Product lifecycle management is an important part of a product owner’s responsibilities. Understanding your delivery capacity and constraints is critical to building your release plan and roadmap. Aha! has introduced scenario planning to give product owners the ability to create and compare multiple release approaches based on team capacity and backlog priority.
Your roadmap contains the themes and goals for your product, which are then translated into a backlog of changes that enable the goals in your roadmap. Properly sizing and understanding your delivery team’s relative throughput is critical to planning your product releases. Even more importantly, capacity planning can help you prioritize your backlog based on what could be delivered within a target release.
Aha!’s new scenario planning takes this one step further. Rather than having to manually calculate options, Aha! allows you to create scenarios with different constraints and then analyze and compare each scenario to determine risk, utilization, or delivery date. The scenarios also allow the product owner to create different approaches to a release if they run into constraints, challenges, or changes in priority.
Traditional accounting practices are tailor made for waterfall project management. Organizations that have transitioned to the use of standing product teams using Agile and DevOps need to transform their accounting practices as well or they will leave valuable capital expenditure dollars on the table.
IBM is changing the terms of its ubiquitous Passport Advantage agreement to remove entitled discounts on over 5,000 on-premises software products, resulting in an immediate price increase for IBM Software & Support (S&S) across its vast customer landscape.
So you’ve gone Agile. You do daily scrums, retrospectives, and all the “right” Agile ceremonies. But still your organization isn’t quite convinced. It is now critical to balance the drivers and goals of both Agile and traditional thinking in order to achieve organizational success.
Do you feel like your Agile teams are treading water – going through the motions but never going anywhere? It’s a risk, and practices such as daily standups, retrospectives, and demonstrations need to be used wisely or you risk losing discipline to meeting fatigue.
Stakeholders expect the speed and responsiveness of product delivery does not come at the expense of quality. QA tools offer retailers the ability to continuously ensure both business and technical quality standards are upheld, but these tools should not be viewed as a silver bullet.
When trying to implement Agile as a defined process, Scrum turned BAs or other roles into order takers with the title “product owner.” This undermines the entire value proposition of product management.
No matter how good your product roadmap and backlog are, they are only as good as your audience’s ability to understand your vision and priority.
The scrum master is like the conductor of an orchestra, ensuring that every piece fits together at the right time to create something greater than the sum of the parts. You don’t have to know how to play each instrument, but you do have to understand what each part contributes to the overall masterpiece.
Tools are important to product teams, but only when they support solid people and processes.