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<title>Product Management - Business Exchange</title>
<subtitle>Most Active Articles</subtitle>
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<updated>2009-11-25T22:36:57.098-05:00</updated>
<author>
<name>Business Exchange</name>
<email>Business_Exchange@businessweek.com</email>
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<entry>
<title>Demystifying Requirements Traceability</title>
<link href="/product-management/demystifying-requirements-traceability/6872487373404057075-c8df63d13441e9dd6303181d17e4e014/"/>
<id>urn:com:businessweek:bx:article:6872487373404057075-c8df63d13441e9dd6303181d17e4e014</id>
<updated>2009-11-24T20:03:44.317-05:00</updated>
<summary>Want to build great products? Learn the art and science of requirements traceability to keep everything and everyone connected.</summary>
<content type="html">Want to build great products? Learn the art and science of requirements traceability to keep everything and everyone connected.</content>
<source>
<title>jamasoftware.com</title>
</source>
<bx:external-link>http://www.jamasoftware.com/contour/requirements-traceability.php</bx:external-link>
<bx:adder>
<bx:fullname>John Simpson</bx:fullname>
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<entry>
<title>What&#39;s the ROI of requirements management?</title>
<link href="/product-management/whats-the-roi-of-requirements-management/1235438815005273276-e61b1a9490840b6728cfb872c6933d59/"/>
<id>urn:com:businessweek:bx:article:1235438815005273276-e61b1a9490840b6728cfb872c6933d59</id>
<updated>2009-11-24T20:07:29.874-05:00</updated>
<summary>Few executives wake up thinking the answer to their innovation woes is better requirements... but maybe they should. Best-in-class companies do. See the analyst data.</summary>
<content type="html">Few executives wake up thinking the answer to their innovation woes is better requirements... but maybe they should. Best-in-class companies do. See the analyst data.</content>
<source>
<title>jamasoftware.com</title>
</source>
<bx:external-link>http://www.jamasoftware.com/why/make-a-case.php</bx:external-link>
<bx:adder>
<bx:fullname>John Simpson</bx:fullname>
<bx:id>jsimpson764</bx:id>
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<entry>
<title>When Organizational Silos Hurt Innovation</title>
<link href="/product-management/when-organizational-silos-hurt-innovation/2676703876422704072-24e0011078064d619b45d086a269f5a6/"/>
<id>urn:com:businessweek:bx:article:2676703876422704072-24e0011078064d619b45d086a269f5a6</id>
<updated>2009-10-27T14:07:17.457-04:00</updated>
<summary>What&#39;s wrong with these two pictures?a) A product manager is working on the latest strategic initiative. She&#39;s researching competition</summary>
<content type="html">What&#39;s wrong with these two pictures?a) A product manager is working on the latest strategic initiative. She&#39;s researching competition</content>
<source>
<title>Best Practices for Software Developers</title>
</source>
<bx:external-link>http://ctotodevelopers.blogspot.com/2009/10/when-organizational-silos-hurt.html</bx:external-link>
<bx:adder>
<bx:fullname>Isaac Sacolick</bx:fullname>
<bx:id>isacolick111</bx:id>
<bx:link href="http://bx.businessweek.com/profile/isaac-sacolick/isacolick111/"/>
</bx:adder>
<bx:action>
<bx:total>31</bx:total>
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<entry>
<title>Alignment—A Little-Understood Aspect of Product Management</title>
<link href="/product-management/alignmenta-little-understood-aspect-of-product-management/13394972718317206446-abc055577148c38d44cdbeacb576378f/"/>
<id>urn:com:businessweek:bx:article:13394972718317206446-abc055577148c38d44cdbeacb576378f</id>
<updated>2009-10-19T22:41:35.112-04:00</updated>
<summary>Knowing and understanding the customer is often called alignment. This article provides a foundation for the concept of alignment and relates it to several key components of the Pragmatic Marketing Framework™.By Mike Taylor and Frank Tait</summary>
