Scrum is a flexible, holistic product development strategy where a development team works as a unit to reach a common goal. It challenges the traditional, sequential approach to product development. Scrum enables teams to self-organize by encouraging physical co-location or close online collaboration of all team members and daily face-to-face communication among all team members and disciplines involved.
As a product manager, understanding and applying Scrum methodologies can significantly enhance your ability to deliver high-quality products in a timely manner, thereby boosting your career and contributing to revenue growth. This article will delve into the intricacies of Scrum, its principles, roles, events, and artifacts, and how these elements can be effectively utilized in product management.
Scrum is an agile framework that is used primarily for managing knowledge work, with an emphasis on software development. It is designed for teams of three to nine members who break their work into actions that can be completed within time-boxed iterations, called sprints, no longer than one month and most commonly two weeks, then track progress and re-plan in 15-minute time-boxed daily meetings, called daily scrums.
Scrum is a simple set of roles, responsibilities, and meetings that never change. What makes Scrum complex is the work that the Scrum teams do within this framework. Scrum is based on transparency, inspection, and adaptation. The three pillars of Scrum are transparency, inspection, and adaptation. They are implemented in six Scrum events, or ceremonies.
Scrum is based on five fundamental values: commitment, courage, focus, openness, and respect. These values give direction to the work and the behavior of the Scrum team and stakeholders. The Scrum team commits to achieving its goals and supports each other. Their courage allows them to do the right thing and work on tough problems. Everyone focuses on the work of the sprint and the goals of the Scrum team. The Scrum team and its stakeholders are open about the work and the challenges. Scrum team members respect each other to be capable, independent people.
Scrum is also based on three pillars: transparency, inspection, and adaptation. Transparency ensures that aspects of the process that affect the outcome are visible to those managing the outcomes. Inspection involves regularly checking these aspects to detect undesirable variances. Adaptation involves adjusting the process or the material being processed as soon as an issue is detected.
The Scrum team consists of a product owner, the development team, and a Scrum master. The product owner is the sole person responsible for managing the product backlog. The development team consists of professionals who do the work of delivering a potentially releasable increment of "Done" product at the end of each sprint. The Scrum master is the person responsible for promoting and supporting Scrum.
The product owner is the role you would typically associate with the position of a product manager. As a product owner, you would be responsible for maximizing the value of the product and the work of the development team. You would manage the product backlog and ensure that everyone on the Scrum team understands the items in the product backlog to the level needed.
Scrum prescribes four formal events for inspection and adaptation. These are the sprint planning, daily scrum, sprint review, and sprint retrospective. The sprint is a time-box of one month or less during which a "Done", useable, and potentially releasable product increment is created. Sprints have consistent durations throughout a development effort.
Sprint planning is a time-boxed working session that lasts roughly one hour for every week of the sprint. During sprint planning, the entire team agrees on a small set of stories or backlog items to work on for the next sprint. The daily scrum is a 15-minute time-boxed event for the development team to synchronize activities and create a plan for the next 24 hours. The sprint review is held at the end of the sprint to inspect the increment and adapt the product backlog if needed. The sprint retrospective occurs after the sprint review and before the next sprint planning. This is an opportunity for the Scrum team to inspect itself and create a plan for improvements to be enacted during the next sprint.
Sprint planning initiates the sprint by laying out the work to be performed for the sprint. This resulting plan is created by the collaborative work of the entire Scrum team. The product owner ensures that attendees are prepared to discuss the most important product backlog items and how they map to the product goal. The Scrum team may also invite other people to attend sprint planning to provide advice.
The purpose of sprint planning is to define a realistic sprint backlog containing all items that could be fully implemented until the end of the sprint. The team discusses and agrees on the process, how much they can achieve, and how they will achieve the goals of the sprint.
The daily scrum is a 15-minute time-boxed event for the development team to synchronize activities and create a plan for the next 24 hours. This is done by inspecting the work since the last daily scrum and forecasting the work that could be done before the next one. The daily scrum is held at the same time and place each day to reduce complexity.
The structure of the meeting is set by the development team and can be conducted in different ways if it focuses on progress toward the sprint goal. Some development teams will use questions, some will talk about what they’re working on, and some will use a more formalized structure. The daily scrum is not a status meeting, and is for the people transforming the backlog items into an increment.
Scrum’s artifacts represent work or value to provide transparency and opportunities for inspection and adaptation. Artifacts defined by Scrum are specifically designed to maximize transparency of key information so that everybody has the same understanding of the artifact.
