7. Agile Development Product Management Series: product owner team

This article is the seventh part of the agile development product management series. (Preface and set up iteration goals, product version planning, product user group planning, new product R & D, prediction meetings, product servant, product owner team, and product line management ), it is also an article in The agile development team management series.

Purpose

As mentioned in the previous article "Product servant", as a product manager or product director, you should manage the Product Trend in your own way based on the market and user conditions, the former prefers specific functions, while the latter prefers market competitiveness. The former requires details and the latter requires high levels. Who are the product owners in the traditional sense?

Another frequently asked question is: "If we only have one product manager and more than 20 developers, can this product manager be busy ?"

Another question is: "Is the Po only communicates with the team at the iterative development meeting, or is it still with the Team during iterative development ?"

Another question is: "The Po will only see the result at the final review. Will it be too late if the problem needs to be corrected ?"

Another question is: "Can customer representatives participate in planning and review activities ?"

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These questions all point to an answer:"It is difficult for a po to fulfill its responsibilities. We need a po team."

Structure

The PO team is a team with both upper and lower levels and internal and external confidentiality.

The so-called up and down grading means that there must be personnel at the product director level to take control of the entire product trend. The result of such control is that a large version plan can be formed at the commercial pace.

If you lose this big direction, it is difficult to really "sort by priority", because the real priority, it comes from the pursuit of commercial goals such as the continuous profitability of profitable products and the determination of the value of new products, rather than the technical priority.

After the work at the director level is completed, the product manager will implement the business objectives in the development work in the specific version, plan, demand development, review, release, and other work. In terms of time, ensure that the product progress conforms to the business pace, and ensure that the product needs meet the target customer group in terms of space.

In a large Po Team, such as a game planning team (usually 1/4 of the total number), there will also be a three-tier structure: main planning (product director)-planning team lead (Product Manager) -The planners (product assistants) are responsible for the compilation and follow-up of a small part of stories (see below for follow-up activities ).

Internal and external confidentiality refers to the comprehensive inspection of products by customers, markets, sales, products, development, and after-sales personnel during the development process..

For example, gaming companies often invite operation departments or publishers to participate in product management. Consumer Electronics invites distributors and aftersales departments to provide first-hand feedback.

Product R & D team representatives often participate in the Po team to help the Po Team grasp the technical route of product evolution. R & D team representatives will also outline the technical roadmap from the entire business road map to determine whether and to what extent "prepare for the future ". (As mentioned in the smart agile series, too much preparation will be wasted; too little preparation will be reworked .)

The product manager plays a leading role in the entire process, that is, serving as the servant of all parties, providing the decision-making basis upwards, providing the goal guidance downward, providing product support externally, and providing user requirements inward.

Activity

In addition to common requirements, such as priority sorting, plans, stories, and review requirements, the entire Po Team has a lot of work to do. The following is a list of the sizes and levels of work.

• Initial Stage
• Product Director: Set business goals and roadmap
• Daily Work
• Product Manager: Develops release plans to form and describe stories
• R & D team representatives: Develop Technical Roadmap
• Before Iteration
• Product Manager: Sort priorities, select the willing list for the next iteration, select the story group, and set the iteration target.
• Product Manager/R & D team representative: predict stories to help split stories
• Iteration in progress
• Product Manager/product ASSISTANT: responsible for refining requirements and following up on requirements (for progressive review, see below)
• Review Meeting
• Product director/Product Manager: reviews requirements, puts forward comments, and sorts them again

Some Po teams participate in the development process activities, see: http://blog.csdn.net/cheny_com/article/details/6905291

Progressive Review

The so-calledProgressive ReviewIt is also called the follow-up personnel system to prevent problems found during the review on the last day of iteration. Because the review was released the next day, it was too late to correct the issue. Therefore, the review was completed in every story, A review is conducted. If correction is required, the review is performed in advance.

The following practices are generally required:

1. the Po Team has a large number of people and has a hierarchy. It can set up a follow-up person for each story to explain and accept the story.

2. Use the Moscow method to complete stories one by one based on the priority. If the M and S types of stories need to be improved after review, the subsequent W-type work may be sacrificed.

3. Interim Review. Some teams hold a pre-review meeting about 20th days of 30-day iteration to complete the work mentioned in 2.

 

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