By Roman Pichler

The 1st advisor to Scrum-Based Agile Product Management

In Agile Product administration with Scrum, major Scrum advisor Roman Pichler makes use of real-world examples to illustrate how product proprietors can create winning items with Scrum. He describes a wide diversity of agile product administration practices, together with making agile product discovery paintings, making the most of emergent necessities, growing the minimum marketable product, leveraging early buyer suggestions, and dealing heavily with the advance team.

Benefitting from Pichler’s wide 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 vendors face.

Coverage includes
Understanding the product owner’s function: what product vendors do, how they do it, and the dazzling implications
Envisioning the product: making a compelling product imaginative and prescient to impress and consultant the workforce and stakeholders
Grooming the product backlog: dealing with 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 position in dash conferences, together with the dos and don’ts
Transitioning into product possession: succeeding as a product proprietor and developing the position within the enterprise
This publication is an necessary source for somebody who works as a product proprietor, or expects to take action, in addition to executives and coaches drawn to developing agile product administration.

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

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Each Integration Scrum Team supports its lower-level teams. 3, the Scrum Integration Team “Games” would support the Scrum teams “Tetris” and “Chess,” for instance. From the Library of Wow! eBook 1 6 • • • 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 themes or features. The result is an executable vertical slice that cuts across major parts of the software architecture. A component team creates a component or subsystem. Both team setups are orthogonal: Feature teams are organized around product backlog items, component teams around the software architecture.

A touch screen, for example, is one way to provide ease of use. Other, possibly cheaper, alternatives are a small number of large buttons or voice control. Once we have identified the product attributes, it’s often useful to prioritize them; attributes serving several needs are important and should be high priority. Prioritization is particularly helpful when attributes conflict. Consider the following two attributes: interoperability and serviceability. The ability to interoperate with different systems and devices usually requires a certain level of architectural complexity.

And the path to effective product ownership is littered with pitfalls and traps. This section will help you avoid some of the most common mistakes. From the Library of Wow! eBook C O M M O N M I S TA K E S • • • 1 7 The Underpowered Product Owner A project with an underpowered product owner is much like a car with an underpowered engine: The car runs, but it struggles when the going gets tough. An underpowered product owner lacks empowerment. There may be several causes: The product owner does not have enough management attention; the sponsorship comes from the wrong level or the wrong person; management does not fully trust the product owner or finds it difficult to delegate decision-making authority.

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