<content type="html">Knowing and understanding the customer is often called alignment. This article provides a foundation for the concept of alignment and relates it to several key components of the Pragmatic Marketing Framework™.By Mike Taylor and Frank Tait</content>
<source>
<title>pragmaticmarketing.com</title>
</source>
<bx:external-link>http://www.pragmaticmarketing.com/publications/magazine/7/3/alignment-a-little-understood-aspect-of-product-management</bx:external-link>
<bx:adder>
<bx:fullname>Mark Albert</bx:fullname>
<bx:id>malbert132</bx:id>
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<entry>
<title>MLC | The Best Laid Plans</title>
<link href="/product-management/mlc--the-best-laid-plans/17740553292901631053-6446e7e18de40769df272bb315522a21/"/>
<id>urn:com:businessweek:bx:article:17740553292901631053-6446e7e18de40769df272bb315522a21</id>
<updated>2009-11-09T13:21:38.670-05:00</updated>
<summary>As marketers get into the throes of planning season, they find that budgets may have increased from last year, but still struggle to focus on activities that tie back to strategic goals.</summary>
<content type="html">As marketers get into the throes of planning season, they find that budgets may have increased from last year, but still struggle to focus on activities that tie back to strategic goals.</content>
<source>
<title>mlcwideangle.exbdblogs.com</title>
</source>
<bx:external-link>http://mlcwideangle.exbdblogs.com/2009/11/09/the-best-laid-plans/</bx:external-link>
<bx:adder>
<bx:fullname>Marketing Leadership Council</bx:fullname>
<bx:id>tkoopersmith354</bx:id>
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</entry>
<entry>
<title>From the &quot;you call this agile?&quot; department</title>
<link href="/product-management/from-the-you-call-this-agile-department/14774294201813289072-3cf63dd3ff9652b7fa4c0082d7abda72/"/>
<id>urn:com:businessweek:bx:article:14774294201813289072-3cf63dd3ff9652b7fa4c0082d7abda72</id>
<updated>2009-10-12T12:20:11.509-04:00</updated>
<summary>Agile development is supposed to be about agility. It&#39;s supposed to mean that you can change plans quickly. It&#39;s not supposed to be about rigid programming teams who are so slavishly devoted to their Two Week Plans that they can&#39;t rearrange their schedule a bit to serve the needs of the customer.</summary>
<content type="html">Agile development is supposed to be about agility. It&#39;s supposed to mean that you can change plans quickly. It&#39;s not supposed to be about rigid programming teams who are so slavishly devoted to their Two Week Plans that they can&#39;t rearrange their schedule a bit to serve the needs of the customer.</content>
<source>
<title>joelonsoftware.com</title>
</source>
<bx:external-link>http://www.joelonsoftware.com/items/2006/11/15.html</bx:external-link>
<bx:adder>
<bx:fullname>Mark Albert</bx:fullname>
<bx:id>malbert132</bx:id>
<bx:link href="http://bx.businessweek.com/profile/mark-albert/malbert132/"/>
</bx:adder>
<bx:action>
<bx:total>8</bx:total>
<bx:view>6</bx:view>
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</entry>
<entry>
<title>Agile Product Management</title>
<link href="/product-management/agile-product-management/7036895649482615627-6d81e37f6638edbf82b630098e7ccc95/"/>
<id>urn:com:businessweek:bx:article:7036895649482615627-6d81e37f6638edbf82b630098e7ccc95</id>
<updated>2009-10-13T10:46:19.357-04:00</updated>
<summary>The “Agile Product Management/Product Owner” stage will share real-world experience and guidance to teams on delivering successful whole products, and guiding teams to build what markets and customers really need. This ranges from tactical to...</summary>
<content type="html">The “Agile Product Management/Product Owner” stage will share real-world experience and guidance to teams on delivering successful whole products, and guiding teams to build what markets and customers really need. This ranges from tactical to...</content>
<source>
<title>agile2009.agilealliance.org</title>
</source>
<bx:external-link>http://agile2009.agilealliance.org/product</bx:external-link>
<bx:adder>
<bx:fullname>Mark Albert</bx:fullname>
<bx:id>malbert132</bx:id>
<bx:link href="http://bx.businessweek.com/profile/mark-albert/malbert132/"/>
