Everybody knows the situation: The Dev Teams needs you feedback; Launches are waiting for your review; A Key Customer has interesting insights awaiting for you but you are stuck in another topic! Highly support Amys conclusions.
For me Personal Kanban with a clear prioritization did a lot. But the best thing is to have a integrated Product Team (In my case Product Growth Team) that is standing united!
Love this post Amy. Do you ever run into politics blocking the product work getting into the done state? I see that quite a bit in my current world. Many cooks wanting to get in that kitchen and have a crack at making the perfect dish.
As the number of stakeholders goes up, unclear roles and responsibilities can hold up progress. Its great to get lots of help in the kitchen - but you still need to put dinner on the table.
I would still push to finish my product management deliverables and handle the extra items in the next iteration.
The point in this article is finishing work-in-progress to avoid delays in the workflow. Product managers can accidentally hold up workflows seeking perfection in key deliverables. I agree there is less chance of a product manager delaying a workflow when there is end-to-end trust like in a small team that works together for a long time.
Everybody knows the situation: The Dev Teams needs you feedback; Launches are waiting for your review; A Key Customer has interesting insights awaiting for you but you are stuck in another topic! Highly support Amys conclusions.
For me Personal Kanban with a clear prioritization did a lot. But the best thing is to have a integrated Product Team (In my case Product Growth Team) that is standing united!
My key takeaway: Don't worry about judgement!
Love this post Amy. Do you ever run into politics blocking the product work getting into the done state? I see that quite a bit in my current world. Many cooks wanting to get in that kitchen and have a crack at making the perfect dish.
As the number of stakeholders goes up, unclear roles and responsibilities can hold up progress. Its great to get lots of help in the kitchen - but you still need to put dinner on the table.
I would still push to finish my product management deliverables and handle the extra items in the next iteration.
This is one reason why trust-based organisations are so much faster: people worry less about what others might say and just do the things.
The point in this article is finishing work-in-progress to avoid delays in the workflow. Product managers can accidentally hold up workflows seeking perfection in key deliverables. I agree there is less chance of a product manager delaying a workflow when there is end-to-end trust like in a small team that works together for a long time.
Yes, Amy, I agree with the main point as well :-)