Marcus Hamrin

Stop asking what to measure & start asking what to care about. Then measure that. #measureoutcomes #outcomedriven

There is no perfection. There is only the right thing at the right time. And time moves on.

@JustAnotherPM I’d ask them “given what you DO know, what’s the forecast range?” The range illustrates their level of uncertainty, it’d be up to me to determine if that is ok. (Ideally I’d have flow data and not worry about estimating at all)

Product managers, does it ever happen that you spend a lot of time creating documents (PRDs/user stories) and doing detailed discussons/meetings. Yet, engineers "need more details" when asked for estimates. If yes, how do you handle such situations?

Push = emergent need for predictability Pull = emergent ability to predict

@PatThePM 1: I separate actions from FYIs 2: I write actions in a notebook by hand. I get the time needed slow down and evaluate actions. 3: I review notes often, strike non-essentials 4: I set Slack reminders for FYIs 5: I have a tab group named “to read” 6: Breathe. Slow down.

Product Managers and Engineering Managers, how do you manage the daily barrage of issues, bugs, feature requests without letting it interrupt you constantly? Looking to find a process to implement that is lightweight yet effective.

@patrickdebois How would you notice that you have it? What would you see more/less of?

How would you measure good technical documentation ?

If you have two teams dependent on each other to deliver value, you actually have ONE team. Treat WIP & queues accordingly.

If you're not doing TDD, you're so missing out on continuous dopamine hits

@ant_murphy No/yes/doesn’t matter. Good roadmaps are good, bad roadmaps are bad 🤷

"Roadmapping is anti-agile. Instead, we should only have priorities." This was a response to my product roadmaps article - discuss! Are roadmaps anti-agile?

@eldsjal Death metal 🤘

To all the people who can get work done while listening to music with lyrics… I have one simple but important question: How? Teach me your ways.

“Four Kinds of Value” @hamrinmarcus/a-value-model-5e31f2677c64" target="_blank" rel="nofollow noopener">medium.com/@hamrinmarcus/…

@cliffhazell Reminds me of ”The Bear is Sticky with Honey” youtu.be/i92Ws7qPTRg

My friend is careful what they show interest in before Christmas. Because their partner will interpret it as a gift request. As leaders, we must be careful of this. When we talk about something, folks often think, “Oh, that’s important.”

@johncutlefish I call it Tech Health

“Protect Value” is work to ensure validated user value continues. It is NOT tech debt. PV-work is maybe not as fancy as “Create New Value”, but it’s validated and valued, unlike “New Value”. Should be easy to prio most of the time.

If you care about predictability, you should care about product quality first. Bugs, incidents & tech debt will ruin any attempt at increasing predictability of product delivery.

@CGLambdin But how would you know?

When research is in fact waste, Agile might be as well. Worth thinking about.

@tottinge That could be useful! How might one avoid hindsight and/or selection bias? Many things influence flow, couldn’t it be tricky to attribute the “right” cause(s)? Then again, that problem remains without this feature. It could enable identifying patterns over time 🤔

I wish these tools let you annotate your burn-up, burn-down, or CFD so you could say "here is where we lost our outsource team" or "we added Jeanette to our team" and see the difference that these things made.

Beware: “Align” might sometimes mean “make sure everyone understands all project requirements before we get started”.

@PatThePM We use the same word but often expect different behaviors. Should prio 1: - start first? - end first? - get most funding? - other? Priority is hard when we don’t agree on what behaviors to expect as a result of using it.

Why does prioritization always seem so easy in theory, but so so difficult in practice?

Agile folks seem to have forgotten it's original Intent: “Working software is the primary measure of progress”

It's irresponsible to load teams to 100% capacity. Increased workload creates longer delays, lower quality, and higher costs. #agile #leadership