</bx:adder>
<bx:action>
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</entry>
<entry>
<title>CEO of Intuit Bill Campbell says, hire Product Management First!</title>
<link href="/product-management/ceo-of-intuit-bill-campbell-says-hire-product-management-first/14919390333423001790-05cb8cf20a608c3ed232d3900088a9c1/"/>
<id>urn:com:businessweek:bx:article:14919390333423001790-05cb8cf20a608c3ed232d3900088a9c1</id>
<updated>2009-10-07T16:52:08.639-04:00</updated>
<summary>Back in early July, I had the pleasure of being interviewed by Forrester’s Tom Grant for his weekly podcast on the Heretech site. About half way through the podcast, Tom asked me: You recently wrote about Product Management in technology startups.</summary>
<content type="html">Back in early July, I had the pleasure of being interviewed by Forrester’s Tom Grant for his weekly podcast on the Heretech site. About half way through the podcast, Tom asked me: You recently wrote about Product Management in technology startups.</content>
<source>
<title>onproductmanagement.net</title>
</source>
<bx:external-link>http://onproductmanagement.net/2009/10/05/hire-pm-first/</bx:external-link>
<bx:adder>
<bx:fullname>Gopal Pillai</bx:fullname>
<bx:id>gpillai453</bx:id>
<bx:link href="http://bx.businessweek.com/profile/gopal-pillai/gpillai453/"/>
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<bx:view>25</bx:view>
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</entry>
<entry>
<title>Maximize Product Profitability as the Market Matures</title>
<link href="/product-management/maximize-product-profitability-as-the-market-matures/16827220261382534671-e8cc853411a1fd787b84f180b67f1ff8/"/>
<id>urn:com:businessweek:bx:article:16827220261382534671-e8cc853411a1fd787b84f180b67f1ff8</id>
<updated>2009-10-24T21:32:38.858-04:00</updated>
<summary></summary>
<content type="html"></content>
<source>
<title>aipmm.com</title>
</source>
<bx:external-link>http://www.aipmm.com/html/newsletter/archives/000359.php</bx:external-link>
<bx:adder>
<bx:fullname>Omar Aloyoun</bx:fullname>
<bx:id>oaloyoun272</bx:id>
<bx:link href="http://bx.businessweek.com/profile/omar-aloyoun/oaloyoun272/"/>
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<bx:action>
<bx:total>6</bx:total>
<bx:view>6</bx:view>
<bx:save>0</bx:save>
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</entry>
<entry>
<title>Sustainability: Building The Business Case</title>
<link href="/product-management/sustainability-building-the-business-case/8016683280970091456-056a0308d0da301b16a37f2cf4d8e34c/"/>
<id>urn:com:businessweek:bx:article:8016683280970091456-056a0308d0da301b16a37f2cf4d8e34c</id>
<updated>2009-10-13T15:42:15.973-04:00</updated>
<summary>Social and environmental issues are increasingly seen as new business opportunities, but translating this knowledge into practical business plans is not easy.</summary>
<content type="html">Social and environmental issues are increasingly seen as new business opportunities, but translating this knowledge into practical business plans is not easy.</content>
<source>
<title>greeneconomypost.com</title>
</source>
<bx:external-link>http://greeneconomypost.com/sustainability-business-case-4894.htm</bx:external-link>
<bx:adder>
<bx:fullname>Jessica Lund</bx:fullname>
<bx:id>jlund906</bx:id>
<bx:link href="http://bx.businessweek.com/profile/jessica-lund/jlund906/"/>
</bx:adder>
<bx:action>
<bx:total>9</bx:total>
<bx:view>8</bx:view>
<bx:save>1</bx:save>
<bx:reaction>0</bx:reaction>
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</entry>
<entry>
<title>Manifesto for Realistic Software Development </title>
<link href="/product-management/manifesto-for-realistic-software-development-/1656017825943666989-b2dda585cc3b9704fe5be1addb438817/"/>
<id>urn:com:businessweek:bx:article:1656017825943666989-b2dda585cc3b9704fe5be1addb438817</id>
<updated>2009-10-08T15:49:23.920-04:00</updated>
<summary>After participating in and observing many software development projects in recent years, we have reached the sad conclusion that there will never be better ways of developing software on this planet.
