Product Owner part is pure manipulation. The fact is: 1. You can have a PO and an SM in your team and still deliver continuously 2. You can have a group of talented engineers that continuously deliver but the end result is not relevant to the market 3. Managing delivery is nowhere near to 10% for any role, it is more 4. Many big and successful companies in Valley have very well defined processes 5. The companies above have POs and PMs in their structure working very effectively 6. PO role was introduced with/by Agile and the role includes also Product Management responsibilities. It works the best for small teams, that's why PMs come into the play with the scale 7. PO is just a name, it is all about responsibilities. You can call it PM, or other names, however there are duties that should be covered by someone. In one of my previous companies (30K Valley company) PMs were acting more as Marketing Managers and POs were responsible for for customer relationship and defining features, as well as driving the delivery. At lastly, there is no universal recipe for success, you need to inspect and adapt.
The ten misconceptions outlined by Marty: 1. you need to solve a problem nobody has solved before 2. you need to spend as much time as possible understanding "the problem space" 3. you need to be an expert in the domain 4. you need to listen to your customers 5. you need to commit to your solution, and iterate until success 6. you need product owners 7. you need to come up with innovative product ideas 8. you need your engineers to focus on coding 9. you need to focus on creating a product your customers love 10. you need process people to grow your company
I refer to that group of people that want to "productize" a process as the "methodology industrial complex". They can take something very useful and morph it into something that takes it completely away from its original intention and purpose. Every company and product team is different. Every set of customers is different. You have to be more in service to your team and customers and the problems you are solving than a slave to the process...
Bravo pour la présentation Léo et Martin, crystal clear ! 🙌 Et merci à la @School of Product pour l'invitation et la qualité de l'événement ! On remet ça bientôt ? 😉
@Pablo : tu cherchais un exemple mature et qui a résolu sa transfo et sa gestion de sa dette et de ses dépendances ? Il me semble que la SNCF est à un niveau de maturité assez élevée selon moi (tout comme ses filiales Kisio et oui) Comme toujours contenu passionnant. Merci pour le Meetup.
