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 large diversity of agile product administration practices, together with making agile product discovery paintings, profiting from emergent requisites, growing the minimum marketable product, leveraging early client suggestions, and dealing heavily with the improvement 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 conquer the typical demanding situations that Scrum product proprietors face.
Understanding the product owner’s function: what product proprietors do, how they do it, and the wonderful implications
Envisioning the product: making a compelling product imaginative and prescient to provoke and consultant the workforce 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: figuring out 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 fundamental source for an individual who works as a product proprietor, or expects to take action, in addition to executives and coaches attracted to constructing agile product administration.
Read Online or Download Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series) PDF
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Additional resources for Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series)
EBook 4 0 • • • CHAPTER 2 ENVISIONING THE PRODUCT off; making and receiving calls; and composing, sending, receiving, and reading text messages. These rudimentary functions are necessary to sell a product but quickly cause customer satisfaction to stagnate. For instance, adding another button to switch the phone on and off would not add any value. Failing to provide a basic function usually renders the product useless. Performance functions lead to a linear increase in satisfaction. ” For instance, the lighter the phone is and the more quickly it starts up, the more satisfied customers tend to be with it.
What are the product’s unique selling points? What is its target price? • How will the company make money from selling the product? What are the sources of revenue and what is the business model? • Is the product feasible? Can the company develop and sell the product? If you plan to use a new product as a springboard for changing your business model, this information should be reflected in the product vision. Take Apple’s iPod and iTunes as an example. Apple came to dominate the digital music market by creating a good product, the iPod, and wrapping it in a great business model.
Being able to envision what a new product or the next product version should look like and do is essential for getting there. 1 The vision acts the overarching goal, galvanizing and guiding people, and is the product’s reason for being. As in the Polycom example, the vision selectively describes the product at a coarse-grained level, capturing the product’s essence—the information considered critical to develop and launch a winning product. Demoing product increments to customers and users in the sprint review meetings and releasing software early and frequently validates and refines the vision.