Product Management and Scrum
Building products requires that you consider a series of strategic activities. Consider the following list:
Analyzing the industry and competition
Forecasting and assessing feasibility
Developing product strategy
Identifying customers and their needs
Roadmapping the product
Creating outbound messaging
Sustaining the product
Executing the release
Creating the business case
Identifying product requirements
Launching the product
Developing customer retention strategy
Defining product features and initiatives
Retiring the product
Marketing and branding
How many of these fit squarely in the realm of Scrum? Maybe three or four, but not many.
The world of product management is a lot bigger than Scrum, as suggested in Figure 1-7, which quite possibly explains why there is such a large Product Management Vacuum in the software industry.
This is where the Product Owner comes in. A Product Owner is one of the three Scrum roles. Although most product management activities are not part of the Scrum framework, as shown in Figure 1-8, a good Product Owner will take them on to fill the Product Management Vacuum.
Figure 1-8 Product Ownership is agile product management leveraging Scrum.
In other words, a good Product Owner is an agile Product Manager.
An empowered and entrepreneurial Product Owner fills the Product Management Vacuum, as shown in Figure 1-9.
Figure 1-9 The Product Owner and the Product Management Vacuum