on with it!)

➡️ Sprint retro — the issues are consistent & well known to everyone. You’ve spoken about them multiple times in previous retro’s & they are not easy/quick fixes.

➡️ Sprint review — stakeholders have little/zero interest in a particular product during a period of time where other product developments are of further interest.

Don’t just do scrum for the sake of it! Do it if it’s meaningful & offers more value that other methods!

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