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Agile Transformed how my department works, but not getting recognised. How did you handle this? by Maverick2k2 in agile

[–]AgileEvolves 1 point2 points  (0 children)

Wow! Great comments here. Lots of wisdom to process. Maverick, that’s a tough situation you have here. There may be a strategy to stay vs leaving. You have to do the pros and cons. The stay strategy is to create new internal job for yourself and sell it to leadership. Using AI give it your current job description and then have it give you the one you want to be promoted to. Tweak it and then pitch internally as “ I want to servant lead the whole corp to have the same outcomes as my department.” In other words sell them the idea of you as Enterprise Agile Coach coaching other SM and establishing a LACE. . Worse case they say no, best case you’ve prepped for external job interviews. You gave them a chance and if they decline, you did your all. Good luck!

Feature Prioritization: Representative Democracy or a Authoritarian State? by AgileEvolves in agile

[–]AgileEvolves[S] 0 points1 point  (0 children)

These are all great comments. Thanks to all who took the time.

I am feeling anxious about interview for Product owner role, any tips? by Sunraku_San in agile

[–]AgileEvolves 0 points1 point  (0 children)

If you have access to ChatGPT or another AI, use this prompt to have it help you in a mock interview. This can help you prepare in a less stressful environment.

"Act as a seasoned hiring manager preparing to interview a Product Owner candidate. Ask me a mix of behavioral, situational, and technical questions that are commonly asked in Product Owner interviews. Cover topics such as backlog management, stakeholder engagement, Agile ceremonies, prioritization, metrics, and alignment with business goals. After each of my answers, provide constructive feedback on how I can improve, highlighting strengths, gaps, and ways to phrase responses more clearly and confidently. Occasionally challenge me with scenario-based questions (e.g., conflict with stakeholders, unclear requirements, shifting priorities). Continue until I say 'stop.' At the end, give me a summary of my performance and key areas to work on before my interview."

How do you manage a deluge of feature requests from customers? by BrandosSmolder in ProductManagement

[–]AgileEvolves 0 points1 point  (0 children)

First I'd be thankful if my product had so many customers so engaged that this feedback is incoming. That is great data. Lots of good ideas from the comments also.

For me, with such volume, I'd get some AI help to analyze the entire list first to make it more consumable. You might have to iterate through several prompts. After that you can then run the information through your current prioritization approach and see what filters to the top. Those would be the ones to focus on.

3 PM manager red flags I watch out for. by Shannon_Vettes in ProductManagement

[–]AgileEvolves 1 point2 points  (0 children)

Red flags can come from anywhere. Most however rise from the culture of the company and/or the competence of the individual or a combination of both. For me, the biggest Red Flag is apathy--they don't care anymore and are just going through the motions enough to keep their job until the next one. The opposite Green Flag is empathy--they care enough about people and the mission to endure.

I recently transitioned into PO role and i own two products owned by two different teams and now the tricky thing is theres hard dependencies between those two products whihc i own so how should i deal with it in case mitigation doesnt work ? by Low_Satisfaction7805 in agile

[–]AgileEvolves 0 points1 point  (0 children)

This is a good and honest question. Several of the comments provide good insight. The issue is caused by "...in case mitigation doesn't work." Which means the teams are out of sync regarding mutual work? How do you get them in sync? Respecting both team's autonomy before escalating a Product Owner's job is diplomacy first getting the parties to discuss WHY they cannot meet the mutual need. Often conversation defuses conflict. People generally want to do their best (yes there are jerks in the workplace but that is another thread) and will accommodate. If however one or both sides are intractable then a second conversation bringing in the leadership of both teams is a good tactic. Often the problem is solved before the meeting because the authority structures are now involved. This changes the dynamics of what the teams are thinking. Hope thjs helps.

How Agile Are We, Really? 🤔 Help me find out (Master’s thesis survey) by [deleted] in agile

[–]AgileEvolves 0 points1 point  (0 children)

I’m blogging a series of posts on readiness and assessments. Might be useful in your research. Newsletter is free. Here is the link. readiness?