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, top Scrum advisor Roman Pichler makes use of real-world examples to illustrate how product proprietors can create profitable items with Scrum. He describes a vast diversity of agile product administration practices, together with making agile product discovery paintings, benefiting from emergent necessities, developing the minimum marketable product, leveraging early shopper 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 proprietors face.

Coverage includes
Understanding the product owner’s function: what product proprietors do, how they do it, and the dazzling implications
Envisioning the product: making a compelling product imaginative and prescient to provoke and consultant the crew and stakeholders
Grooming the product backlog: handling 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: knowing 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 critical source for a person who works as a product proprietor, or expects to take action, in addition to executives and coaches attracted to setting up agile product administration.

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

Sample text

The end result was a new product with a superior user experience. Plan, Do, Check, and Act Organized experimentation follows a four-step process also known as the Deming cycle. We first develop a hypothesis (plan). We then validate the hypothesis (do) and review the results (check). If the experiment was unsuccessful, we adapt the hypothesis (if required) and carry out another round of experimentation, either to refine the result or to try out a different approach (act). Thomas Edison, the creator of the first commercially successful electric light bulb, knew about the necessity of trial and error, the need to fail in order to bring new products to life.

Nonfunctional attributes include performance, robustness, style, design, and usability. Nonfunctional attributes can be an important differentiator—they can impact the user experience as well as the extensibility and maintainability of the product, which in turn influence the total cost of ownership and the product’s life expectancy. 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.

The team and ScrumMaster must support the product owner. To avoid an overworked product owner, try the following: First, free the individual from all other responsibilities. Start with the assumption that being a product owner is a full-time job, and that one product owner can look after only one product and one team. Second, ensure that the team makes time in every sprint to collaborate with the product owner. Scrum allocates up to 10% of the team’s capacity in every sprint for supporting the product owner (Schwaber 2007).

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