This presentation to provides a framework with which Agile teams can assess their product context, grow confidence in the insight they have developed, and decide on their next best option to deliver customer value. This is the pattern to follow to help break out of the ‘Product Confidence Trap’.
Product metrics and key performance indicator(KPIs) have been getting increasingly more important and useful for Agile organizations that develop digital products. When done right, they can become an engine for product growth and inform great strategic and tactical decisions. When done wrong, they can lead to a huge amount of sunk resources and wasted time.
This presentation offers tips to successfully apply the product owner role. It distinguishes different product owner flavors, explains hope the Scrum product owner role differs from the SAFe one, and how product ownership can be scaled.
Every Product Owner is different. Every Product Owner needs to work out what is right the right way for them to fill the Product Owner role. Every organization is different. Every team is different, and every individual is different.
There are many examples of fake Product Owners (PO) in the companies (PO as Business Analyst, PO as Project Manager, Proxy PO). Companies cause this by using many organisational design antipatterns (assign one PO per team, “Product” being in fact a component, using committee for product decisions instead of one person).
Does Scrum ask too much of product owners? Is the role set up to fail? In this presentation, Allan Kelly looks at some of the problems Product Owners face… and tries to make some useful suggestions.
The Product Backlog Refinement (PBR) activity is one that many new Scrum teams struggle with. Insufficient PBR often results in long sprint planning meetings and incomplete backlog items at the end of the sprint. This article provides some tips on how to improve backlog refinement, which in the past was called backlog grooming.