Originate Guides - Product Management Best Practices
It is a Product Manager’s job to determine what to build, it’s an engineer’s job to determine how to build it.
PM Toolkit - Epics and Stories
Epics contextualize and group requests:
- PMs are problem-solvers of Epics, developers are problem-solvers of stories
- 80% of prioritization should be done at the Epic level
- More than just a collection of stories, Epics should holistically solve a problem YOU identify
Order of PM Events
Product Managers work to follow a flow such as:
- Identify Epics
- Estimate Epics
- Prioritize Epics
- Pick Epic(s) for Sprint #1
- UI Design (optional)
- Write stories
- Estimate stories
- Finalize scope of sprint #1 with stories
- Development begins
- Pick Epic(s) for Sprint #2 *
Rinse and repeat!
*Doesn’t mean you can’t plan ahead
It all starts with the Epic. Epics are full-stack “problem themes” that teams should work together to solve, and move on once it’s complete.
Focus on the benefits of storywriting and AC, why it’s important to follow and the results it produces. Team can both understand the format and follow through on the development/testing methodologies that support the format.
Storywriting and Acceptance Criteria should be a core piece of a Product Manager’s job. It’s his/her responsibility to make sure they are accurate, complete, and move the product forward.
Story tracking system (JIRA, Pivotal, etc.) must be accepted and used as the source of truth organization-wide. You cannot be an effectively operating (and distributed) team without tracking stories and conversations.
All stories should be reviewed and accepted by a Product Manager (or equivalent) alongside support of QA review. This has the additional effect of forcing the team to rely on Acceptance Criteria to accept/reject stories.