Agile Product Management with Scrum: Creating Products that by Roman Pichler

By Roman Pichler

The 1st advisor 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 large variety of agile product administration practices, together with making agile product discovery paintings, profiting from emergent standards, growing the minimum marketable product, leveraging early client suggestions, and dealing heavily with the improvement team.

Benefitting from Pichler’s broad event, you’ll find out how Scrum product possession differs from conventional product administration and the way to prevent and conquer the typical demanding situations that Scrum product proprietors face.

Coverage includes
Understanding the product owner’s position: what product vendors do, how they do it, and the spectacular 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 complicated products
Planning the discharge: bringing readability to scheduling, budgeting, and performance decisions
Collaborating in dash conferences: figuring out the product owner’s position 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 publication is an critical source for somebody who works as a product proprietor, or expects to take action, in addition to executives and coaches attracted to constructing agile product administration.

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Extra resources for Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series)

Example text

The proxy did most of the product owner work without being empowered. The actual product owner ultimately decided about product backlog prioritization, release planning, and whether to accept or reject work results. What followed was an increase in conflicts and miscommunication, a slowdown in decision making, and a decrease in productivity and morale. Using a proxy product owner is an attempt to superficially treat a systemic issue. Rather than employing a quick fix, organizations should address the underlying issues.

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). The product vision is not, therefore, a feature list, nor should it provide unnecessary detail. Agile project management expert Jim Highsmith explains, “Coming up with fifteen or twenty product capabilities or features proves to be easy. Selecting the three or four that would incent someone to buy the product is difficult” (2009, 97).

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. A touch screen, for example, is one way to provide ease of use. Other, possibly cheaper, alternatives are a small number of large buttons or voice control. Once we have identified the product attributes, it’s often useful to prioritize them; attributes serving several needs are important and should be high priority.

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