Product Owner plays a vital part in guiding the development of a successful product. However, there are Product Owner Stances that should be adopted to maximize their effectiveness and contribute to the product’s overall success. There are preferred & misunderstood Product Owner Stances. There are six key preferred and six key misunderstood stances of a product […]
Product Owner Stances – Preferred Stances Read More »
There are five levels of Product Owner Maturity in an organization: The Scribe, The Proxy, The Business Representative, The Sponsor & The Entrepreneur. A competent Product Owner not only possesses a deep understanding of the product vision but also exhibits a high level of maturity in executing their responsibilities. Based on the authority and responsibility,
Product Owner Maturity Levels – Product Ownership Read More »
Kano Analysis Model is a Lean Six Sigma tool that helps us prioritization of product features, and we can understand the trend of satisfaction level of our customers. Most of the prioritization techniques are based on business values & over a period of time, almost all features expected by the user will get categorized as
KANO Analysis Model – Value Based Prioritization Techniques Read More »
MoSCow prioritization technique plays a key role in Agile Project Management. In traditional projects, teams balance the ‘triple constraints’ of Scope, Time, and Cost. For Agile projects, however, the emphasis is on continuous value realization for the end customer. The triangle structure can be reused, but with a set of different vertices, namely – Value,
MoSCoW – Value Based Prioritization Techniques Read More »
Sprint Retrospective is to plan ways to increase quality and effectiveness. It is an opportunity for teams to reflect on their journey, refine their processes, and set the stage for continuous improvement. This blog unravels the significance of the Sprint Retrospective, exploring its purpose, key practices, and the transformative impact it can have on team
Sprint Retrospective – Tips to improve & spice up Read More »
Technical Debt is the collection of design or implementation constructs that are expedient in the short term but set up a technical context that can make future changes more costly or impossible. In other words, Technical Debt is the deferment of good software design for the sake of expediency. It presents an actual or contingent
Technical Debt – Tips and Tricks to Avoid/Manage Read More »
There are three commitments (Product Goal, Sprint Goal, and Definition of Done) were added to the artifacts. Product Goal provides additional quality to the artifact to improve transparency. For Product Backlog, the commitment is the Product Goal. These are a set of tangible and measurable expressions of what success looks like for a product. It connects Product
Product Goal in relation to Product Backlog & Product Vision Read More »
Scrum adoption can be attributed to ADAPT- Awareness, Desire, Ability, Promotion, and Transfer. Each part of ADAPT cycle have a dedicated goal and tools to reach this goal. These activities not only helps in scrum but also helps in Agile values, or other Agile frameworks (like XP) can be improved, if there is a need
ADAPT – Scrum Adoption with Predictability and Flexibility Read More »
A Power Interest Grid is a matrix used for categorizing or prioritizing stakeholders during a project to allow them to be effectively managed. Stakeholders are plotted on the grid in relation to the Power (Y-axis) & Interest (X-axis) they have in respect of the project. Charting the relationship between different stakeholders is the best way to
Power Interest Grid – Prioritize Stakeholders Read More »
Ishikawa diagram is a graphic technique, that is used for displaying the characteristics of a given situation or problem. It is also known as Fishbone Diagrams, Herringbone Diagrams, Cause-and-Effect Diagrams, or Fishikawa. Ishikawa diagrams are used for defect analysis (Root Cause Analysis). It is very useful when the analyzed defect has multiple causes. A problem
Ishikawa Diagram use in Root Cause Analysis Read More »
Tuckman Ladder Model is one of the models used to describe the process or different stages of team development. These four stages are “Forming, Storming, Norming, Performing, and Adjourning”. Important Points – Tuckman Ladder Model Usually, the stages occur in order. But teams can get stuck in a particular stage or regress to an earlier stage. Projects
Tuckman Ladder Model – Team Development Read More »
Agile Maturity Index is a way to know what the degree of maturity of the team is measured by applying some method, practice, or work technique, to know the level of mastery and the degree of adoption of Agile. It gives opportunities for improvement by challenging the team to implement the best-recommended behaviors to be
Agile Maturity Index & Agile Maturity Level Read More »
