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 product owner should be the CEO for their product or product family, building, managing, and leading to ensure that the product or service under their charge meets the needs of the consuming audience.
In Build a Better Product Owner, we define four key capability areas needed for successful product ownership.
The biggest cultural shift for most organizations is that the product owner owns prioritization and sequencing decisions for all product changes. Product owners by proxy hinder your Agile transformation and the empowerment to be successful. In “Why we Need to Rethink Product Management in an Agile Practice,” posted on June 4, 2020, Anthony Marter does an excellent job highlighting how the Scrum definition of the product owner role does not provide the leadership and ownership needed to truly manage a product or service. As with low-value business analysis, product owners as order takers reinforces the cultural divide and belief that the delivery team does not own decisions or is not empowered to recommend improvements.
This can be further perpetuated in teams that rely solely on the Scrum backlog being updated in their delivery management tool (e.g. Jira, Azure DevOps, GitHub, Trello, Zoho Sprints, DreamCatcher Agile Studio, Rally, Yodiz, VersionOne, VivifyScrum). Even if the product owner is using a product management platform (e.g. Aha!, ProductPlan, Productboard, Airfocus, Targetprocess, ProdPad, Roadmunk), there is far more to product management than just backlogs and simple roadmaps (backlogs grouped into releases over time).
COVID-19 has forced software companies and their suppliers to refocus efforts around prioritizing systems and workflows that are nearly 100% digital in nature. As a result, Info-Tech has observed the quick emergence of six market themes that are highly relevant after COVID-19. This note series will profile key vendors and how they fit into the post-COVID-19 world.
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.
Is it true that everything that can go wrong will go wrong? Don’t bet on it to not.
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.
While Microsoft is not a prominent player in the RPA space now with its Power Automate solution, compared to Blue Prism, UiPath, and Automate Anywhere, its latest acquisition of Softomotive, maker of WinAutomation, demonstrates Microsoft’s dedication to mature and expand its RPA offerings.
Test data management tools offer you the ability to provision, mask, and govern the access and use of your test data, alleviating these manual, laborious and error-prone tasks from your testing, operations, and DBA teams.
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.