Articles

By Andrew Park | 2024-10-31 This article is based on a discussion I had with Adam Ellsworth, a Senior Product Manager at Lucid Software. Adam has extensive experience in cross-functional product development, market research, and M&A integration from his roles at Verisk and Endurance International Group. At Lucid, he drives product innovation and strategy for SaaS solutions, aligning product teams with business goals. The Hidden Challenge: Misaligned Expectations in Agile an

By Andrew Park | 2024-10-31 This article is based on a discussion I had with Tien Yuan, a product manager with extensive experience in SaaS and technical products. She has worked across various industries, focusing on Agile methodologies, product requirements, and user-centered design. Her approach emphasizes aligning product development with business objectives and improving time-to-value. Throughout her career, Tien has observed several challenges within the traditional i

By Andrew Park | 2024-10-31 This article is based on a couple conversations I had with Scott Sehlhorst, a seasoned product management and strategy consultant with over two decades of experience in software development, agile transformation, and product management strategy. Scott’s extensive career has involved helping organizations transition from Waterfall to Agile while refining product management practices to meet the needs of complex, multi-market software projects. He ha

By Andrew Park | 2024-10-23 Recently, Curtis Michelson, a lead organizer of Product Tank—a global community of product professionals—asked how Perplexity’s product culture compares with Product Oriented Software Engineering (POSE). His question was sparked by Perplexity’s innovative team structure and processes, and how they align (or diverge) from the principles of the POSE framework. As the author of POSE, I’ve designed this approach to enhance product development by placin

By Andrew Park | 2024-10-22 David Luke, a board member of Agile Alliance, is spearheading their Reimagining Agile initiative, aimed at reshaping practices to become more product-oriented in software development. A major outcome of this effort is the Agile Product Management Initiative, which seeks to unify product management and broader development communities. It emphasizes adapting processes to align more closely with product strategy and design principles throughout the de

By Andrew Park | 2024-10-21 In today’s evolving product landscape, the role of the Product Owner, as defined by Scrum, was formulated in the late 1990s when software projects were much smaller and simpler, and most companies operated on sales-led product teams. Since then, software project complexity has increased by 50x, and user experience (UX) standards have risen dramatically. These two forces have driven the rise of the Product Oriented Model, which has gained significan

By Andrew Park | 2024-10-01 During a recent discussion with Anna-Katharina Reykowski, we shared our perspectives on how the software delivery process can be better aligned with a Product Operating Model. Agile and Scrum, which were initially developed to address the inefficiencies of the traditional waterfall approach, have often become overly focused on short-term thinking and ritualistic ceremonies. We agreed that to meet the evolving needs of businesses, Agile must shift t

By Andrew Park | 2024-09-19 As companies scale, Product Operations (Product Ops) teams are often introduced to help Product Managers manage operational complexities. However, Marty Cagan, a leading voice in product management, emphasizes that while Product Ops can alleviate certain burdens, there are key responsibilities that Product Managers should never delegate. This essay explores what can and cannot be delegated, based on insights shared in Lenny’s Podcast episode, The N