While the principles of the Manifesto for Agile Software Development may look appealing for inexperienced developers, serious professionals know that the real world is not similar to the &quot;Little House on the Prairie&quot;</summary>
<content type="html">After participating in and observing many software development projects in recent years, we have reached the sad conclusion that there will never be better ways of developing software on this planet.
While the principles of the Manifesto for Agile Software Development may look appealing for inexperienced developers, serious professionals know that the real world is not similar to the &quot;Little House on the Prairie&quot;</content>
<source>
<title>waterfallmanifesto.org</title>
</source>
<bx:external-link>http://www.waterfallmanifesto.org/</bx:external-link>
<bx:adder>
<bx:fullname>Mark Albert</bx:fullname>
<bx:id>malbert132</bx:id>
<bx:link href="http://bx.businessweek.com/profile/mark-albert/malbert132/"/>
</bx:adder>
<bx:action>
<bx:total>5</bx:total>
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</entry>
<entry>
<title>The Accidental Profession - Intro chapter to &quot;The Product Manager&#39;s Desk Reference&quot;</title>
<link href="/product-management/the-accidental-profession---intro-chapter-to-the-product-managers-desk-reference/5370214256184475463-6707d1d99f89d0b7eb8db3db3aa9c9de/"/>
<id>urn:com:businessweek:bx:article:5370214256184475463-6707d1d99f89d0b7eb8db3db3aa9c9de</id>
<updated>2009-09-26T11:33:06.664-04:00</updated>
<summary>Everyone in product management comes from somewhere else - meaning other business disciplines or fields. We have to get our arms around an amorphous collection of urgent and important things done right away.
--
People in charge of products and services tend to manage them within the
context of their own discipline (Engineering, Marketing, etc.). Faced with
decision points, they simply choose the priorities that seem urgent to themselves
or their management. When specialists from other areas plunge into the job,
without adequate knowledge and support structures, they may end up operating a
lot like Lewis and Clark. They become strangers in a strange land, guided by
natives who speak strange languages and don’t understand the importance or
priorities of Product Management.
--
If you read this introductory chapter of The Product Manager&#39;s Desk Reference, you&#39;ll come away with a burning quest to master the profession of Product Management!</summary>
<content type="html">Everyone in product management comes from somewhere else - meaning other business disciplines or fields. We have to get our arms around an amorphous collection of urgent and important things done right away.
--
People in charge of products and services tend to manage them within the
context of their own discipline (Engineering, Marketing, etc.). Faced with
decision points, they simply choose the priorities that seem urgent to themselves
or their management. When specialists from other areas plunge into the job,
without adequate knowledge and support structures, they may end up operating a
lot like Lewis and Clark. They become strangers in a strange land, guided by
natives who speak strange languages and don’t understand the importance or
priorities of Product Management.
