By Roman Pichler
The First consultant to Scrum-Based Agile Product Management
In Agile Product administration with Scrum, leading Scrum advisor Roman Pichler makes use of real-world examples to illustrate how product proprietors can create profitable items with Scrum. He describes a huge variety of agile product administration practices, together with making agile product discovery paintings, profiting from emergent necessities, growing the minimum marketable product, leveraging early purchaser suggestions, and dealing heavily with the advance team.
Benefitting from Pichler’s huge 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 vendors face.
- Understanding the product owner’s function: what product proprietors do, how they do it, and the mind-blowing implications
- Envisioning the product: creating a compelling product imaginative and prescient to impress and advisor the group and stakeholders
- Grooming the product backlog: managing the product backlog successfully even for the main advanced items
- Planning the discharge: bringing readability to scheduling, budgeting, and performance judgements
- Collaborating in dash conferences: understanding 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 position within the enterprise
This e-book is an necessary source for an individual who works as a product proprietor, or expects to take action, in addition to executives and coaches attracted to developing agile product management.
Read or Download Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)) PDF
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Extra info for Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn))
2001). There are two main causes of product owner overburden: not enough time to perform the role and not enough support from the team. Availability tends to be an issue when the product owner role is just one of many jobs competing for time and attention or when From the Library of Wow! eBook 1 8 • • • CHAPTER 1 U N D E R S TA N D I N G T H E P R O D U C T O W N E R R O L E the product owner looks after too many products or teams. Not enough support from the team is rooted in a wrong understanding of product ownership: Even though there is one product owner, most of the product owner work is carried out collaboratively.
My experience suggests that a product owner usually cannot look after more than two teams in a sustainable manner. Consequently, when more than two teams are required, several product owners have to collaborate. This seems to create a dilemma: The product owner is one person, but we require several product owners on a large Scrum project. The solution is to put 6. This insight is captured in Conway’s Law (Conway 1968). It states that the structure of the organization developing a product is likely to influence the architecture of the product.
Polycom, a company that specializes in telepresence, video, voice, and content-sharing solutions, recognized that its customers needed telephone conferences that felt more like natural face-to-face conversations—without any distortion, echoes, or other interruptions. So Polycom envisioned a product with the following attributes (Lynn and Reilly 2002, 63): • Superb audio quality—allowing more than one person at a time to speak and still be understood • Simple to use—no confusing buttons and cords • First-class looks—belongs in an executive conference room The resulting product was called SoundStation, which launched in 1992.
Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)) by Roman Pichler