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Last week, conversations in the Scrum Facebook Group clamoured around the topic of Agile Product Development and Agile Project Development or Management.
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To be honest, when I posed a question on the topic I had a hint of its significance but did not have even a glimpse of the depth of this can of worms until many more conversations, online and offline, and research on websites and YouTube on the topic.
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One respected coach said to me that there may be no bigger issue than this in the Agile industry. Well then, let’s explore it a little bit.
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Here I’m including three links which Facebook group members recommended. I hope these links may also be useful to other new Product Owners who are grappling with the concept of “no projects” in their work environments.
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This is undoubtedly by far the very best Product Owner video I’ve seen to date. It’s just 15 minutes long. The speaker is clear and easy-to-listen to. The graphics are descriptive and simple despite representing complex ideas and systems. I came away from this video with a much more thorough and concrete understanding of the role of Product Owner.
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This book is recommended by a fellow Scrum enthusiast. Amazon describes it in this way,”Â InÂ
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While I haven’t had the chance to read it yet myself, I find it reassuring that a renowned author addresses this important topic and offers his valuable insight into the conversation around Product Owner and Project Manager.
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On September 09, 2016 a blog post about User stories addressed this very relevant question. The first line states, “User stories can be considered the basic units of work in organisations using an agile approach to product development.” I found this post and this website very useful in understanding the importance of user stories and how these fundamentally shift work process around delivery of value to customers.
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A great variety of Agile courses for you to take your career to its next level! (Note: early bird registration available for some dates.)
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In Brief
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In Depth
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Conclusion
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1. Not Measuring the Results of Your Agile Coach
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2. Not Benchmarking before an Agile Coach Starts
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3. The Agile Coach isÂ Lacking Advanced Certifications
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4. Lack of Diversity of Agile Experience
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5. No Huge Agile Coaching Failures
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6. No Systematic Agile Coaching Approach
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7. Missing Clear Agile Coaching Goals
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8. Hiring an Agile Coach to do Training
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The First Sitting
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The Second Sitting
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The Last Sitting
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Initiator
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Agile Product Management with Scrum,
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Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
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Continuous communication at every opportunity: every meeting, every phone call, every email, every presentation!
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Simplicity of the message: short, jargon-free, concrete.
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An emotional component that encourages a change in behaviour.
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And urgency! Â (A window of opportunity, a competitive threat or an internal problem that needs to be addressed now.)
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The books by
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For a short version, here is an article by Kotter about the need to
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A fun comic about
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We strongly recommend investigating theÂ
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TheÂ KanbanÂ MethodÂ is not about transformation. At least not the radical, deepÂ
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Moreover (and dangerously), many so-called champions of change are not aware that Satir was a psychotherapist and that her J-Curve method was employed to change the identity of her clients, breaking them down and building them up again. Whatâs important here is that Satir was a psychology professional working with willing clients to help them transform into the people they wanted to be. This is not the case with most professional knowledge workers. Knowledge workers tend to not be seeking this kind of service from managers and coaches. A more brutal version of this technique has been employed to transform teenagers intoÂ deadlyÂ soldiers.
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Instead of deep J-Curve transformation, the Kanban Method proposes small, rapid J-Curve experiments. This approach to changeÂ provokes less resistance, avoids extended periods of thrashing in chaos and the severe testing of leadership patience. Well-designed small J-Curve experiments produce just enough organizational stress to stimulate change without drop-kicking people into deep chaosÂ andÂ despair andÂ forcing theÂ regressionÂ of an organizationÂ to lower levels of trust and maturity.

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