One of the principle tenants of product ownership is a deep understanding of your customer or user needs. This viewpoint needs to look beyond the tactical use of your product to also incorporate the opportunities and threats facing your customers. Identifying tactical needs helps prioritize your short-term backlog changes but fails to account for a customer’s longer-term strategic goals.
Trisotech recognized its customers were challenged by the threat to business continuity from COVID-19. It decided to address the immediate customer need by creating a COVID-19 apps page. These tools weren’t core to its product, requirements, and process management platform; however, the company was willing to make an investment in its customers.
In this case, Trisotech recognized that the threat to business continuity was more important than long-term strategy. Once its customers stabilized operations, then it could continue moving forward with changes managed through its management software.
Longer term, this is an opportunity to demonstrate not only its concern for its customers, but also the longer-term strategic value of its software platform. By managing requirements and process information as an asset, the most important information about your product is centrally available during staffing disruptions. In addition, organizations can better trace business continuity policies to their products to improve operations the next time a significant disruption happens.
Poor requirements are the number one reason that projects fail – take a strategic approach to optimizing requirements gathering in order to give the business what it needs.
Drive product satisfaction by validating and verifying quality throughout your delivery pipeline.
Stop delivering projects. Start delivering products.
Strengthen the product owner role in your organization by focusing on core capabilities and proper alignment.
Create a roadmap that suits your objectives, the characteristics of your product, and the environment it lives in.
The quality of your product backlog is key to realizing the benefits of Agile.
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.