Home > Articles

  • Print
  • + Share This
This chapter is from the book

Product Management and Scrum

Building products requires that you consider a series of strategic activities. Consider the following list:

  • Analyzing the industry and competition

  • Maximizing ROI

  • Forecasting and assessing feasibility

  • Developing product strategy

  • Planning releases

  • Identifying customers and their needs

  • Roadmapping the product

  • Auditing results

  • 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.

Figure 1-7

Figure 1-7 Scrum is augmented by many, many practices. (Figure © 1993-2016 Scrum.org. All rights reserved.)

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

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

Figure 1-9 The Product Owner and the Product Management Vacuum

  • + Share This
  • 🔖 Save To Your Account