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. So how does an understanding of product ownership fit in.
The product owner is the composer using their roadmap and backlog to define the components and timing of each feature and enhancement. They must be able to pull from their research and stakeholders the prioritization of changes and understanding how these changes improve the organization’s overall goals. The product owner then must be able to translate these goals and constraints to the delivery team so that they can determine how to bring these changes to life.
Scrum masters who only focus from the backlog forward in the delivery cycle risk missing the context of the changes and potential warning signs that there is a disconnect between the product owner and delivery team. By understanding the roadmap, the scrum master can help the team remain aligned to the long-term vision, make better decisions, and focus the retrospectives on positioning the team for future delivery needs.
The scrum master also needs to monitor and ensure teams are following processes and using the correct system of record. Getting familiar with your product owner’s platform (e.g. Aha!, ProductPlan, Productboard, Airfocus, Targetprocess, ProdPad, Roadmunk) will provide visibility without having to schedule one-on-one time to review. It can also help ensure the team’s backlog prioritization is aligned with the product owner’s goals.
If you’d like to learn tips for becoming a better product owner, consider the new publication from O’Reilly on the EBG Blog, “Answer This Question: “What is Your Product?”. They compiled 97 stories and lessons from Agile experts shared in this publication.
Scrum masters need to understand product ownership and the products the delivery teams are responsible for.
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.
Stop delivering projects. Start delivering products.
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.
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.