Sunday Blogmarks

Top 10 Activities of the Product Owner

The Product Owner differs from that of the traditional Product Manager role in many ways. Additionally, the role the Agile PM plays may vary depending on the environment and situation at hand, but for certain there are key activities the Agile PM must perform.
The Product owner (or Agile PM) shoulders all the responsibility for Project success and is ultimately responsible to the Team, stakeholders and to the company. With so much at stake it’s easy to get bogged down or revert back to old ways and the whole team suffers as a result. In order for Scrum to work the Product owner has to focus his time on activities that matter

http://agilesoftwaredevelopment.com/blog/jackmilunsky/top-10-activities-product-owner

 

Prioritizing Requirements – 3 Techniques:

Prioritize based upon the value that a set of features will bring to the business.

When we’re writing the specs for multi-customer software, the business whose value we prioritize is ours. This abstraction can be harder to address. But a given capability will be expected to have an impact on our ability to sell the software (or raise the price of the software). And it will come with an inherent cost. Leverage strategic marketing expertise to pick the right capabilities (more importantly – solve the right problems), and properly value them.

By changing the customer from them to us, we can apply the same principals for value-based prioritization.

http://tynerblain.com/blog/2006/01/18/prioritizing-requirements-three-techniques/

 

Essential Vs Non-Essential Features: When you build an application always look out for the non-essential features. Make sure they don’t make it into your v1.0. They slow down your release, they dilute your focus, they require resources that pull you away from perfecting the core of your application, and they open the door to more bugs at launch.

http://37signals.com/svn/archives2/essential_vs_nonessential.php

 

Retrospectives go beyond the Report: In short, retrospectives are agents for change, yet ultimately it comes down to the empowered team to make sure the changes really happen. Managers should give teams responsibility and, with that, the decision making authority, to help them make the changes they need to.

http://www.thekua.com/atwork/2008/05/retrospectives-go-beyond-the-report/

 

How to Handle Multiple Customers: Balancing work for multiple customers is a tough problem. You will have optimal results by optimizing resource allocation in such a way that all customers are just a little bit happy. And it is true that you should minimize the amount of task-switching between projects. If you can consolidate all maintenance work in one week per month, instead of one day per week, then do it! Likewise, aftercare in 2, 5 days of 8 hours would be much better than 10 days of 2 hours. I’m sure you get the picture.

http://www.noop.nl/2009/01/how-to-handle-multiple-customers.html

 

Target Cost Contracts:

1. Share risk fairly between Customer and Supplier

2. Give the Supplier the peace of mind of being protected from significant cost overruns

3. Offer enough flexibility to get the best out of an agile development process

4. Align goals by giving both parties an incentive to minimize scope

http://www.agilekiwi.com/target_cost_contracts.htm

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