Being a Product Manager in a DevOps World
Most of our Github repos have continuous integration or continuous deployment setup. When you open a pull request, your code is magically slurped up to the cloud, a battery of tests is run on it, and if they all pass, you get a big green “safe to deploy” check mark.
We also have ChatOps deployment. There’s a channel in Slack where you can ask a bot to throw any branch of any repo on any environment, including production. This also makes it really easy to investigate and roll back bad deploys, and generally helps with visibility about what’s going on in our infrastructure. Continue reading this article at PagerDuty
Why Continuous Delivery and DevOps are Product Managers’ Best Friends
The main reason you should care about CD and DevOps is that it is transformative to businesses. Time and time again, organisations you admire, which produce products people love, reveal that they are doing Continuous Delivery and/or Continuous Deployment, and have a DevOps culture. Some good examples of companies that do this would be Etsy, Netflix and Amazon.
But CD and DevOps have not just helped Silicon Valley darlings to get big: CD has helped transform organizations all over the world. The Guardian is a great example of an older business who embraced the benefits CD brings by moving from a bimonthly release cycle to making tens of thousands of automated deployments a year. And the benefit for them? Continue reading this article at Mind The Product
The Product Managers’ Guide to Continuous Delivery and DevOps
While development teams often see the most immediate benefits of process improvements, there are lots of benefits of CI, CD and DevOps to the rest of us. Put simply, I believe that organisations practicing CD and embracing a DevOps culture will deliver more valuable, reliable software to their customers, more often. That’s got to be good, right? Especially if you’re on “the business side.”
Next time I will talk more about why you should care about these concepts. I’ll address the impact it can have on your business and how to get involved. If you have any questions, talk to me in the comments. The whole point of these posts is to empower you and inform you about technical practices that are meant to be business-relevant. Questions are great! Continue reading this article at Mind The Product
How does DevOps affect me as a Product Manager and UX Designer?
DevOps makes the life of a Product Manager a lot easier because the speed with which we can get feedback on our changes increases, as well as the fact it has the potential to reduce waste and save costs. With the right tools, this process will allow us to create and deliver better digital products to users in a quicker and more cost-effective way.
I am only at the very beginning of my Product and UX journey, but I can see how DevOps is wound into the DNA of this type of role. I am aware of the challenges that many organisations face in implementing a practice such as DevOps, but I believe that by being open-minded, humble and self-aware Product Managers and UX Designers can be the catalysts to influence better design and development practices.
As product people, we must always be learning, and by fully utilising our empathy and a drive to learn from both users and fellow team members, we can create a culture and environment where DevOps can flourish. Continue reading this article at Basis
DevOps and the Product Owner
You could argue that the “Operational Product Owner” already partly exists as the “Service Delivery Manager” (SDM) within the ITIL framework but SDM’s rarely get involved in the software development lifecycle as they are focussed on the “delivery” part at the end of the SDLC. Their role could be extended to include driving Operational Requirements into the SDLC as part of the continual service improvement (CSI) process however. Continue reading this blog post at DevOpsGuys Blog
What is the relationship between DevOps, Lean UX, and product management?
I don’t mention Product Management because the role of the PM varies so much from company to company. However, I think in the basic equation they are most likely to sympathize with the design team if DevOps blocks any sort of product progress. Continue reading this thread at Quora
How agile distinguishes between product managers and product owners
In agile development, product road maps often get a bad reputation. Some of this is deserved. From the agile (product owner’s perspective), a company needs to adapt a product quickly—due to a specific customer request or the competition landscape—so a road map has a high likelihood of changing directions in the near future. Showing that to customers and other stakeholders isn’t always effective over a months-long calendar of progress reporting. This mostly means you can’t make a detailed road map or make too many specific commitments to customers. But from a more traditional perspective (the product manager’s), a general product road map has value for marketing announcements and third-party integrations and to show customers the current plan. Continue reading this article at TechBeacon
DevOps & Product Teams – Win or Fail?
I love Prezi’s in-house deployment system, but if I were the CTO of a startup I wouldn’t think about building my own. I would go straight to Heroku.
