Business Architecture Innovation Product Management 
Bridging the Gap
NOVEMBER 16, 2022
Whether you’re learning about business architecture for the first time or dreaming of ways to grow your BA career into a business architecture role, my conversation with Whynde Kuehn will help you discover the value of this role in an organization and what you can do to bridge that gap in your career.
Leading Agile
MARCH 11, 2020
So, as you were advancing in your career, you were basically taking what you had learned in your business unit, and you were trying to apply those lessons learned into a much broader corporate ecosystem. We still need to have good architecture. Still needed, and more and more needed, super-effective product management.
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Agile Velocity
FEBRUARY 15, 2023
Innovation and Planning (IP) iteration Occurs at the end of every PI to allow the train to innovate and learn. Dependencies are not merely identified, they are discussed with all involved parties, and agreed-upon actions are captured and visualized on the program board.
Leading Agile
NOVEMBER 17, 2020
– Well, when you’re trying to build software and the software we were building was, was very innovative and kind of leading edge for organizations. I wasn’t actually trying to help anybody get better at software development per se, or product management per se. That was kind of part of it.
Leading Agile
MARCH 17, 2021
And business architecture kind of a nebulous term, but how do you form teams? I talk about things like predictability quality, early return on investment, cost savings, innovation, product fit. So it’s a little bit where the projects, the product story kind of comes in. And it’s interesting.
Leading Agile
MAY 3, 2023
Innovation, are we able to get feedback from customers and invent products that they want to use, product fit? Are we generating the right kinds of feedback to make sure we’re building the right products, whether that be innovative or more in a structured way? Are we doing it in a cost-efficient way?
Leading Agile
OCTOBER 3, 2023
But product management is often its whole thing strategy. That’s a mouthful, but how do I take my strategic intent and cascade it down into the organization so that the leaders who are ultimately accountable for where this product goes in market have a mechanism for making sure that they’re able to do so?
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