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Learn more about common Product Management terms
DACI Decision-Making Framework is a model for decision-making that stands for Driver, Approver,...
DEEP Backlog refers to a backlog characterized by Detailed, Emergent, Estimated, and Prioritized...
Daily Scrum is a daily meeting that is a part of Agile product management, where team members come...
A Data Product Manager is a professional who is responsible for the development and management of...
Definition of Done is a team agreement in product development that outlines the conditions which...
Definition of Ready refers to a checklist of criteria that a user story, feature, or epic must meet...
Dependency in product management refers to the relationships between tasks and components that...
Design concept is an abstract, high-level plan that represents the intended vision or direction of a...
Design Ops is a framework that enables cross-functional teams to collaborate, streamline and...
Design Thinking is a problem-solving approach that focuses on understanding the user's needs and...
A design system is a collection of reusable components, guidelines, and standards that are used to...
DevOps is a software development approach that combines development and operations teams to enhance...
A Digital Product Manager is responsible for the entire lifecycle of a digital product, from...
Digital transformation is the process of integrating digital technology into all areas of a...
Disciplined Agile (DA) is a process decision framework that provides teams with contextual guidance...
Disruptive Innovation refers to the creation of a new market by providing a simpler, more affordable...
Distinctive competence is a unique attribute or set of competencies that differentiate an...
Documentation refers to the process of recording important information related to a product's...
Dual-Track Agile is a product development methodology that involves running two parallel tracks -...
Dynamic Systems Development Method (DSDM) is a framework for agile software development that aims to...