--
If you read this introductory chapter of The Product Manager&#39;s Desk Reference, you&#39;ll come away with a burning quest to master the profession of Product Management!</content>
<source>
<title>sequentlearning.com</title>
</source>
<bx:external-link>http://www.sequentlearning.com/pmdr/PMDR%20Introduction-The%20Accidental%20Profession.pdf</bx:external-link>
<bx:adder>
<bx:fullname>Steven Haines</bx:fullname>
<bx:id>shaines170</bx:id>
<bx:link href="http://bx.businessweek.com/profile/steven-haines/shaines170/"/>
</bx:adder>
<bx:action>
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<bx:view>11</bx:view>
<bx:save>1</bx:save>
<bx:reaction>0</bx:reaction>
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</entry>
<entry>
<title>The Agile Software Development Toolbox </title>
<link href="/product-management/the-agile-software-development-toolbox-/16149988744237784798-b0c27d59854ae0041129695576ed4a80/"/>
<id>urn:com:businessweek:bx:article:16149988744237784798-b0c27d59854ae0041129695576ed4a80</id>
<updated>2009-10-08T16:03:50.890-04:00</updated>
<summary>Collection of useful tools for Agile Software Development...</summary>
<content type="html">Collection of useful tools for Agile Software Development...</content>
<source>
<title>usatt.org</title>
</source>
<bx:external-link>http://www.usatt.org/rseguine/sw_dev/</bx:external-link>
<bx:adder>
<bx:fullname>Mark Albert</bx:fullname>
<bx:id>malbert132</bx:id>
<bx:link href="http://bx.businessweek.com/profile/mark-albert/malbert132/"/>
</bx:adder>
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</entry>
<entry>
<title>What’s it mean to be a beloved product?</title>
<link href="/product-management/whats-it-mean-to-be-a-beloved-product/9487940994897454135-ed07b27c635feec74fff238a544e7ca2/"/>
<id>urn:com:businessweek:bx:article:9487940994897454135-ed07b27c635feec74fff238a544e7ca2</id>
<updated>2009-10-14T18:52:19.582-04:00</updated>
<summary>What’s it mean to be a beloved product? And why are there so few of them. See where you fall on the spectrum.</summary>
<content type="html">What’s it mean to be a beloved product? And why are there so few of them. See where you fall on the spectrum.</content>
<source>
<title>jamasoftware.com</title>
</source>
<bx:external-link>http://www.jamasoftware.com/blog/2009/09/25/whats-it-mean-to-be-a-beloved-product/</bx:external-link>
<bx:adder>
<bx:fullname>John Simpson</bx:fullname>
<bx:id>jsimpson764</bx:id>
<bx:link href="http://bx.businessweek.com/profile/john-simpson/jsimpson764/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
<bx:view>2</bx:view>
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</entry>
<entry>
<title>Product Innovation spotlight: IntraPace is solving a heavyweight issue using Contour.</title>
<link href="/product-management/product-innovation-spotlight-intrapace-is-solving-a-heavyweight-issue-using-contour/12731097895031948056-ecd1bcff6b0ce4f206d4f8c5c483ab68/"/>
<id>urn:com:businessweek:bx:article:12731097895031948056-ecd1bcff6b0ce4f206d4f8c5c483ab68</id>
<updated>2009-10-14T19:00:31.220-04:00</updated>
<summary>The World Health Organization predicts by 2015 that 2.3 billion people around the world will be overweight and 700 million will be obese. IntraPace, a medical device company based in Mountain View, California, is working on an innovative product that is tackling obesity in a new way.</summary>
<content type="html">The World Health Organization predicts by 2015 that 2.3 billion people around the world will be overweight and 700 million will be obese. IntraPace, a medical device company based in Mountain View, California, is working on an innovative product that is tackling obesity in a new way.</content>
<source>
<title>jamasoftware.com</title>
</source>
<bx:external-link>http://www.jamasoftware.com/blog/2009/08/11/product-innovation-spotlight-intrapace-is-solving-a-heavyweight-challenge-using-jama-contour/</bx:external-link>
<bx:adder>
<bx:fullname>John Simpson</bx:fullname>
<bx:id>jsimpson764</bx:id>
<bx:link href="http://bx.businessweek.com/profile/john-simpson/jsimpson764/"/>
</bx:adder>
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<entry>
<title>Project Scope Considerations for Managing Project Budget</title>
<link href="/product-management/project-scope-considerations-for-managing-project-budget/10072592520617444859-23f00123b46b6a3da54c92e4b488d586/"/>
<id>urn:com:businessweek:bx:article:10072592520617444859-23f00123b46b6a3da54c92e4b488d586</id>
<updated>2009-10-08T09:23:35.101-04:00</updated>
<summary>Understanding where your project budget is at each stage of a project will allow you to react and manage project scope successfully. Learn how.</summary>
