The horizontal skills are “generic skills” which can be transferred to different products (example: Vision creation, Roadmapping, Prioritization techniques). The vertical skill is the “product specific” which cannot be transferred to different products (example: Domain knowledge). In order to achieve all the above, the Product owner should have “T” shaped skills. In the list of above responsibilities, few of them belong to “Product Discovery” and the rest belong to “Product Delivery”. When to release the product increment to end users? What is the right order to develop those features? How the Product should grow over time (Roadmap)? What are the right features to address the customer’s problem? What is the right product to solve the customer problem? Usually, in a Scrum Product/Project the Product owner is expected to take care of the “WHAT” part of the Product that includes: To know more about the Product owner role, rights, characteristics and responsibilities visit our recent article “Scrum Product Owner’s characteristics, Rights and Responsibilities”. Scrum expects the Product owner to be a sole accountable person for the Product to have end-to-end Product delivery and realizing the return on investment. Ah, do you remember the difference between the chicken and pig, the scrum joke? Product owner is more of a pig who is committed whereas the Product manager is a chicken, who is involved. I am trying to get some clarity with these two roles in this article.įirst of all, Scrum does not recognize the role “Product Manager”, it is more of a designation, whereas “Product Owner” is a role. People often get confused with these two roles. Almost every Product Development Company (and Service industry as well) has these two roles co-exist: Product Owner and Product Manager.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |