Scrum敏捷產(chǎn)品管理

內(nèi)容概要

　　在敏捷開(kāi)發(fā)環(huán)境中，如何做一名優(yōu)秀的產(chǎn)品負(fù)責(zé)人？這個(gè)問(wèn)題在社區(qū)內(nèi)備受關(guān)注。通過(guò)《Scrum敏捷產(chǎn)品管理：打造用戶喜愛(ài)的產(chǎn)品》，我們可以在業(yè)內(nèi)知名顧問(wèn)Roman Pichler的引導(dǎo)下，通過(guò)實(shí)際案例來(lái)理解什么是產(chǎn)品負(fù)責(zé)人，如何在Scrum敏捷環(huán)境中打造用戶喜愛(ài)的產(chǎn)品。書中描述了如何進(jìn)行產(chǎn)品探索，如何充分利用開(kāi)發(fā)過(guò)程中涌現(xiàn)的新需求，如何打造最基本的可上市產(chǎn)品，如何權(quán)衡和取舍早期的客戶反饋意見(jiàn)，如何與開(kāi)發(fā)團(tuán)隊(duì)緊密合作?！　　禨crum敏捷產(chǎn)品管理：打造用戶喜愛(ài)的產(chǎn)品》適合產(chǎn)品負(fù)責(zé)人或未來(lái)的產(chǎn)品負(fù)責(zé)人閱讀和參考，可以幫助他們?cè)诿艚蓍_(kāi)發(fā)環(huán)境中打造成功的產(chǎn)品。

作者簡(jiǎn)介

　　羅曼·皮希勒（Roman Pichler），業(yè)內(nèi)領(lǐng)先的Scrum和敏捷產(chǎn)品管理專家。他在教授和培訓(xùn)產(chǎn)品負(fù)責(zé)人方面，在幫助企業(yè)高效應(yīng)用敏捷產(chǎn)品管理實(shí)踐方面，有著豐富的實(shí)戰(zhàn)經(jīng)驗(yàn)。除了本書，他還是暢銷書Scrum-Agiles Projektmanagement erfolgreich einsetzen（Scrum-Applying Agile Project Management Successfully）的作者。羅曼經(jīng)常在國(guó)際性會(huì)議上發(fā)言。作為一位持證Scrum培訓(xùn)師，他負(fù)責(zé)主導(dǎo)Scrum聯(lián)盟開(kāi)發(fā)Scrum產(chǎn)品負(fù)責(zé)人認(rèn)證課程?！　　　±钪依?，金蝶軟件高級(jí)項(xiàng)目經(jīng)理，曾先后供職于用友軟件和SYNNEX China。作為敏捷軟件開(kāi)發(fā)的熱愛(ài)者和實(shí)踐者，他不僅幫助SYNNEX China軟件開(kāi)發(fā)模式成功轉(zhuǎn)型為敏捷開(kāi)發(fā)模式，還積極推動(dòng)敏捷思想在國(guó)內(nèi)的傳播，譯著有《管理3.0：培養(yǎng)和提升敏捷領(lǐng)導(dǎo)力》（被譽(yù)為“21世紀(jì)的管理圣經(jīng)”）、《敏捷武士》和《Scrum敏捷產(chǎn)品管理：打造用戶喜愛(ài)的產(chǎn)品》。

書籍目錄

第一部分 英文版1. Understanding the Product Owner RoleThe Product Owner RoleDesirable Characteristics of a Product OwnerVisionary and DoerLeader and Team PlayerCommunicator and NegotiatorEmpowered and CommittedAvailable and QualifiedWorking with the TeamCollaborating with the Scrum MasterWorking with Customers, Users, and Other Stake holdersScaling the Product Owner RoleThe Chief Product OwnerProduct Owner HierarchiesChoosing the Right Product OwnersCommon MistakesThe Underpowered Product OwnerThe Overworked Product OwnerThe Partial Product OwnerThe Distant Product OwnerThe Proxy Product OwnerThe Product Owner CommitteeReflection2. Envisioning the ProductThe Product VisionDesirable Qualities of the VisionShared and UnifyingBroad and EngagingShort and SweetThe Minimal Marketable ProductSimplicityOckham ' s RazorLess Is MoreSimple User InterfacesCustomer Needs and Product AttributesThe Birth of the VisionUsing Pet ProjectsUsing ScrumTechniques for Creating the VisionPrototypes and Mock-upsPersonas and ScenariosVision Box and Trade Journal ReviewKano ModelVisioning and the Product Road MapMinimal Products and Product VariantsCommon MistakesNo VisionProphecy VisionAnalysis Paralysis……第二部分 中文版

章節(jié)摘錄

　　UNDERSTANDING THE PRODUCT OWNER ROLE　　I once worked on a new health-care product destined to replace itspredecessor. The new system was intended to provide more valuefor the customers and leapfrog the competition. After over two yearsof development，the new product was launched with great expectations-and bombed.　　What went wrong？ Somewhere between the idea and thelaunch， the product vision was lost amid the many handoffs.Product marketing performed the market research， wrote the product concept， and passed the concept on to the product manager.The product manager wrote the requirements specification and handed it off to the project manager， who passed it on to the development teams. There was no single person responsible for leadingthe effort to create a winning product， and no shared vision of whatthe product should look like and do. Everyone involved had a different view， a different vision.What's the solution？ Putting one person， called the productowner， in charge of the product. This chapter explores the role ofthe product owner. It explains the role's authority and responsibilityas well as how the role should be applied.　　THE PRODUCT OWNER ROLE　　In the "Scrum Guide" （Schwaber 2009， 5）， Ken Schwaber writesabout the product owner：　　The Product Owner is the one and only person responsiblefor managing the Product Backlog and ensuring the valueof the work the team performs. This person main，tains theProduct Backlog and ensures that it is visible to everyone.　　……

編輯推薦

　　·理解產(chǎn)品負(fù)責(zé)人的角色：產(chǎn)品負(fù)責(zé)人的職責(zé)、工作方式和驚人的影響力?！　　す串嫯a(chǎn)品愿景：建立富有競(jìng)爭(zhēng)優(yōu)勢(shì)的產(chǎn)品愿景，以激發(fā)和引導(dǎo)團(tuán)隊(duì)和相關(guān)涉眾?！　　ぶ贫óa(chǎn)品發(fā)布計(jì)劃：清楚地確定進(jìn)度、預(yù)算和功能決策?！　　しe極參與sprint會(huì)議：理解產(chǎn)品負(fù)責(zé)人在sprint會(huì)議中的角色，甚至還提出了該做什么和不該做什么的建議?！　　ね耆谌氘a(chǎn)品負(fù)責(zé)人的角色：如何成為優(yōu)秀的產(chǎn)品負(fù)責(zé)人并在整個(gè)企業(yè)中建立起產(chǎn)品負(fù)責(zé)人制度?！　∪绻銊傞_(kāi)始接觸產(chǎn)品負(fù)責(zé)人這個(gè)角色，或者希望轉(zhuǎn)型為產(chǎn)品負(fù)責(zé)人；如果你是希望在企業(yè)中引入敏捷產(chǎn)品管理的中高層管理人員或教練，那么，這本書將是你不可或缺的重要參考，能幫助你洞悉這一角色的全貌，從概念到實(shí)踐，清楚地認(rèn)識(shí)到產(chǎn)品負(fù)責(zé)人的重要性和必要性。

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