Exercises Product Management Team Building 
CIO
SEPTEMBER 17, 2024
I recommend three primary roles: a product manager owning the vision, a delivery leader overseeing agile teams and implementation, and a program sponsor. One solution is to assign the responsibility to enterprise architects in a product management capacity.
Martin Fowler
FEBRUARY 27, 2024
I would avoid any artificial “team building” exercises, if only because of how much I hate them. So we should set a full day of work, focusing on those tasks that benefit from the low-latency communication that comes from being together.
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Lead on Purpose
OCTOBER 27, 2012
If you have a team, it’s important that they are able to work together – try some team building exercises such as lunches and other fun activities to ensure that there is a level of trust and respect between the various members of your team. You won’t know until you ask. Avoid micromanaging.
Lead on Purpose
JULY 20, 2013
As a leader it is your job to make this a healthy exercise instead of becoming negative, but sometimes getting something off our chest just feels good. She and her team practice yoga and meditation every morning and, on Fridays, they all get together to have lunch to brainstorm and relax. Of course not!
Lead on Purpose
MARCH 30, 2013
It is an interactive tool for accessing the wisdom and practical experience of great management thinkers and practitioners – both the gurus of the past and today’s pathfinders. The ThEME tool will help you gather the specific information you need to manage effectively. —. Don’t confuse motion with progress.” –Peter Drucker.
Lead on Purpose
MAY 31, 2010
“Do business by design rather than by default.&# — The Product Management Perspective: We will improve our effectiveness and our ability to work with others by giving careful thought to these questions. As product leaders we need to plan and then move forward with focus and energy. Thank you for commenting.
Strategic Tech
FEBRUARY 16, 2022
One type of overlap is where the new product builds on capabilities provided by the existing product. This can become delicate when the mindsets of each teams are optimising for different things, most commonly speed vs reliability. Constantly changing the product and implementing half-baked features is a risk to revenue.
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