The product backlog is an ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product. The sprint backlog is the set of product backlog items selected for the sprint, plus a plan for delivering the product increment and realizing the sprint goal. The increment is the sum of all the product backlog items completed during a sprint and the value of the increments of all previous sprints.
The product backlog is a list of features, technical work, and knowledge acquisition needed to successfully deliver a viable product. The product owner is responsible for the product backlog, including its content, availability, and ordering. The product backlog evolves as the product and the environment in which it will be used evolves. It is dynamic, constantly changing to identify what the product needs to be appropriate, competitive, and useful.
As a product manager, managing the product backlog effectively is crucial. You need to ensure that the product backlog is visible, transparent, and clear to all, and shows what the Scrum team will work on next. You also need to ensure that the product backlog items are clear and concise, and that there is a clear understanding of the items in the product backlog at the level needed by the team.
The sprint backlog is a forecast by the development team about what functionality will be in the next increment and the work needed to deliver that functionality into a "Done" increment. The sprint backlog is a plan with enough detail that changes in progress can be understood in the daily scrum. The development team modifies the sprint backlog throughout the sprint, and the sprint backlog emerges during the sprint. This emergence occurs as the development team works through the plan and learns more about the work needed to achieve the sprint goal.
As a product manager, you need to work closely with the development team to ensure that the sprint backlog is realistic and achievable. You need to understand the capacity of the team, the complexity of the product backlog items, and the potential challenges that could arise during the sprint. Your role is to facilitate the development team's work by providing clear direction and removing any obstacles that could hinder their progress.
Scrum can be a powerful tool in product management. It provides a framework for managing and controlling iterative work at the project level. In a product management context, Scrum can be used to manage product development efforts, coordinate teams, and deliver value to customers. The product owner role in Scrum is typically filled by a product manager, who is responsible for setting the direction of the product and working with the development team to deliver it.
As a product manager, using Scrum can help you manage your product development efforts more effectively. You can use Scrum to break down complex projects into manageable sprints, track progress against goals, and make adjustments as needed. Scrum also promotes collaboration and transparency, which can help you build stronger relationships with your development team and stakeholders.
Scrum offers several benefits in product management. It allows for rapid feedback and continuous improvement, which can help you deliver higher-quality products. It also promotes transparency and collaboration, which can improve team morale and productivity. Scrum's iterative approach allows you to respond to changes in the market or customer needs more quickly, which can give you a competitive advantage.
Scrum also provides a clear framework for managing and controlling work, which can help you stay organized and focused. It allows you to break down complex projects into manageable sprints, making it easier to track progress and make adjustments as needed. This can help you deliver products on time and within budget, boosting your career and contributing to revenue growth.
While Scrum offers many benefits, it also presents some challenges in product management. One of the main challenges is managing the product backlog. The product backlog is a living document that requires constant attention and refinement. As a product manager, you need to ensure that the product backlog is always up-to-date and prioritized according to business value.
Another challenge is managing stakeholder expectations. In Scrum, the product is developed in increments, and stakeholders may not see the full product until late in the development process. This requires a high level of trust and communication between the product manager and stakeholders. Additionally, Scrum requires a high level of collaboration and self-management from the development team, which can be challenging to achieve in some organizational cultures.
In conclusion, Scrum is a powerful framework that can significantly enhance product management. It provides a clear structure for managing and controlling work, promotes collaboration and transparency, and allows for rapid feedback and continuous improvement. As a product manager, understanding and applying Scrum methodologies can boost your career and contribute to revenue growth.
However, Scrum also presents some challenges, such as managing the product backlog and stakeholder expectations. To overcome these challenges, you need to be proactive, communicative, and flexible. With the right approach, you can leverage Scrum to deliver high-quality products that meet customer needs and drive business success.
1. Business Free Training Design Sprint. Join Over 2,000 founders, creators and innovators in our FREE 7-day crash course on growth design. 7 emails delivered to your inbox giving you a flavour of the strategic planning, business growth systems and methods we use.
2. Builder OS - Online Course - If you're looking to grow your business, I share expertise, methods and step-by-step blueprints on finding growth opportunities, building lean offers and acquiring customers.
3. Venture Builder Newsletter - Sign up for the newsletter to receive 1 weekly email with practical tips on finding profitable niches, creating irresistible offers and traffic generating systems.out your business.