Agile Product Management with Scrum – Roman Pichler

This is the best book about Agile Management that I’ve ever read. Thank you so much, Roman.

If you want to get the best out of this book, of course you need to read the whole of the book. The purpose for this article is to note critical things that I found out throughout tons of valuable information and advices.

1. Product Owner role

First of all, forget all about other traditional development framework. To have an agile team, product owner is crucial and the biggest challenge.

Characteristic of a product owner:

  • visionary and doer
  • leader and team player
  • communicator and negotiator
  • empowered and committed
  • available and qualified

“Being adequately qualified usually requires an intimate understanding of the customer and the market, being passionate about the user experience, and the ability to communicate needs and describe requirements, to mange a budget, to guide a development project, and to be comfortable working with a cross-functional, self-organizing team

“Since the product owner of a component team has to help translate product backlog items into technical requirements, the best individual to serve in that role is usually an architect or a senior developer rather than a product manager

A product owner committee is a group of product owners without anyone in charge of the overall product. There is no one person guiding the group, helping to create a common goal, and facilitating decision making. A product owner committee is in danger of getting caught in endless meetings with conflicting interests and politics – something also referred to as “death by committee”. No real progress is achieved; people stop collaborating and start fighting each other.”

The chief product owner guides the other product owners. This individual ensures that needs and requirements are consistently communicated to the various teams, and that the project-wide process is optimized. This includes facilitating collaborative decision making as well as having the final say if no consensus can be reached.”

As a product owner, you guide and influence the team. You behavior matters. A lot.”

2. Product Vision

Being able to envision what a new product or the next product vision should look like and do is essential for getting there.”

The vision acts the overarching goal, galvanizing and guiding people, and is the product’s reason for being.”

A vision is truly shared when you and I have a similar picture and are committed to one another having it, not just to each of us, individually, having it” 

“The product vision should describe the broad and engaging goal: a goal that guides the development efforts but leaves enough room for creativity, a goal that engages and inspires people.”

When it comes to product vision, less is more. The vision should be brief and concise. It should contain only information critical to the success of the product.”

“As our ability to predict the future is limited, our best chance of success is to envision the minimal marketable product, a product with minimum functionality that meets the selected customer needs.”

“By reducing time to market, we are able to listen and respond to the marketplace more frequently, rather than trying to outguess it… This allows us to build the possibility of failure into our strategy, an approach Google has embraced.”

Launch the product quickly, inspect the market response, and adapt the product accordingly

Simplicity is the ultimate sophistication” Leonardo da Vinci

“Whenever you have an idea for a new feature or you discover a new requirement, ask yourself if the new functionality is critical to the success of the product. If not, discard the idea.”

“Refrain from putting too many controls and procedures around the visioning work.”

“Keep the vision humble and focused on the upcoming product vision. Think big, but start small

Customer needs and product attributes are at the heart of the vision and deserve close attentionNonfunctional attributes can be an important differentiator – they can impact the user experience as well as the extensibility and maintainability of the product, which intern influence the total cost of ownership and the product’s life expectancy.”

3. Product Backlog

Definition: it is simply a prioritized list of the things which can bring product to life. The mot important items are found at the top.

Requirements are no longer handed off to the team; the team members coauthor them.”

“A requirement is clear if all Scrum team members have a common understanding of its semantics

“A well-groomed backlog is a prerequisite for a successful sprint planning meeting.”

“Treat existing requirements as suspicious and consider them as a liability, not an asset”

“Because risk and uncertainty influence product success, uncertain and risky items should be high-priority

“Dependencies restrict the freedom to prioritize the product backlog and influence the effort estimates; the item on which others depend has to be implemented first. You should therefore try to resolve dependencies whenever possible

4. Release planning

Adding manpower to a late software project makes it later.”

“Even though release planning is a collaborative effort, the product owner is responsible for ensuring that the necessary decisions are made.

Compromising software quality means trading in short-term gains for longer-term growth. You would cheat yourself of a better, brighter future”

“More precisely, velocity is the sum of the effort for the work results accepted by the product owner in a sprint.”

“To get the most out of the plan, I like to show the functionality each release will provide in terms of themes and epics. Showing stories in the release plan tends to introduce too much detail”

“Whatever tool is used, though, the plan should create transparency and facilitate dialogue between the Scrum team and stakeholders”

Pipelining is a last resort. You should employ this technique only if all other options have failed.”

Using feature teams rather than component teams whenever possible will reduce the need for pipelining.”