Heroku is the perfect example of a platform team which is not part of the company. They do an excellent job of documenting their services and their product is easy to use. If I’m not satisfied with their offering, I could go to a dozen competitors who offer various solutions to the problem of deploying and running my code.
Even larger companies are seeing the benefit of “renting” some platform teams. Amazon Web Services’ Redshift database is a great example. Redshift is a database service which is operated entirely by AWS. Its use requires no traditional DBA skills. It’s not suitable for every kind of workload, but if it proves to be a good match for your use case, it may be much easier for product teams to use than a data warehouse of their own.
Using third party services makes it easier to align the incentives of the service provider and the consuming product team. The services offered are competing with other similar services on an open market, therefore it’s in their interest to keep their offering stable, up-to-date and easy to use. At the same time, services can choose their customers. They have the right not to address some customer needs. For example, AWS Redshift is designed to be used as a data warehouse, not as a low-latency application database. The AWS ELB load balancer does not support URL rewriting: it’s tailored towards relatively simple use cases and excels precisely because it is reliable and easily configured due to it’s simplicity. In theory, the market forces both providers and consumers to compete, which is difficult to achieve with in-house platform teams. Continue reading this article at InfoQ
What is a Product Manager?
There are a lot of great posts about what a product manager is (like here and here), but there is only one problem: none of them say the same thing, because there is no globally accepted definition of the role. In some organizations, a product manager keeps the trains running on time, in others the product manager is “CEO of the product”, and in others the product manager is the voice of the customer. Continue reading this article at Dyor
The Product Manager’s Guide to Feature Flags
PMs at Google, Facebook, and Amazon have integrated feature flags into their development cycle. This has enabled them to know how users react to a new feature before it has been released to everyone. It also helps them be more responsive to feedback without having to leave a ‘bad feature’ out on the market for too long. Continue reading this article at Launch Darkly
Product Manager vs. Project Manager
roject Managers focus on the project and development team at hand. A given product can consist of many projects and a development team can support many products. The Project Manager works closely with the Product Manager to ensure user stories are written with appropriate requirements and acceptance criteria. In addition to this, the Project Manager helps guide the developers by appropriately planning out their work for any given sprint and keeping projects on track to meet feature goals, budget goals, and desired timelines. Often times, Project Managers are responsible for facilitating hard conversations with stakeholders, developers, and the Product Manager. Continue reading this blog post at Modus Create
DevOps is dead – Let’s be DevProds
You understand your customers needs, you know the hypotheses on the table, you want your product to succeed. You want it so hard, it itches. So it’s not a big deal. You can put yourself in your customers’ shoes and translate their pains to technical requirements, User Stories, UI Flows and even paper prototypes. You can look at them and understand how they affect the bits and bytes, the gear wheels, the code you write. You know what could demand a graph search, a NoSQL or a column-store database, a message queue or an API that can be easily extended to encompass what your product might need next.
Continue reading this article at HackerNoon
DevOps Release Planning
Prior to DevOps and Agile, release planning has defined the heartbeat of development: Fixed release dates with fixed content, specified upfront on a quite detailed level and involving considerable preparation work. In DevOps and Agile this is different: Development heartbeat is set by agile sprints (Scrum-style Agile) or by small-grained work item completion, resulting in a more continuous flow than a rhythm (Lean/Kanban-style Agile). Extensive preparation makes way for fast and flexible adjustments.
DevOps release planning determines themes and target dates, and hands over detailed design of features and release content to agile teams, their product owners, and their customer interaction. As a consequence, roadmaps both for internal and external audiences, are theme-oriented. Even for internal audiences, they provide less detailed information than before. This is a common characteristic I found throughout all interviews and observed cases. Continue reading this article at PD7 Group
I am the Product Manager
If you are the Product Manager of a Startup – and working 9 to 5, doing a few customer interviews, talking to the CEO/CTO/Founder, browsing competitors website/Apps, STOP – you have to do more. [ ps : Startup founders, if you have hired Product Managers – here is what they have to start doing ] Continue reading this article at ProductNation