In Agile planning, there are many layers of planning involved, which gives the name “ Planning Onion ” to Agile planning. Agile does a lot more planning because it focuses more on frequent planning sessions instead of comprehensive planning that mitigates the risks of longer terms. The Planning Onion helps teams choose the right level of planning
Planning Onion – Levels of Agile Planning Read More »
Stakeholder Engagement and Stakeholder Management are arguably the most important ingredients for successful project delivery. Stakeholders of a project are individuals, groups, or organizations that are affected or perceived to be affected either positively or negatively by a decision, activity, or outcome of a project. A stakeholder group can help it live out the pillars
Stakeholder Engagement & Management in Agile Read More »
WSJF is a Prioritization method that helps calculate and understand what is the level of the financial impact of not finishing the task or implementing the solution sooner than later. a prioritization model used to sequence jobs (eg., Features, Capabilities, and Epics) to produce maximum economic benefit. At the end of the calculation of the
WSJF – Weighted Shortest Job First Prioritization Technique Read More »
A Product Owner’s most important word: “No” & Saying No to a stakeholder is very difficult. Stakeholder management is the process of engaging with these people, and maintaining good relationships with them. You’ll likely be working with people in many different roles, with varying levels of influence over your project. Make Stakeholders feel heard and understood
Saying No to Stakeholder by Product Owner Read More »
Velocity is used for measuring the rate at which scrum development teams consistently deliver business value in other words quantity of work a team can accomplish within a sprint. In simple terms, velocity is the sum of the story points that a team can deliver in an iteration. It can be measured in terms of
Velocity vs Capacity in Sprint Planning Read More »
Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. It is a platform for feedback and a cornerstone in the foundation of iterative excellence. Sprint Review is held at the end of the Sprint before the Sprint Retrospective. It is critical that both the Scrum Team and the stakeholders attending understand
Sprint Review: How to be effective Tips and Tricks Read More »
4Ls stands for Liked Learned Lacked Longed and it is a brainstorming technique for collecting feedback on a recently completed project or piece of work. This retrospective highlights the positive (liked & learned) as well as the negative (lacked & longed for). The team has to think mostly from a factual (what happened) perspective, rather
4Ls: Liked Learned Lacked Longed Retrospective Read More »
The Sailboat Retrospective is a fun and creative way for teams to reflect on the sprint and identify areas for improvement. It’s called “Sailboat” because the metaphor of a sailboat helps the team visualize their journey, the obstacles they faced, and the direction they want to sail towards in the future. The Sailboat or Speedboat
Sailboat or Speedboat – Sprint Retrospective Read More »
The Starfish Method for Sprint Retrospectives is an easy way to achieve focus, give a voice to every member, and foster the thinking around practices and the value the team gets from them. It helps teams reflect on varying degrees of actions and activities rather than simply the traditional what went well or what did
Starfish or The Wheel – Sprint Retrospective Read More »
A Mad Sad Glad retrospective is a simple and effective way for teams to reflect on their previous sprint. It involves identifying things that made the team feel happy, things that made them feel sad, and things that made them feel angry or frustrated. By focusing on these three areas, the team can identify what
Mad Sad and Glad – Sprint Retrospective Read More »
Start Stop and Continue is a great format to focus on the things that are working (CONTINUE), things that are not working (STOP), and things that the team should start doing (START). Its focuses on the past, present, and future at the same time. It is an action-oriented retrospective technique that encourages participants to come
Start Stop and Continue – Sprint Retrospective Read More »
Product Backlog Refinement consists of Creating & Refining User Stories, Estimating User Stories & Product Backlog Prioritization. It is the act of adding detail, estimates, and orders to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Scrum Team collaborate on the details of the Product Backlog,
Product Backlog Prioritization – Tips and Tricks Read More »
Many teams use the Definition of Done (DoD) to check if a user story is finished and the product is ready to be delivered. But what about the user stories that a team receives from their product owner? Teams can check the quality of the user stories using a Definition of Ready. While the value
DoD (Definition of Done) Vs DoR (Definition of Ready) Read More »
