TL;DR: The Scrum Product Owner in 58 Theses
The following 58 Product Owner theses describe the PO role from a holistic product creation perspective.
They cover the concept of the Product Owner role, product discovery, how to deal with external and internal stakeholders, product portfolio and product roadmap planning, and the Product Backlog refinement. The Product Owner theses also address the Product Owner’s part in Scrum events from Sprint Planning to Sprint Review to Sprint Retrospective, and the Daily Scrum.
TL; DR: Scrum Sprint Planning Checklist
A Sprint Planning checklist? How dare you: Agile is a mindset, not a methodology. It is a journey, not a destination. There is no one-size-fits-all approach, and what else could you possibly cover with a checklist, the mother of all standardized processes?
Well, it always depends on the purpose of a tool’s application. Read more about why Scrum checklists are a handy tool if applied at an operational, hands-on level, reduce your cognitive load, and free up time for more relevant things.
TL; DR: 11 Proven Stakeholder Communication Tactics
Stakeholder communication: It is simply not enough for an agile product development organization to create great code and ship the resulting product like a clockwork. It would help if you also talked about it, particularly at the beginning of your endeavor to becoming a learning organization. Marketing your journey to the rest of the organization—and thus securing their support, collaboration, and buy-in—is a critical success factor to step up the transformation game: You want to become agile, not “do agile.”
Learn more about eleven proven stakeholder communications tactics that contribute to making this happen.
TL; DR: Agile Management Anti-Patterns
Learn more about agile management anti-patterns the aspiring servant leader should avoid during the organization’s transition: From applying the Stage-Gate® approach through the back door to the ‘where is my report’ attitude to other beloved signs of applied Taylorism.
TL; DR: Agile Metrics
Suitable agile metrics reflect either a team’s progress in becoming agile or your organization’s progress in becoming a learning organization.
At the team level, qualitative agile metrics often work better than quantitative metrics. At the organizational level, this is reversed: quantitative agile metrics provide better insights than qualitative ones.
TL; DR: Lipstick Agile — Happiness in the Trenches?
Have you noticed how many people in the agile field are unhappy with their work situation? A situation where an organization already struggles doing agile, not to mention ‘becoming agile?’ This is what I call lipstick Agile.
Scrum Masters and agile coaches are close to either burnout or indifference. Product Owners who “own” the product by name only, and developers questioning why “Agile” is imposed upon them and often turns out to be just another form of micromanagement.