Viewing entries tagged with 'product planning'

Top-Down Dates

Posted by marty cagan on January 22, 2013

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In my last article, I discussed how we manage public commitments in an Agile, Dual-Track environment.  In that article I talked about those public commitments that are needed to run a business, such as when a customer can count on getting some capability, or when a development partner can plan on testing, or determine what will be available for the upcoming holiday season.

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Project-based Funding

Posted by marty cagan on July 24, 2011

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If your company is one that still allocates product development funds based on approval of projects, then you still have the old “project-based funding model.”  This is mostly a situation in either large companies, or those that have an IT-style legacy, but the mindset often exists even in small companies too.

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Dedicated Product Teams

Posted by marty cagan on February 18, 2010

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In my last article I talked about the importance of knocking down walls, especially the wall between product management and engineering.  In this article, I want to describe a technique that helps achieve this, along with several other significant benefits.

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The Product Scorecard

Posted by Marty Cagan on June 1, 2009

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How does your CEO know that every product manager’s efforts are aligned with his business strategy?
How does your CEO clearly communicate to your product managers the business priorities?
How does your CEO know which product managers are making good decisions and making true progress in carrying out the business strategy?

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Visiontyping and the Hands-On Executive

Posted by Marty Cagan on February 25, 2009

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In my last article on Inspiring Product Leaders (see www.svpg.com/blog/files/inspiring-product-leaders.html) I wrote about executives that are deeply involved in the company's products, and I talked about how these are my favorite types of leaders for tech companies. Several of you wrote to me that you had such a leader, but you were
struggling to find ways to work effectively and contribute when the leader of the company is so hands-on in the product.

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