<content type="html">Understanding where your project budget is at each stage of a project will allow you to react and manage project scope successfully. Learn how.</content>
<source>
<title>executivebrief.com</title>
</source>
<bx:external-link>http://www.executivebrief.com/project-management/project-scope-considerations-managing-project-budget/#</bx:external-link>
<bx:adder>
<bx:fullname>Myroslava Trotsyuk</bx:fullname>
<bx:id>mtrotsyuk226</bx:id>
<bx:link href="http://bx.businessweek.com/profile/myroslava-trotsyuk/mtrotsyuk226/"/>
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<entry>
<title>New Research from Ventana Research Benchmarks Product Information Management</title>
<link href="/product-management/new-research-from-ventana-research-benchmarks-product-information-management/16183513882173479948-868d08f4ac8f5e68ba4ee51f24b05e04/"/>
<id>urn:com:businessweek:bx:article:16183513882173479948-868d08f4ac8f5e68ba4ee51f24b05e04</id>
<updated>2009-10-09T19:40:04.151-04:00</updated>
<summary>Ventana Research today announced the findings of its benchmark research on Product Information Management. This research, the latest from the leading business technology research firm, is the most authoritative quantitative research yet produced assessing the maturity and direction of this essential business process for effectively managing product information across the enterprise.</summary>
<content type="html">Ventana Research today announced the findings of its benchmark research on Product Information Management. This research, the latest from the leading business technology research firm, is the most authoritative quantitative research yet produced assessing the maturity and direction of this essential business process for effectively managing product information across the enterprise.</content>
<source>
<title>ventanaresearch.com</title>
</source>
<bx:external-link>http://www.ventanaresearch.com/resources/resources.aspx?id=3324</bx:external-link>
<bx:adder>
<bx:fullname>Ventana Research</bx:fullname>
<bx:id>vresearch293</bx:id>
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</entry>
<entry>
<title>The Changing Role of the Product Manager</title>
<link href="/product-management/the-changing-role-of-the-product-manager/7495926955923265416-6f7a6d4fb7d3d81de39f7b5fada57500/"/>
<id>urn:com:businessweek:bx:article:7495926955923265416-6f7a6d4fb7d3d81de39f7b5fada57500</id>
<updated>2009-08-11T18:03:23.000-04:00</updated>
<summary>This is where I reveal my age! Ok, sort of. I remember the challenges of Product Managers 10 years or so ago. The major challenge back then for me was the activity of gathering information. Yes you would hear from your customers, but mostly when they wanted something or when something was not working [...]</summary>
<content type="html">This is where I reveal my age! Ok, sort of. I remember the challenges of Product Managers 10 years or so ago. The major challenge back then for me was the activity of gathering information. Yes you would hear from your customers, but mostly when they wanted something or when something was not working [...]</content>
<source>
<title>Ateala Management Inc. | Product Management Consulting | Ottawa» Ottawa Product Management Association Ateala Management Inc. | Product Management Consulting | Ottawa</title>
</source>
<bx:external-link>http://www.ateala.com/2009/08/the-changing-role-of-the-product-manager/</bx:external-link>
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</entry>
<entry>
<title>Comparitive Values</title>
<link href="/product-management/comparitive-values/17487432306332610295-27e20b245a860ba00faf2fafe92f7b65/"/>
<id>urn:com:businessweek:bx:article:17487432306332610295-27e20b245a860ba00faf2fafe92f7b65</id>
<updated>2009-06-08T08:24:28.596-04:00</updated>
<summary>One of the most striking things about the Manifesto for Agile Software Development is the format of its values &quot;we favor x over y&quot;. I don&#39;t remember who came up with that idea, or how it arose. It probably just bubbled up as we tossed around ideas. But it&#39;s distinctive format has led a few people to try using that format again.
</summary>
<content type="html">One of the most striking things about the Manifesto for Agile Software Development is the format of its values &quot;we favor x over y&quot;. I don&#39;t remember who came up with that idea, or how it arose. It probably just bubbled up as we tossed around ideas. But it&#39;s distinctive format has led a few people to try using that format again.
