But software or product changes are not always the most economical way to build learning. Scrum even includes a “definition of done” that highlights the level of quality, documents and signoffs required for something to truly be done. In response, Scrum placed special emphasis on delivering done incremental changes to the product. Scrum was born out of the realization that waterfall, with its focus on documents and tasks, was not actually delivering software. Done increment is not always good for the product.This can lead to conflict between the “development” team and the product manager. That means that some traditional product management activities can-and should-be taken over by the team. Scrum and Agile encourage self-managed teams that are focused on a goal and empowered to make decisions in pursuit of delivering value. Product decisions being made by the right people.Dig deeper, though, and this distrust seems to be a result of two challenges: Both dismiss the false reality of detailed plans when managing complex work. Both seem to challenge industrial thinking with the need for frequent observation and feedback. The disconnect between the product and Scrum communities is odd. You’ll also notice that practices like user experience and design thinking are relegated to a magic zone outside the confines of the sprint itself. The idea of a done increment-when the increment is complete and useable at the end of a sprint-is great, but it misses all the other “product” work that a great product team must do.Scrum ignores complexity and focuses on delivering products-even if they’re the wrong products.Scrum is a real problem for good product management. ![]() But has anything changed in four years?Ĭonduct a Google search of “Scrum and product management” and the results reflect articles about how: ![]() The initial audience for that webinar was massive, and it continues to be a popular playback. And that can be the product manager or the product owner-the title doesn’t matter, but the accountability does. We concluded that, while it takes a team to build a great product, there needs to be one person who makes final decisions about the product’s direction. ![]() We used the analogy of a cage fight to highlight how the roles are wrestling for position in the responsibilities of leading product development. In a 2016 Pragmatic Institute webcast, John Milburn and I discussed the differences and similarities between product managers and product owners.
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