Orwell Removed From Kindles

by Charl Dreyer on July 23, 2009 · 0 comments

in Roles

People often ask me what I mean when I say that Product Owners, in carrying out their role, must do so ethically and with due respect for the rights of others.

Product Owners hold the product vision, and it’s their job to always keep it before the Team. As with any vision, some parts of it may be less clear than others. When the Team needs direction on how to implement any part of the vision that is not clear, it’s often easier for a Product Owner to expound the idea by way of an example.

There’s a right and a wrong way to act at these moments. There’s a respectful and a disrespectful way of behaving in these situations. This is when Product Owners show leadership by doing the right thing.

During the development of the Kindle I guess Amazon’s product people must have put a story on the task board saying something like: “We should be able to silently delete material from Kindles already in use by customers in case we encounter digital rights issues after e-books have been purchased and downloaded.”

Take a look at this tricky situation that Amazon finds itself in and think about what you would do in the circumstances.

What’s my definition of a Product Owner? A Product Owner directs the team to deliver the right solution to market that meets user needs and stakeholder expectations, in a way that is innovative, ethical, and respectful of the rights of others.

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The Future of Management

by Charl Dreyer on July 22, 2009 · 0 comments

in Must Reads

Book review: The Future of Management, by Gary Hamel with Bill Breen.

Gary Hamel’s latest book, The Future of Management comes at a time when many companies, especially those in the U.S., face overwhelming competition from Chinese and Indian firms, not to mention established competition from Japan and Western Europe.

Hamel asks if companies constantly innovate new products, and improve existing ones, why don’t they do the same to their management approach? This might imply a change in management style away from a militaristic command-and-control model of past centuries, to a latticed, network style of management birthed out of how the Internet has changed the way we think of information and communities. [click to continue…]

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An Unintended Benefit

by Charl DreyerJuly 15, 2009 Documents
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Perhaps trying to make sure everyone is always busy is a legacy of waterfall (wishful?) thinking, because when everything took so long to do it wasn’t a problem keeping the idea pipeline full. But as you reap Agile’s efficiency gains you may uncover a shortage of effectiveness and creativity within your company.

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Telling a Story

by Charl DreyerJune 14, 2009 Individuals and Interactions
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“A vision is a story people tell with their lives.” Each one of us becomes so gripped by something that we live it out in a way that speaks clearly to all who choose to listen. Stop for a moment and listen to the story your life is telling. What story is your team telling? Does their story assure you that they have caught your vision?

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Be Wary of Precedent

by Charl DreyerJune 11, 2009 Responding to Change
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Much of what we do today is based in precedent. The reason we need to do this, of course, is to keep up with the rate of change, the busyness of our own lives. Our dilemma is that they are mortal enemies: Precedent and change. Part of the daily stress we face is in trying to meet the demands of those who want things as they are, and the hopes of those who want things as they will be.

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User Solutions

by Charl DreyerJune 5, 2009 Customer Collaboration
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Users create their own ideas about solutions and release timing based on information they get from a number of sources. As product development professionals we should be challenged to see beyond user solutions to uncover users’ real needs.

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A Product Owner’s Lament

by Charl DreyerJune 3, 2009 Roles
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Product Owners get a lot of satisfaction and fulfilment from their role in the Scrum team. Yet at the same time, and like any other role, it has its frustrations. Here are some of them. Please leave comments to tell us how you have handled, or would handle, similar issues.

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Working Software over Comprehensive Documentation

by Charl DreyerJune 2, 2009 Documents
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The Agile Manifesto values working software over comprehensive documentation. In agile projects working software is the ultimate quantification of your project’s status. This may take some getting used to. The agile leader though, may be more interested in artifacts describing the project’s functional effectiveness: The ‘why’ of the business. This is because you are responsible for the software beyond its manufacture: Why you invested in it, and why it complements your broader business plan.

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