Extreme Product Management (XPM)
When Stacey Mentzel and I wrote the article on Extreme Product Management, we knew the term "agile waterfall" would create a controversy.
I appreciateabout the article. But I'm afraid he might be missing our point. Our definition of XPM is using the minimum process and creating the minimum artifacts to deliver products people want to buy.
A key phrase is "products people want to buy." In order to do this, product managers need time to collect the strategic information from the market. The role of the product manager in an agile process is to provide the problems to be solved, for which personas, in which market segments. Product managers need to understand not only users (which is typically where agile methods focus), but also the buyers.
It is hard to convey complex ideas in a one-way medium, such as written requirements--just as it's often difficult to convey complex ideas in a printed article. Therefore, we embrace the iterative approach of agile methodologies. Product managers need to be involved in getting feedback during the process but not in every iteration meeting.
Extreme Product Management is meant to articulate the role of product management in embracing Extreme Programming. XPM is not about managing the sprints and iterations; when building products (not one-time projects), product managers need to operate strategically and bring in market facts.
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