By Roman Pichler
The 1st consultant to Scrum-Based Agile Product Management
In Agile Product administration with Scrum, best Scrum advisor Roman Pichler makes use of real-world examples to illustrate how product proprietors can create profitable items with Scrum. He describes a extensive variety of agile product administration practices, together with making agile product discovery paintings, benefiting from emergent specifications, developing the minimum marketable product, leveraging early purchaser suggestions, and dealing heavily with the advance team.
Benefitting from Pichler’s wide event, you’ll learn the way Scrum product possession differs from conventional product administration and the way to prevent and triumph over the typical demanding situations that Scrum product proprietors face.
Understanding the product owner’s function: what product vendors do, how they do it, and the miraculous implications
Envisioning the product: making a compelling product imaginative and prescient to provoke and consultant the workforce and stakeholders
Grooming the product backlog: coping with the product backlog successfully even for the main complicated products
Planning the discharge: bringing readability to scheduling, budgeting, and performance decisions
Collaborating in dash conferences: figuring out the product owner’s function in dash conferences, together with the dos and don’ts
Transitioning into product possession: succeeding as a product proprietor and setting up the function within the enterprise
This publication is an fundamental source for someone who works as a product proprietor, or expects to take action, in addition to executives and coaches attracted to setting up agile product administration.
Read Online or Download Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series) PDF
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Extra info for Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series)
The Over worked Product Owner Being overworked is not just unhealthy and unsustainable on a personal level; overworked product owners quickly become bottlenecks and limit the project’s progress. Symptoms of an overworked product owner include neglecting product backlog grooming, missing sprint planning or review meetings, and not being available for questions or giving answers only after a long delay. Overworked product owners are at odds with the Agile Manifesto’s concept of sustainable pace. “Agile processes promote sustainable development.
6 As the future is uncertain, the vision should cover the next product version. Even if Steve Jobs’s long-term dream was to dominate the mobile phone market, it was certainly not the goal for the first iPhone. Grand ambitions are best realized one step at a time. “There is only one move that really counts: the next one” (Gilb 1988, 97). Once the vision is available, it is turned into a shippable product by leveraging customer and user feedback; the feedback is collected by demoing product increments in the sprint review meetings and by releasing software early and frequently.
The result is an executable vertical slice that cuts across major parts of the software architecture. A component team creates a component or subsystem. Both team setups are orthogonal: Feature teams are organized around product backlog items, component teams around the software architecture. Both have advantages and disadvantages. Component teams, for instance, ensure architectural integrity and reuse. Unfortunately, they often cannot consume product backlog items expressed as user stories or use cases but instead require detailed technical requirements.
Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series) by Roman Pichler