Summary of Don McGreal & Ralph Jocham's The Professional Product Owner

By IRB Media

Please note: This is a companion version & not the original book.

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#1 A project is started when an idea sounds promising. A project manager is hired to manage tasks and people, but not necessarily the domain. The objective is not to deliver projects but to deliver value through products that ultimately lead to higher revenue and lower costs for your organization.

#2 The product mindset is an outside in approach that uses external measurements to actively guide the development of the product to maximize value. It encourages more frequent releases, which results in earlier feedback from the marketplace.

#3 The two outside planning layers are the overall company vision and business strategy. These are typically owned by an executive team or CEO, who establishes and communicates a company-wide vision and promotes an overall strategy under that vision.

#4 The three Vs of vision, value, and validation are used to fill the Product Management Vacuum. They help create a competitive advantage.

• Language: English
• Publisher: IRB Media
• Release date: Apr 1, 2022
• ISBN: 9781669380870

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Insights on Don McGreal & Ralph Jocham's The Professional Product Owner

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 1

#1

A project is started when an idea sounds promising. A project manager is hired to manage tasks and people, but not necessarily the domain. The objective is not to deliver projects but to deliver value through products that ultimately lead to higher revenue and lower costs for your organization.

#2

The product mindset is an outside in approach that uses external measurements to actively guide the development of the product to maximize value. It encourages more frequent releases, which results in earlier feedback from the marketplace.

#3

The two outside planning layers are the overall company vision and business strategy. These are typically owned by an executive team or CEO, who establishes and communicates a company-wide vision and promotes an overall strategy under that vision.

#4

The three Vs of vision, value, and validation are used to fill the Product Management Vacuum. They help create a competitive advantage.

#5

Self-organization does not just happen. The two main ingredients are shared vision and clear boundaries. In the context of product development, the boundaries are provided by Scrum, and the vision is provided by the Product Owner’s strong leadership and communication.

#6

Value is what you are trying to achieve. It is defined by the vision. The first pearl that the team should attach to the vision is the most valuable. Everything is important, but nothing is more important than delivering value.

#7

Once you get the answer to the why, try to understand the other person’s view. You might even go so far as to question the product’s utility. If you are not able to quantify success or prove the realization of value, the chances of being on the wrong track are high.

#8

The two core feedback loops in Scrum are on the process side and the product side: process validation is about inspecting and adapting how the team is working, and product validation is about inspecting and adapting what the team is building.

#9

A good Product Owner is an agile Product Manager. The world of product management is bigger than Scrum, and a good Product Owner will take on many of the activities that are not part of the Scrum framework.

#10

In Scrum, you need a Product Owner. The effectiveness of that role depends on the person in that role. A