The sprint retrospective is the key mechanism in Scrum to improve the way people work. Some product owners believe though that they should not attend the meeting, and if they do then only as guests and not as active participants. But the retrospective does not only benefit the development team and the ScrumMaster; it is also an opportunity for the product owner to learn and improve, as this post explains.
Scrum employs the product demo as its default technique to understand if the right product with the right features is developed. While a product demo can be very effective, it can also be limiting. Like any research and validation technique, demoes have their strengths and weaknesses. This post provides an overview of alternative validation methods so you can choose the one that is best suited for your product.
Working with sprint goals is a powerful practice. But many product owners and teams don’t leverage sprint goals or don’t apply them correctly: Sprint goals often state the stories to be implemented rather than the reason for undertaking the iteration. That’s rather unfortunate: Effective sprint goals serve to test ideas, to deliver features, and to foster teamwork. This post introduces a sprint goal template to help you write powerful sprint goals to build great products.
Data analysis might sound a bit nerdy, but it should be part of every product manager’s and product owner’s tool box. The idea is simple: Investigate the data gathered, learn form it, and use the new knowledge to create a successful product. In theory, that’s easy. But in practice, it can be challenging. The following tips help you get the most of your data analysis efforts.
Keeping a product successful can be tricky: New features have to be developed to ensure that the product stays beneficial and attractive. At the same time, smaller improvements and bug fixes are required to maintain the product. How can this be done? This post shares my answer how to balance innovation and maintenance work.
Can Lean Startup and Scrum be combined? And if so, how do they fit together? This post shares my answers for blending the two models, and it maps out a high-level process for product discovery and product development.
Learning what a product should look like and do, and building solid, shippable software are different concerns. Separating the two aspects and distinguishing between learning and execution helps you manage the stakeholder expectations, select the right research and validation techniques, and choose the right sprint goals.
This article provides practical tips on how to use the product demo as an effective product validation tool: collect helpful user feedback, test your ideas, and improve the product.
Working with a sprint goal is a powerful agile practice. This post helps you understand what sprint goals are, why they matter, how to write and how to track them.
Scrum is a simple framework based on the idea of inspect and adapt: Create a product increment, show it to the stakeholders, and use the feedback to see if the right product is developed. This post describes what I regard as the essence of Scrum: a cyclic three-step process. It shows how the three steps help create a product with the right features and the right user experience (UX).