</content>
<source>
<title>Martin Fowler&#39;s Bliki</title>
</source>
<bx:external-link>http://martinfowler.com/bliki/ComparativeValues.html</bx:external-link>
<bx:adder>
<bx:fullname>Isaac Sacolick</bx:fullname>
<bx:id>isacolick111</bx:id>
<bx:link href="http://bx.businessweek.com/profile/isaac-sacolick/isacolick111/"/>
</bx:adder>
<bx:action>
<bx:total>14</bx:total>
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</entry>
<entry>
<title>Stibo Systems Tees off in Style at UK Event Screwfix, Thomas Cook and Scotts and Co. Discuss Managing Master Data - Press Releases</title>
<link href="/product-management/stibo-systems-tees-off-in-style-at-uk-event-screwfix-thomas-cook-and-scotts-and-co-discuss-managing-master-data---press-releases/13634246583104788851-80348898027c841bec127af912d150cf/"/>
<id>urn:com:businessweek:bx:article:13634246583104788851-80348898027c841bec127af912d150cf</id>
<updated>2009-09-25T23:44:18.537-04:00</updated>
<summary>SWINDON, United Kingdom, Sep 21, 2009 (BUSINESS WIRE) -- Stibo Systems, a master data management software company, announced today that it has wound up its most successful European customer and partner event to date. </summary>
<content type="html">SWINDON, United Kingdom, Sep 21, 2009 (BUSINESS WIRE) -- Stibo Systems, a master data management software company, announced today that it has wound up its most successful European customer and partner event to date. </content>
<source>
<title>CNBC</title>
</source>
<bx:external-link>http://www.cnbc.com/id/32948065</bx:external-link>
<bx:adder>
<bx:fullname>Ventana Research</bx:fullname>
<bx:id>vresearch293</bx:id>
<bx:link href="http://bx.businessweek.com/profile/ventana-research/vresearch293/"/>
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</entry>
<entry>
<title>Catch the Joy of a Wilson Football in Business or Life</title>
<link href="/product-management/catch-the-joy-of-a-wilson-football-in-business-or-life/17471531617604969712-400625cd8e10992294230339c1a08f9b/"/>
<id>urn:com:businessweek:bx:article:17471531617604969712-400625cd8e10992294230339c1a08f9b</id>
<updated>2009-09-24T07:29:31.809-04:00</updated>
<summary>It’s time for football in America and we all know that football is the most popular sport in the country. Research shows it’s far more popular than baseball, 43% say it’s their favorite sport vs. 12% for second place baseball. The NFL is a slick...</summary>
<content type="html">It’s time for football in America and we all know that football is the most popular sport in the country. Research shows it’s far more popular than baseball, 43% say it’s their favorite sport vs. 12% for second place baseball. The NFL is a slick...</content>
<source>
<title>buyersteps.com</title>
</source>
<bx:external-link>http://www.buyersteps.com/profiles/blogs/catch-the-joy-of-a-wilson</bx:external-link>
<bx:adder>
<bx:fullname>John W Ryan</bx:fullname>
<bx:id>jryan806</bx:id>
<bx:link href="http://bx.businessweek.com/profile/johnw-ryan/jryan806/"/>
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<bx:action>
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<entry>
<title>Unexpected Inspiration</title>
<link href="/product-management/unexpected-inspiration/14196301203424288638-c36d2d0b9af9207a3ce6b751e4a117e6/"/>
<id>urn:com:businessweek:bx:article:14196301203424288638-c36d2d0b9af9207a3ce6b751e4a117e6</id>
<updated>2009-08-29T19:11:22.691-04:00</updated>
<summary>Sometimes, try as you might, it&#39;s impossible to focus on the task at hand. When you can&#39;t focus, one alternative is to accept the mental roadblock and actively look for another time (perhaps an unconventional one) where you can shift the activity...</summary>
<content type="html">Sometimes, try as you might, it&#39;s impossible to focus on the task at hand. When you can&#39;t focus, one alternative is to accept the mental roadblock and actively look for another time (perhaps an unconventional one) where you can shift the activity...</content>
<source>
<title>Blogging Innovation</title>
</source>
<bx:external-link>http://www.business-strategy-innovation.com/2009/08/unexpected-inspiration.html</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
