Agile Excellence for Product Managers: A Guide to Creating by Greg Cohen

By Greg Cohen

Organisations are continuously being affected by complicated improvement tasks and are in look for a number of, ordinary, and simple to benefit the right way to support care for their difficulties. accordingly, an increasing number of software program businesses are swiftly turning to Agile improvement to deal with quick altering markets, unknown or altering product requisites, without borders festival, and to resolve complicated difficulties. but little has been written to steer product managers throughout the transition in operating with Agile groups and the varied advantages that it presents.
'Agile Excellence for Product Managers' is a simple conversing consultant on how one can paintings with Agile improvement groups to accomplish exceptional product good fortune. It covers the why and the way of agile improvement (including Scrum, XP, and Lean,) the position of product administration, unencumber making plans, unencumber administration, street mapping, growing and prioritizing a product backlog, documentation, product launches, organizational implications and extra. it's a needs to learn for product managers making the change to Agile improvement in addition to product vendors and venture managers searching for larger how one can set up and lead of their businesses.

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Additional resources for Agile Excellence for Product Managers: A Guide to Creating Winning Products with Agile Development Teams

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Occasionally, the development team will need to do research before it can size a story and understand its approach. " The research is given a time limit (in hours) and included as work to be done in the release, similar to other non-story work such as documentation. The actual implementation of the story will be pushed to the next or later release. Research could include exploring different technologies, prototyping, or testing some different implementations. Most importantly, the research is placed in the context of the other priorities; there is an explicit plan of action; and there is a time box around that plan.

No doubt part of this reaction had to do with my insecurities as a young product manager, but it also had to do with the black box of development. This is not to say that the team members were hiding anything from me, or were not willing to show me what they had developed. It was just that integration rarely happened until the later stages of the project. The team did not have anything that it could show me or that I could interact with myself. I had no way of knowing if a requirement was poorly worded, misunderstood, or just missed entirely, until close to the end of the project.

5, removing scope from iterations six, seven, or eight involves no effort for the team, because no work has commenced on the stories being considered for those later iterations. 5: Release burndown with scope change Managing an Iteration In the previous section, we looked at managing a release using burndown and other charts. Maintaining these charts at the end of each iteration and adjusting the plan is an important task for the product manager or Scrum Product Owner. The development team uses similar methods to track their progress within an iteration, which can provide greater visibility into the progress of the team and any adjustments that might need to be made to the plan.

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