I've always hated the Apple-style infinitely-long animated web pages where the scroll wheel just moves stuff around on the page rather than scrolling. All that does is add confusion and make me work harder to see actual content.
1/12

Amsterdam!

The attached graphic is an excellent summary of everything that a good Product person does. You will note that "_project_ management," "manage tickets," "compel or browbeat people to build X," and "use Jira" are nowhere to be seen.
1/7

I can't emphasize this👇 too much. Our job is not to build the most sparkly "innovative" pie-in-the-sky "unicorn" idea. Maybe one in 10,000 of those take off, and I'm being conservative. Instead, address the pain.
1/3

Yet another defense of story points over on the Lean-and-Agile group [https://t.ly/BrLp9] got me thinking I should repeat the following as a public service announcement:

Re story points (vs story counting) don't work.

Story points require estimation.
1/9

I'm copying this BlueSky post👇 for amplification [t.ly/lSbSF]. "The results surprised us: Developers thought they were 20% faster with AI tools, but they were actually 19% slower when they had access to AI than when they didn't." Far from a big enough sample set, but the
1/5

Also, in English, the word "you" can be used to indicate an indefinite individual (see def. 2, below). I you intend to be a hyper-literalist, it pays to check the dictionary before you go on the attack. What you're doing is an example of both the "Straw Man Fallacy" and "Ignoratio Elenchi" fallacy.

Some people constantly whine about how they need to "get it out the door faster, all the while refusing to do the things that will actually get it out the door faster, and also doing things that will get it out the door *slower*, like browbeating the teams or adding "10x" programmers.
1/4

The attached comment (from LinkedIn, bit.ly/4jON4JE) makes many common assumptions about bootstrapping a startup, pretty much all of which are wrong.

Let's start with "So, you will NOT FAIL if you ARE REALLY READY for market and competition."
1/9

The days of a BA designing a product up front and dictating exactly what the devs must build are over. I see no use at all in a traditional Business Analyst job.
1/8

Scrum is in decline (thankfully). It's interesting, however, that many people immediately go to "What other framework is replacing Scrum." As Sander points out 👇, how about *no* framework? Frameworks have never done anybody any good because they don't transfer.
1/8

🤔

🤔

When it comes to security, the dial goes from "Don't Know" to "Deep Trouble." There is no "Secure" state on the dial because there are always security flaws that nobody's discovered yet.
1/5

This is an important distinction between products and projects. With a project, you build something specific and integrate it into the system—period. With product thinking, however, everything you build is considered in the context of the overall product.
1/2

Bulk layoffs do not save money. The long-term impact on employee engagement is measurable and significant, and that doesn't even consider the loss of institutional knowledge and not having enough people around to meet demand. That lack of engagement multiples the lost productivity.
1/2

From a LinkedIn post on keeping up morale on a remote team [t.ly/KQMz5]. I think this advice is appallingly bad—hellish extrovert thinking imposed on unwilling introverts. 1/

Interesting Poll from LinkedIn 👇. Managers & ppl who make a buck by selling fake Agile™️ think the state of "Agile" is just peachy. The people who are actually doing the work think that it's degraded into a putrid mass of steaming garbage. (I may have exaggerated a bit 😁.)

Is agile on track. Yes! Just like this train 👇