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The Art of Agile Product Ownership: A Guide for Product Managers, Business Analysts, and Entrepreneurs

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After reading about the scope of the product owner role in the first part of the book, I had questions about the roles feasibility.

Author Allan Kelly, who delivers Agile training courses to major companies, pulls from his experience to help you discover what it takes to be a successful product owner. You will learn how you need to define your role within a team and how you can best incorporate ownership with strategy. With the Agile method, time is the key factor, and after using the lessons from this book you will confidently be able to synthesize features, functionality, and scope against delivery. You will find out how other team members such as the UX designer and business analyst can support and enhance your role as product owner, and how every type of company structure can adapt for optimal agility. The Art of Agile Product Ownership is a beacon for current product owners, programmers who are ready to take the next step towards ownership, and analysts transitioning into the product space. This book helps you determine for yourself the best way to fill the product owner role so that you utilize your unique combination of skills. Product ownership is central to a successful Agile team, and after reading this book, you will be more than ready for the challenge. Malviya, Kartik. Lean UX versus Design Thinking. Medium, November 11, 2020. Retrieved October 11, 2023, from https://uxplanet.org/lean-ux-versus-design-thinking-3f9ebb8aef59 Regardless of whether a solution is consumed internally or sold externally, Product Management is essential to its success. This article describes Product Management’s multi-faceted role in SAFe and how it enables the continuous, sustained delivery of value. Key Collaborations In Lean UX, the designer’s role evolves more toward design facilitation— and taking on a new set of responsibilities. Besides Lean Startup, Lean UX has two other foundations: Design thinking and Agile development. Design thinking helps widen the scope of user experience work beyond mere interfaces and artifacts. It looks at the whole system and applies design tools to broader customer problems, relying heavily on collaboration, iterative approaches, and empathy as its core to problem-solving [2]. Develop on Cadence, Release on DemandAccept Stories – The PO works with the team to agree on accepted story completion. This includes validating that the story meets acceptance criteria, that it has the appropriate, persistent acceptance tests, and that it otherwise complies with its Definition of Done (DoD). In so doing, the PO assures that quality is built in. Similarly, the overview of the a product owner’s potential responsibilities frames the discussion about what really happens. After exploration, the organization has the inputs to begin designing a solution, which often involves the following activities:

Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley, 2011. Product Management is the function responsible for defining desirable, viable, feasible, and sustainable solutions that meet customer needs and supporting development across the product life cycle. Each ART builds and maintains (or shares) a Continuous Delivery Pipeline with the assets and technologies needed to deliver solution value as independently as possible. The first three elements of the pipeline work together to support the deployment of small batches of new functionality, which are released to meet market demands. Ensure product completeness– Product management ensures that solutions meet a wide range of customer needs. ‘Whole solutions’ are designed from the customer’s perspective and comprise multiple features that together deliver complete, engaging end-user experiences. Releasing on demand provides a significant strategic advantage by making value available when customers, the market, and the business need it. In collaboration with stakeholders, Product Management determines when a release should happen, what elements should be released, and who should receive it.Conduct primary and secondary research– Primary data answers specific questions about product-market fit in specific usage contexts. Secondary data reveals macro-level trends across broad cross-sections of the market. Product Management leverages both to inform overall product strategy and specific elements of product design. Like Continuous Digital, this book presents its topic in the context of both business issues and software development, rather than only relating to one of the two. The schedule is fixed – The train departs the station on a known, reliable schedule, as determined by the chosen Program Increment (PI) cadence. If a Feature misses a timed departure and does not get planned into the current PI, it can catch the next one. The role scales with the complexity of the Solution. For some solutions, the Product Management function may be carried out by a single Product Manager. For others, a team of Product Managers may be required. Details This approach makes this the practical explanation of product roles that so many of us need to be successful, rather than the usual theoretical discussions of development process or business.

A new system increment every two weeks – Each train delivers a new system increment every two weeks. The System Demo provides a mechanism for evaluating the working system, which is an integrated increment from all the teams. Understand end-user needs – Ensuring that solutions deliver maximum business benefit requires a deep understanding of the needs of end users. Product Management employs iterative elicitation techniques such as Lean UX, human-centered design (HCD), and journey mapping to evolve product strategy in alignment with these ever-changing needs.Moore, Geoffrey A. Escape Velocity: Free Your Company’s Future from the Pull of the Past. Harper Business, 2011. Create customer lifetime value – Move beyond a transactional mentality and focus on the overall customer relationship over the solution’s life.

Measure describes the practices to quantify if the newly-released functionality provides the intended value Establish equitable value exchange models– Following SAFe principle #1 – Take an economic view, Product Management identifies the specific value desired by customers from a solution in addition to the value the enterprise requires in return. An equitable exchange of value between the enterprise and its customers ensures solutions provide mutual, sustainable benefits.System Teams typically assist in building and maintaining development, continuous integration, and test environments. Manage flexible roadmaps – Product strategy and vision get codified in roadmaps that guide implementation. As Product Management adjusts product strategy and vision in response to changing business objectives and customer needs over the product life cycle, the roadmaps they influence are also adjusted. DevOps aligns efforts across development, operations, and other business functions to achieve an optimal balance of speed and stability. Figure 6. DevOps fosters collaboration across all functions Figure 9. Continuous Exploration, Continuous Integration, and Continuous Deployment are continuous, concurrent, and supported by DevOps capabilities Some products serve market segments that offer new functionality as soon as it’s available. While others may have distinct market rhythms that govern optimal release windows, as described in the Roadmap article.

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