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

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

Roman Pichler

Language: English

Pages: 160

ISBN: 0321605780

Format: PDF / Kindle (mobi) / ePub


The First Guide to Scrum-Based Agile Product Management

 

In Agile Product Management with Scrum, leading Scrum consultant Roman Pichler uses real-world examples to demonstrate how product owners can create successful products with Scrum. He describes a broad range of agile product management practices, including making agile product discovery work, taking advantage of emergent requirements, creating the minimal marketable product, leveraging early customer feedback, and working closely with the development team.

 

Benefitting from Pichler’s extensive experience, you’ll learn how Scrum product ownership differs from traditional product management and how to avoid and overcome the common challenges that Scrum product owners face.

 

Coverage includes

  • Understanding the product owner’s role: what product owners do, how they do it, and the surprising implications
  • Envisioning the product: creating a compelling product vision to galvanize and guide the team and stakeholders
  • Grooming the product backlog: managing the product backlog effectively even for the most complex products
  • Planning the release: bringing clarity to scheduling, budgeting, and functionality decisions
  • Collaborating in sprint meetings: understanding the product owner’s role in sprint meetings, including the dos and don’ts
  • Transitioning into product ownership: succeeding as a product owner and establishing the role in the enterprise

This book is an indispensable resource for anyone who works as a product owner, or expects to do so, as well as executives and coaches interested in establishing agile product management.

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conversation” (Beck et al. 2001). Avoid distant product owners by colocating all Scrum team members. As mentioned earlier, mobile.de experienced a significant productivity and morale increase after colocating its product owner, ScrumMaster, and team. If colocation is not an option, the product owner should spend as much time as possible in the same room as the rest of the Scrum team. Remote product owners should be on-site at least for the sprint planning, the review, and the retrospective

functional and nonfunctional requirements, the work necessary to launch the product, and other items as well, such as setting up the environment or remediating defects. The product backlog supersedes traditional requirements artifacts, such as market and product requirements specifications. The product owner is responsible for managing the product backlog; the ScrumMaster, team, and stakeholders contribute to it. Together, they discover the product’s functionality. This chapter discusses the

Since individual product backlog items can be very small and therefore difficult to prioritize, it’s useful to prioritize themes first. We then prioritize the items within and, if necessary, across themes. The remainder of this section explores the following factors in prioritizing the product backlog: value; knowledge, uncertainty, and risk; releasability; and dependencies. Va l u e Value is a common prioritization factor. We certainly want to deliver the most valuable items first. But what

feature was more important. By putting out an intentionally insufficient product, Google quickly discovered what to do next. K n o w l e d g e , U n c e r t a i n t y, a n d R i s k “Risk is an essential characteristic of product innovation. Every decision regarding a project—whether made explicitly or implicitly— From the Library of Wow! eBook PRIORITIZING THE PRODUCT BACKLOG • • • 57 has risk associated with it,” write Smith and Merritt (2002, 4). Risk is therefore an intrinsic part of

third sprint. The From the Library of Wow! eBook THE RELEASE PLAN • • • 89 release plan documents the actual velocity and provides a forecast for the remaining sprints. F o r e c a s t i n g Ve l o c i t y To forecast the velocity, we take the following steps: If a new product is being developed, if the team has never worked together, or if its composition has changed significantly, we observe the velocity by carrying out at least one sprint, but preferably two or three sprints. As mentioned

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