Member-only story
What does it really mean to be an Agile Product Manager?
Itβs all about:
β’ Profit πΌππ²πΏ greed
β’ Motivation πΌππ²πΏ burnout
β’ Doing things right πΌππ²πΏ fast
β’ ROI πΌππ²πΏ doing what you are told
β’ Using great ideas πΌππ²πΏ choosing the plan
β’ Efficient MVP πΌππ²πΏ expensive ideal version
β’ Clear communication πΌππ²πΏ confusing details
β’ Overall product results πΌππ²πΏ your teamβs delivery
β’ Short, relevant backlogs πΌππ²πΏ long, full of BS ones
β’ Getting things to work well πΌππ²πΏ working perfectly
β’ Learning from your mistakes πΌππ²πΏ the blame game.
β’ Career growth based on results πΌππ²πΏ playing politics
β’ Listening to userβs voice πΌππ²πΏ stakeholderβs demands
β’ Monitoring a few relevant metrics πΌππ²πΏ dozens of them
β’ Transparent prioritization πΌππ²πΏ working off gut feelings
β’ Problem-focused roadmaps πΌππ²πΏ feature-focused ones.
β’ Giving the team space to grow πΌππ²πΏ micromanagement
β’ Well-planned sprints πΌππ²πΏ relying on stories estimations.
β’ Problems looking for solutions πΌππ²πΏ the other way round
β’ Pursuing the best opportunity πΌππ²πΏ sticking to the roadmap
β’ Having a single, achievable, but ambitious πΌππ²πΏ several goals
β’ Prioritizing true value bringing stories πΌππ²πΏ stakeholder requests
β’ Fixing issues that jeopardize user experience πΌππ²πΏ fixing every bug
β’ Commitments to solving problems πΌππ²πΏ feature delivery date ones.
β’ Iterating a releaseβ¦