“In fact, the product owner should drive the release planning activities. As the person first and foremost responsible for the success of the product, it is in the best interest of the product owner to guide the project proactively.”

5. Becoming great Product Owner

“The product owner role is multi-faceted. It’s difficult – perhaps impossible – to find new product owners who have every necessary skill. You can therefore expect to find gaps in your own knowledge and skills.”

“Listen to feedback from your fellow Scrum team members, and work on the remaining gaps in knowledge and skills”

“Without sponsorship form the right level, you are likely to lack authority and, as a consequence, will struggle to do a good job.”

“Senior manager must recognize the authority and responsibility of the product owner role and the likely impact it is going to have on the organization. Doing so is not only crucial for making agile product management work, but it is also a critical success factor for any Scrum adoption”

“Product owners must be selected with care”


Thank you. Hope you had a good read!

Kỹ năng viết User Story với nguyên lý INVEST

Mở  đầu

User Story là một khái niệm căn bản khi làm việc theo phương pháp Agile. Mỗi User Story là một yêu cầu bất kì đối với sản phẩm nhằm hướng tới mục tiêu mang lại giá trị tốt hơn cho khách hàng. Thông thường các user story được tách riêng lẻ trong bảng Backlog (bảng lưu trữ các yêu cầu sản phẩm) nên còn được gọi là Product Backlog Item (PBI)

user story

Trong bài viết này chúng ta sẽ đi sâu vào cách viết 1 PBI tốt bằng phương pháp INVEST


Trước hết, mỗi PBI cần là một yêu cầu độc lập, không phụ thuộc vào bất kì PBI khác trong tính năng.

Các PBI có thể liên kết với nhau theo hướng tham khảo hoặc dùng như là một điều kiện tiên quyết, tính năng bổ trợ nhưng bản thân yêu cầu của từng PBI là hoàn toàn riêng biệt.

Đây là yêu cầu đầu tiên vì nếu không có sự tách biệt thì sẽ dẫn tới sự chồng chéo, dư thừa. Tổn hao công sức của Product Owner.

First thing you need is to ensure the PBI is independent, not replicate others.


Một PBI cần có tính linh hoạt. Cho tới trước khi nó được giao vào một tiến trình phát triển sản phẩm thì một PBI có thể được chỉnh sửa, viết lại, bổ sung bất kì lúc nào.

Tại sao lại cần linh hoạt? Vì thực tế nhu cầu của thị trường, của khách hàng luôn luôn thay đổi. Phương pháp Agile nhấn mạnh tính quan trọng của việc luôn thích ứng với thực tế, không ngại thay đổi. Đó là lý do của nguyên tắc này.

Real business always changes, don’t freeze your requirements.


Hãy chắc rằng một PBI mang lại giá trị nào đó cho sản phẩm, người dùng. Không cần phải giải thích thì ai cũng biết rằng khi chúng ta làm một điều gì đó thì tất nhiên phải hướng tới việc tạo ra giá trị. Trong phát triển sản phẩm cũng vậy, bạn cần nhìn lại xem điều mình dự định làm có mang lại giá trị gì trong ngắn hạn, trung hạn, dài hạn không?

Do things valuable and you will absoluately be happy with your work.


Có thể định lượng được. Hãy chắc rằng bạn hiểu cơ bản cần bao lâu để làm xong một yêu cầu. Luôn có 3 yếu tố xác định thành công của một dự án – sản phẩm đó là THỜI GIAN – CHẤT LƯỢNG – GIÁ CẢ. Bạn cần cân nhắc kĩ yếu tố đầu tiên – Thời Gian trong mối tương gian với các yếu tố khác để quyết định thứ tự ưu tiên của các PBIs.

Time passes and cannot be back.


Đủ nhỏ và đơn giản. Ngay từ đầu 1 PBI chỉ là một yêu cầu đơn lẻ nhằm giúp Product Owner có thể dễ dàng định lượng độ ưu tiên của các tính năng. Chính vì vậy hãy đảm bảo 1 PBI không quá lớn để có thể hiểu và nắm bắt nhanh.

Simplicity is simply perfect.


Có thể kiểm tra, đánh giá được thành quả. Một yêu cầu có tốt đến mấy trong ý tưởng nhưng không có cách đánh giá thì không có gì đảm bảo kết quả làm ra đúng với mong đợi. Vì vậy hãy đảm bảo mô tả của bạn có đầy đủ thông tin để đánh giá chính xác mong muốn của yêu cầu.

Measuring is always a hard thing to do.


công việc tìm hiểu nghiệp vụ

Happy investigating!