By Roman Pichler
The 1st consultant to Scrum-Based Agile Product Management
In Agile Product administration with Scrum, major Scrum advisor Roman Pichler makes use of real-world examples to illustrate how product proprietors can create winning items with Scrum. He describes a extensive variety of agile product administration practices, together with making agile product discovery paintings, making the most of emergent requisites, developing the minimum marketable product, leveraging early patron suggestions, and dealing heavily with the advance team.
Benefitting from Pichler’s vast adventure, 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 position: what product proprietors do, how they do it, and the outstanding implications
Envisioning the product: making a compelling product imaginative and prescient to provoke and consultant the group and stakeholders
Grooming the product backlog: coping with the product backlog successfully even for the main advanced products
Planning the discharge: bringing readability to scheduling, budgeting, and performance decisions
Collaborating in dash conferences: realizing 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 constructing the position within the enterprise
This booklet is an vital source for someone who works as a product proprietor, or expects to take action, in addition to executives and coaches attracted to developing agile product administration.
Read 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)
EBook T H E M I N I M A L M A R K E TA B L E P R O D U C T • • • 2 7 Resist the temptation to provide too much detail or to overspecify the product. More functionality is discovered and captured in the product backlog as the project progresses. Shor t and Sweet When it comes to the product vision, less is more. The vision should be brief and concise. It should contain only information critical to the success of the product. The blockbuster products in Lynn and Reilly’s ten-year study have no more than six product attributes, for instance (2002).
Attributes guide the team by constraining the solution space—the set of all possible solutions. By stating customer needs and detailing a minimum set of product attributes, we connect needs to the technical solution, placing the customer at the center of our development effort. Separating needs and attributes allows From the Library of Wow! eBook 3 4 • • • CHAPTER 2 ENVISIONING THE PRODUCT us to investigate both why the product is required and also what the product should look like and do. It makes it possible to explore different attributes to find out which one is best suited.
Since the product owner, ScrumMaster, and team need to closely collaborate on an ongoing basis, it is desirable to colocate all Scrum team members. de. 3 If the product owner cannot be permanently colocated with the team, have as many face-to-face meetings as possible. Remote product owners can benefit from partial colocation, working on-site with the team for several days in each sprint. For product owners working on the same site but not yet colocated with their teams, I often suggest the one-hour rule: Product owners should spend at least one hour per day with their teams in the team room.