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by Yulia Kosarenko All images by the author This article delves into the fundamental difference between a system and a solution in the context of business analysis and productmanagement. Internal ProductManagement is Hard. The Rock Crusher: Mastering Agile BacklogManagement. How to Mitigate This?
While the role is discussed in many books and articles, I find that it is still not always correctly understood. What’s more, it’s not uncommon in my experience that product owners have to do their job without the support of a Scrum Master or agile coach. The individual is not a productbacklogmanager or a user story writer.
Manage the Product, not the Team. Focus on your job as the productmanager or product owner, and manage the product, not the team. Provide guidance on the product, including its market, value proposition, business goals, and key features. Let the ScrumMaster take on this role. Learn More.
This essay is part of the book 97 Things Every Scrum Practitioner Should Know , by Gunther Verheyen (editor). Even some of the best Scrum teams can’t answer the simple question, “What is your product?”. Refraining from narrowly scoped products, enables organizations to optimize people and resources.
They consider the product’s underlying technologies, components, and tools and call a logical grouping of them a “product.” This approach defines the product from an engineering perspective and not from a customer perspective. Backlogmanagement. People Collaborating to Define Product. Role definition.
Not having agreement on what your product has broad implications for product strategy, internal organizational design, and ongoing operations. Whether you are faced with this challenge or want to take a step back to improve your productmanagement practices, the first step is to define your product.
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