Product Ownership

Product Ownership
Sprints help to iteratively foster a product vision, a product plan and feature priorisation

The Product Owner fills the gaps that Project Management Offices leave. These include:

  • Product Vision
  • Product Release Plan
  • Iterative Priorisation

This means in a classical PMO-steered project, it will be left up to the product team, even worse, often the developers to taggle above key deliverables. What comes out of it will be a near-quasimodal product, where it is clearly visible that there has been no vision how the product should be like, no plan how, when and what to deliver to the customer, let alone priorisation of high value items, valuable features for the customer and at the same time being low-cost features.

Classic project management offices are reliable in such a way that they almost never fail delivering quasimodal products where nobody knows or owns a vision, a delivery plan and what inherent value the product should have and emit to customer and the organisation.

Evidence-based management

When the path is unknown, EBM provides a way towards a team's and organisation's goals by leveraging and expressing the uniqueness of an organisation to create purpose and alignment about what it does, including:

  • Vision: The change the organisation wants to make in the world
  • Mission: Why the organisation is uniquely qualified to achieve the vision statement
  • Goals: Mapped out on different timescales and levels to help the organisation achieve its mission and vision

Vision and mission statements provide compelling purpose in a market of uncertainty, whereas goals provide focus to make concrete progress towards these. Through employing EBM organisations become enabled to form effective long-term, intermediate-term and short-term goals by employing experiments in a reflective practice and evidence-based way.

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