Remove Continuous Delivery Remove Leadership Remove Metrics Remove Product Management
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The Shift Beyond the Hype: Transitioning from Vanity Metrics to Authentic Business Objectives

Xebia

Introduction Among the sea of metrics, vanity numbers have often taken the spotlight, leaving many organizations lost in a world of misleading indicators and superficial gains. The catch is that many of these metrics (Website views, Leads in Sales Funnel, Marketing spent, Revenue without profit etc.)

Metrics 130
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Practical Skills for The AI Product Manager

O'Reilly Media - Ideas

In our previous article, What You Need to Know About Product Management for AI , we discussed the need for an AI Product Manager. In this article, we shift our focus to the AI Product Manager’s skill set, as it is applied to day to day work in the design, development, and maintenance of AI products.

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What is SAFe? A framework for scaling business agility

CIO

Agile product delivery: SAFe organizations must adopt a customer-centric approach to delivering valuable products and services to end users. Here, design thinking and a commitment to continuous delivery and release on demand are essential.

Agile 276
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Two DevOps Metrics for Agile Teams & their Managers

Storm Consulting

They’ve been using just two DevOps metrics , the number of releases made per month and the number of incidents raised per month. I’ve written before in the executive challenge about why MIB’s CIO chose these two KPIs from the eight DevOps metrics that the management consulting firm insisted were necessary.

Metrics 49
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Product-Driven vs. Project-Driven: Your Keys to Success

Perficient

When analyzing this feedback, it is important to look at analytics on how your products are being used. With defined KPIs in place, you can remain metrics-driven to measure success when implementing your changes. Continuous Delivery is an essential aspect of an Agile methodology.

Agile 64
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How Atlassian Uses Feature Management to Continuously Deliver

LaunchDarkly

This means team performance is measured with metrics like user satisfaction or mean time to resolution (MTTR hours). For increased efficiency, teams are organized cross-functionally into triads comprised of an engineering lead, design lead, and product manager so that projects have leadership and direction from these three vital perspectives.

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Grown-Up Lean

LeanEssays

As the company outgrew its traditional cathedral-style software architecture in the early 2000’s, the leadership team felt that the growing pains could be addressed with better communication between teams. Dramatic advances in software engineering workflow can be traced to the 2010 book Continuous Delivery [22] by Jez Humble and David Farley.