Download Agile Product Management with Scrum: Creating Products that by Roman Pichler PDF

By Roman Pichler

The 1st advisor to Scrum-Based Agile Product Management

In Agile Product administration with Scrum, prime Scrum advisor Roman Pichler makes use of real-world examples to illustrate how product vendors can create winning items with Scrum. He describes a extensive diversity of agile product administration practices, together with making agile product discovery paintings, benefiting from emergent necessities, developing the minimum marketable product, leveraging early client suggestions, and dealing heavily with the advance team.

Benefitting from Pichler’s huge adventure, you’ll find out how 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 excellent implications
Envisioning the product: making a compelling product imaginative and prescient to impress and advisor 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 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 publication is an imperative source for a person who works as a product proprietor, or expects to take action, in addition to executives and coaches drawn to setting up agile product administration.

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

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To solve the problem, we take advantage of product variants. Each variant addresses a specific customer group and market segment. Take Microsoft’s popular diagramming program Visio, for instance. The 2007 edition is available in two variants: Office Visio Standard 2007 and Office Visio Professional 2007. ”10 The two variants serve different market segments: home users and enterprise users with limited diagramming needs, and professional users in need of advanced diagramming functionality. While product variants can be powerful allies, be aware that too many variants lead to a bloated product portfolio, high support cost, and overwhelmed consumers.

Paring down the functionality allowed Apple to develop and ship the product within a competitive time frame and gave the company a significant lead over its competitors. Building on the success of the first iPhone version, Apple launched the 3G model in 2008, extending the capabilities of the phone in terms of both hardware and software. It also entered a new market segment by targeting business users. Contrast the iPhone success story with another Apple product: the Apple Newton, first launched in 1993 after five years of development.

The vision should be brief and concise. 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).

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