As its name suggests, the sprint planning meeting sets up the sprint and establishes what can be done. While it’s an important meeting, I find that some product owners struggle with it. The following tips help you reflect on how you use the meeting and discover how you can get the most out of it.
Digital transformations often focus on new technologies, agile practices, and new business models. While these are undoubtedly important, a further success factor is sometimes overlooked: product management. In this article, I share my tips for establishing an effective product management function to achieve a successful digital transformation, offer the right customer experience, and help unlock the organisation’s innovation potential.
Product owners can take on too many responsibilities, become too tactical and inward-focused, and lose sight of their main job: maximising the value a product creates. Instead of managing the team or establishing the right process, product owner should manage the product and exercise product leadership, as I explain in this article.
The sprint review meeting is maybe the most important Scrum event for product people—it helps you collect feedback and make the right product decisions thereby increasing the chances of creating a successful product. But I find that product owners are not always clear on who should attend the meeting, how it should be run, and how to collect the relevant feedback. This article answers these questions and shares my tips for getting the most out of the sprint review.
The Daily Scrum is an important meeting for agile development teams: It facilitates self-organisation and helps maximise the chances of reaching the sprint goal. Despite its importance, the meeting is not always effective. This articles share my recommendations on how you as the product owner can help make the Daily Scrum a success.
For many years, people have debated what the difference between the product manager and the product owner role is, if the roles can coexist or not, and which one should be used. This article shares my thoughts on the topic and reflects on the origin of the product owner role.
Scrum offers a powerful way to develop products. In fact, it is often seen as the standard way to create digital products, and I have met more than one company where the product managers were suddenly told to be agile and do Scrum. But like every process, Scrum has its benefits and limitations. Is it the right approach to develop and grow your product? Or would you be better off using an alternative?
Release planning and product roadmapping are both important practices to achieve product success. But what’s exactly the difference between a release plan and a product roadmap? How do the two tools fit together? This post answers these questions so you can apply the two planning artefacts effectively.
The development team is a key partner for every product manager and product owner: the team designs and builds the actual product. But it’s not always easy to effectively guide and work with the team. This post shares eight tips to make your collaboration with the development team even more effective, thereby increasing the chances of creating a successful product.
In theory, the product owner is one person. But in practice, managing a larger, complex product is usually a shared effort. But how can product ownership be split without resulting in decisions by committee and creating a weak or even inconsistent product? In this post, I discuss different techniques to help you scale the product owner role successfully and I explain when each technique should be applied.