Summary of Don McGreal & Ralph Jocham's The Professional Product Owner

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 A project is started when an idea sounds promising. A project manager is hired to manage tasks and people, but not necessarily the domain. The objective is not to deliver projects but to deliver value through products that ultimately lead to higher revenue and lower costs for your organization.
#2 The product mindset is an outside in approach that uses external measurements to actively guide the development of the product to maximize value. It encourages more frequent releases, which results in earlier feedback from the marketplace.
#3 The two outside planning layers are the overall company vision and business strategy. These are typically owned by an executive team or CEO, who establishes and communicates a company-wide vision and promotes an overall strategy under that vision.
#4 The three Vs of vision, value, and validation are used to fill the Product Management Vacuum. They help create a competitive advantage.

Sujets

• Gestion de projets
• Gestion de projet
• project management

Informations

• Publié par: Everest Media LLC
• Date de parution: 06 avril 2022
• Nombre de lectures: 0
• EAN13: 9781669380870
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Don McGreal & Ralph Jocham's The Professional Product Owner
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3
Insights from Chapter 1

#1

A project is started when an idea sounds promising. A project manager is hired to manage tasks and people, but not necessarily the domain. The objective is not to deliver projects but to deliver value through products that ultimately lead to higher revenue and lower costs for your organization.

#2

The product mindset is an outside in approach that uses external measurements to actively guide the development of the product to maximize value. It encourages more frequent releases, which results in earlier feedback from the marketplace.

#3

The two outside planning layers are the overall company vision and business strategy. These are typically owned by an executive team or CEO, who establishes and communicates a company-wide vision and promotes an overall strategy under that vision.

#4

The three Vs of vision, value, and validation are used to fill the Product Management Vacuum. They help create a competitive advantage.

#5

Self-organization does not just happen. The two main ingredients are shared vision and clear boundaries. In the context of product development, the boundaries are provided by Scrum, and the vision is provided by the Product Owner’s strong leadership and communication.

#6

Value is what you are trying to achieve. It is defined by the vision. The first pearl that the team should attach to the vision is the most valuable. Everything is important, but nothing is more important than delivering value.

#7

Once you get the answer to the why, try to understand the other person’s view. You might even go so far as to question the product’s utility. If you are not able to quantify success or prove the realization of value, the chances of being on the wrong track are high.

#8

The two core feedback loops in Scrum are on the process side and the product side: process validation is about inspecting and adapting how the team is working, and product validation is about inspecting and adapting what the team is building.

#9

A good Product Owner is an agile Product Manager. The world of product management is bigger than Scrum, and a good Product Owner will take on many of the activities that are not part of the Scrum framework.

#10

In Scrum, you need a Product Owner. The effectiveness of that role depends on the person in that role. A scribe is likely someone on the technology side who has been tasked with capturing requirements for the Development Team. A proxy is still likely to come from the technology side but is seen as a representative of the business.

#11

The five roles of a Product Owner are summarized in Figure 1-11. The closer a Product Owner is to a sponsor, the more likely he is to disengage from the Development Team. To maintain a connection with the product vision, it is important for an entrepreneurial Product Owner to engage with the business side of the team.

#12

The best way to think about your product is from a customer’s perspective. Who are you addressing with your product. What do customers expect. What product improvements will make their lives easier.

#13

A viable product is one that delivers on the stated producer benefit. To find the right value area from the customer’s point of view, you must go as high as possible without losing sight of your core objectives.

#14

The ideal Product Owner is a single voice for the vision of the product, regardless of its size. As products scale, Product Owners should find themselves less involved with the day-to-day tactics of product development and more involved with strategy and direction.

#15

A vision is a picture of the success of a project at a particular time in the future. It is not a mission statement. A vision is similar to the North Star, a never-ending piece of work that we commit to going after for life. It is not a strategic plan.

#16

You have a product idea, but where do you start. You must invest in the right business model for your product. A business model describes the rationale of how an organization creates, delivers, and captures value.

#17

The Business Model Canvas is a tool that helps you explore your problem space and generate discussion among stakeholders. It is not meant to provide you with a clear vision of the future, but it can provide you with the data necessary to craft that vision.

#18

Focus is more than just keeping your vision statement small and concise. It must be clear who your target customer is and what your top value proposition is. You do this by creating a business model.

#19

You can take the same approach for your products. In fact, creating a box for your software product, even if it will never be shipped in one, isn’t a bad idea. The front of the box should include the product name, image, and target customer. The back and sides of the box should contain more details about the features and information relevant to different customers.

#20

The Elevator Pitch template focuses on a single target customer and a single value proposition. It is a good place to start, but it can feel a little bland and long. So, take some time to distill it into one or two sentences and find a way to make it more practical and emotional.

#21

To inject emotion into your vision, ask yourself how your customer would feel if you were to accomplish speeding up the workflow. Happy. Accomplished. If you simply went with Our product will make you happy, you lose the practical aspect of the vision.

#22

It is your responsibility as a Product Owner to communicate the vision and make sure it is understood and adhered to by everyone. Scrum provides many opportunities to do this.

#23

The Sprint Planning meeting is an ideal time to remind your team of the vision. The Sprint Review is an opportunity to reinforce the vision with your stakeholders. The Sprint Retrospective is an opportunity to inquire about the effectiveness of your vision communications.

#24

The Product Owner should be aware of and promote the technical direction of their product. This may be easier for Product Owners who come from a technical background.

#25

The business model canvas is used to generate a business model. The value proposition canvas is used to develop a value proposition.