<bx:link href="http://bx.businessweek.com/profile/braden-kelley/bkelley034/"/>
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<entry>
<title>The Handbook of Program Management - Entertainment News from Send2Press Newswire Aug 25, 2009</title>
<link href="/product-management/the-handbook-of-program-management---entertainment-news-from-send2press-newswire-aug-25-2009/13467147557233505867-b7eab57167422c123355c384ac81da66/"/>
<id>urn:com:businessweek:bx:article:13467147557233505867-b7eab57167422c123355c384ac81da66</id>
<updated>2009-08-25T19:13:29.544-04:00</updated>
<summary>ORLANDO, Fla., Aug. 25 (SEND2PRESS NEWSWIRE) -- SEBA® Solutions Inc. announces that &quot;The Handbook of Program Management&quot; (ISBN-13: 978-0071494724) has been added to the United States government Federal Acquisition Institute&#39;s (FAI) recommended...</summary>
<content type="html">ORLANDO, Fla., Aug. 25 (SEND2PRESS NEWSWIRE) -- SEBA® Solutions Inc. announces that &quot;The Handbook of Program Management&quot; (ISBN-13: 978-0071494724) has been added to the United States government Federal Acquisition Institute&#39;s (FAI) recommended...</content>
<source>
<title>send2press.com</title>
</source>
<bx:external-link>http://send2press.com/newswire/2009-08-0825-003.shtml</bx:external-link>
<bx:adder>
<bx:fullname>Christopher Simmons</bx:fullname>
<bx:id>csimmons281</bx:id>
<bx:link href="http://bx.businessweek.com/profile/christopher-simmons/csimmons281/"/>
</bx:adder>
<bx:action>
<bx:total>2</bx:total>
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<entry>
<title>You Can&#39;t Innovate Like Apple | Pragmatic Marketing</title>
<link href="/product-management/you-cant-innovate-like-apple--pragmatic-marketing/7779719175380816653-4307da7e4409752d46aafac6926af8d4/"/>
<id>urn:com:businessweek:bx:article:7779719175380816653-4307da7e4409752d46aafac6926af8d4</id>
<updated>2009-07-29T09:40:29.274-04:00</updated>
<summary>When what you teach and develop every day has the title “Innovation” attached to it, you reach a point where you tire of hearing about Apple. Without question, nearly everyone believes the equation Apple = Innovation is a fundamental truth. Discover what makes them different. By Alain Breillatt</summary>
<content type="html">When what you teach and develop every day has the title “Innovation” attached to it, you reach a point where you tire of hearing about Apple. Without question, nearly everyone believes the equation Apple = Innovation is a fundamental truth. Discover what makes them different. By Alain Breillatt</content>
<source>
<title>pragmaticmarketing.com</title>
</source>
<bx:external-link>http://www.pragmaticmarketing.com/publications/magazine/6/4/you_cant_innovate_like_apple</bx:external-link>
<bx:adder>
<bx:fullname>Juha Lassila 劳尤豪</bx:fullname>
<bx:id>jlassila845</bx:id>
<bx:link href="http://bx.businessweek.com/profile/juha-lassila/jlassila845/"/>
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<entry>
<title>iRobot CEO on How Employee Engagement Improves Product Development</title>
<link href="/product-management/irobot-ceo-on-how-employee-engagement-improves-product-development/4748960238994631922-72cee8f0ae3fb4fc1733f47bda3be141/"/>
<id>urn:com:businessweek:bx:article:4748960238994631922-72cee8f0ae3fb4fc1733f47bda3be141</id>
<updated>2009-09-10T14:05:08.104-04:00</updated>
<summary>iRobot CEO Colin Angle describes the intersection of product development and employee involvement in his company.</summary>
<content type="html">iRobot CEO Colin Angle describes the intersection of product development and employee involvement in his company.</content>
<source>
<title>blog.winningworkplaces.org</title>
</source>
<bx:external-link>http://blog.winningworkplaces.org/blog/winning-workplaces/0/0/irobot-ceo-on-how-employee-engagement-improves-product-development</bx:external-link>
<bx:adder>
<bx:fullname>Mark Harbeke</bx:fullname>
<bx:id>mharbeke724</bx:id>
<bx:link href="http://bx.businessweek.com/profile/mark-harbeke/mharbeke724/"/>
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</feed>