TL; DR A tweet by John Cutler made me think over two weekends, so I wanted to write about it. It ended in a much broader spectrum, overview of concepts, methods and statements than expected. I sure could have split it smarter into multiple posts, but wanted to dot the line between them how organisation … More A Potpourri of Product, Organization, Team and Individual Thoughts
Inspired by #NoEstimation movement I’d like to share my ideas of story splitting as there are plenty of ways how to do so. A common understanding Teams struggle sometimes in getting a common understanding of what to do to create software and to contribute to a specific outcome. Usually the Product Owner is assigned to … More Using Gherkin for Writing Better User Stories and Splitting
Since the last presentation at the German developer day in Frankfurt, I shared some learnings about having a common understanding for agile transitions. This lead me to the idea to write down an overview and understanding of the role of product owners. I’ve read so much and work so long in this role, that the … More The Product Owner Overview as an Ultimative Mindmap
Last week I was lucky to read an article that made me think deep: #Facebook at scale “On #Android alone, we do between 50,000 and 60,000 builds a day.” https://t.co/M3wGhZ61Jm pic.twitter.com/9EdNk4wJGW — @Virtual_Patrick (@Virtual_Patrick) September 4, 2017 The fact to deliver code faster, safer, and with better quality is not new. It is a common … More Releasing fast at scale like #Facebook
Size matters and size comes in different flavors like for example value, cost and time. All dimensions correlate somehow into results depending on the metric you’d like measure. Stop! Do you even measure one of those dimensions on a regular base? Do you make them transparent? For whom? Colleagues, your boss, your team, your organization or … More Trust Is Adding Value To Your Daily Work
Last Monday I had the pleasure to visit the agile Roundtable from the DBSystel with a great talk from Klaus Lepold at @DB_Skydeck. Beautiful view @DB_Skydeck #agileroundtable with @klausleopold pic.twitter.com/SgGaXHBvR5 — @Virtual_Patrick (@Virtual_Patrick) March 20, 2017 His talk was very inspiring especially for traditional companies with more hirarchies and project focus. His hypothesis and observation is based … More Focus on Outcome and Value for Customers
Marty Cagan inspired me to write two cents about my view of “beyond lean and agile“. I don’t have the experience like Marty, only 10 years in product management and 3 years as a product owner. Marty also pointed out how important the understanding of product managers vs product owners really is and how essential they are for building good products. Lean … More Beyond #Lean and #Agile
Last Tuesday we offered an exclusive round table for Matrix42 customers working with Empirum in our headquarter in Frankfurt. We initially invited all existing customers registered at the Matrix42 Marketplace at least subscribed products from the client management, compliance or service management category. Interested customers then needed to apply for this exclusive workshop with the senior management … More Impression of the exclusive Matrix42 Customer Round Table 2016
I’ve written before about the communication challenges of a scrum team. For me communication is nothing special to scrum, but it is very important to find a common understanding when comes to collaborative work building features and talking about user stories. It also improves our daily lifes working on our behaviors and attitudes. I’ve bought an audio … More Nonviolent #Communication for #agile teams
I am reading now “The Hard Thing About Hard Things” from Ben Horowitz which really touches me emotionally. In the chapter about train the people he sets some expectations to guide in a special direction, I found another post here. There you will find a list about good and bad product managers here. I wanted to give … More Mindmap of Ben Horowitz post about: Good Product Managers – Bad Product Managers
Patrick Sauerwein | @virtual_patrick 