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. Assuming you’ve done an excellent job with your market and end-user analysis, aligned changes to stakeholder goals, prioritized based on value realization, and sequenced with your delivery team, how do you know that everyone who read your roadmap thinks it means the same thing?
ProdPad has taken a step in a recent update to help product owners publish and share different views of their roadmap for different stakeholder groups. In “Feature Friday: Own Team Transparency with Roadmap Publishing” on May 22, 2020, ProdPad explains how to take different parts or different levels of your roadmap and share them with different stakeholder groups. This allows the product owner to remove details about the roadmap item that are confusing or just noise to the reader (e.g. work effort or technical constraints).
The key here is to have a solid understanding of your audience and a robust roadmap to draw from. You can then provide customized views to aid in decisions, validation, and support from different groups.
Create a roadmap that suits your objectives, the characteristics of your product, and the environment it lives in.
Strengthen the product owner role in your organization by focusing on core capabilities and proper alignment.
The quality of your product backlog is key to realizing the benefits of Agile.
Bridge the gap between your product roadmap and backlog for stakeholders and delivery teams.
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.
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.
Aha! introduces scenario planning to give product owners the ability to create and compare multiple release approaches based on team capacity and backlog priority.