Thanks so much for sharing this. I'm currently doing the PM wheel and future self exercise (thanks to Petra Wille!) with each PM in my area, but this exercise may add the much-needed TEAM dimension for continuous improvement.
I do struggle with the fact that we're currently so far away from "the Product model" that landing the five categories and related concepts to be able to work with them will require significant pre-work. Maybe that's a common complexity with other product teams that require improvement. But don't think this is a blocker and am curious to see how this plays out. Thanks again! And will update, if relevant. ;)
Great to hear this is valuable for you and thank you for the context, Petras model is amazing.
Thoughts for your situation: The most important thing is that this doesn't come across as an performance assessment or maturity model from leadership. Give the team air cover to identify where they want to improve and give them support and maybe even training budget to have quick wins. The topics landing in "can't change" should be a signal for you as a leader to see if you are the blocker or you can start to influence the organization around the teams to show them improvement is possible and you are part of the journey.
Thanks for sharing. I've read about Estuarine Mapping, but still haven't wrapped my head around it fully. For example I'm a bit confused about the time aspect: How do you know beforehand how much time a change will need? Is it just a rough estimation?
It is relative between items rather than a quantitative one. When I ran the workshop I didn't get so many questions about that. Trying to get them thinking about constraints was a bit harder though.
I used the ideal present workshop to identify a bunch of things that we might want to change.
Thanks so much for sharing this. I'm currently doing the PM wheel and future self exercise (thanks to Petra Wille!) with each PM in my area, but this exercise may add the much-needed TEAM dimension for continuous improvement.
I do struggle with the fact that we're currently so far away from "the Product model" that landing the five categories and related concepts to be able to work with them will require significant pre-work. Maybe that's a common complexity with other product teams that require improvement. But don't think this is a blocker and am curious to see how this plays out. Thanks again! And will update, if relevant. ;)
Great to hear this is valuable for you and thank you for the context, Petras model is amazing.
Thoughts for your situation: The most important thing is that this doesn't come across as an performance assessment or maturity model from leadership. Give the team air cover to identify where they want to improve and give them support and maybe even training budget to have quick wins. The topics landing in "can't change" should be a signal for you as a leader to see if you are the blocker or you can start to influence the organization around the teams to show them improvement is possible and you are part of the journey.
This is great, thanks for sharing.
I've had some success with estuarine mapping by Dave Snowden which goes after energy and time required to make a change.
https://cynefin.io/wiki/Estuarine_framework
Thanks for sharing. I've read about Estuarine Mapping, but still haven't wrapped my head around it fully. For example I'm a bit confused about the time aspect: How do you know beforehand how much time a change will need? Is it just a rough estimation?
It is relative between items rather than a quantitative one. When I ran the workshop I didn't get so many questions about that. Trying to get them thinking about constraints was a bit harder though.
I used the ideal present workshop to identify a bunch of things that we might want to change.
https://learnwardleymapping.com/ideal-present/