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 vendors can create profitable items with Scrum. He describes a vast diversity 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 consumer suggestions, and dealing heavily with the advance team.
Benefitting from Pichler’s large 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 position: 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 staff 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 constructing the position within the enterprise
This booklet is an imperative source for somebody who works as a product proprietor, or expects to take action, in addition to executives and coaches drawn to constructing agile product management.
Read Online or Download Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)) PDF
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Additional info for Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn))
This will include the Scrum team and might also involve the person in charge of the product portfolio, representatives from other product development teams, and stakeholders. Make sure your product road map covers a realistic planning horizon. Depending From the Library of Wow! eBook 4 2 • • • CHAPTER 2 ENVISIONING THE PRODUCT on the market and the product’s lifecycle stage, focus on the next 6 to 12 months rather than predicting the next two to three years. MINIMAL PRODUCTS AND P R O D U C T VA R I A N T S As a product matures, it might address a growing number of customer needs, for instance, by serving customers in different segments and different regions.
Note that the Kano Model makes an interesting prediction: Over time, delighters will eventually become performance functions and performers will become basics. Eventually, products lose their competitive advantages as the competition begins to provide similar products. To stay ahead, companies have to regularly update the product and deliver new delighters. This correlation is another reason to quickly launch an initial product and to grow it using regular updates. From the Library of Wow! eBook VISIONING AND THE PRODUCT ROAD MAP • • • 41 VISIONING AND THE PRODUCT ROAD MAP So far, this chapter has focused on envisioning a new product, which is particularly challenging.
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).
Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)) by Roman Pichler