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Managing Products with Agility / Stakeholders and Customers - Coggle…
Managing Products with Agility / Stakeholders and Customers
3 Key Tactics for Scrum Teams to Connect With Customers!
Understanding the customer is key
Innovative and are able to maximize their customer satisfaction
Product Discovery:
Feasible: Development team must be capable of building it.
Usable: customers must be able to use it.
Valuable: the product itself must deliver value to customers, so they want to buy it.
A prototype can be built and tested with actual users to validate if it is usable and valuable.
http://www.jpattonassociates.com/wp-content/uploads/2015/03/story_mapping.pdf
Staying Relevant to Customers by Understanding What They Really Want
So, how can you deliver what customers want?
Putting yourself in the customer shoes and empathizing!
Innovation: designing stuff that matters to the people who use them.
https://www.strategyzer.com/canvas/value-proposition-canvas
Understanding Customers' Perspectives and Creating a Story That Customers Can Connect WIth
https://www.romanpichler.com/tools/the-persona-template/
10 Tips for Product Owners on Stakeholder Management
Stakeholders come in many different forms, they may be customers, users, managers, colleagues, etc. etc
It's important that you know your stakeholders, their interests
Start saying 'no' to stakeholders
This involves making choices and it's best to do a couple of things really well, instead of doing a a lot of things halfway
This is a hard job! It's a job in which you can't satisfy everyone
Imagine a product you use yourself (almost) every single day... Is this a Product with tons of features?
Simple Product
Stop treating all stakeholders equally
Stakeholder Map
Stop managing stakeholders individually so much
Save loads of time when you put your stakeholders together in the same room!
The customer is also a stakeholder
I encounter a lot of Product Owners who are afraid to show a Product to customers which isn't 100% complete
Act as an owner to increase your mandate
They are often a Scribe, Proxy or Business Representative
They asked permission to develop a new feature, they asked permission to spend some time on resolving bugs/issues, the asked permission to spend time on reducing technical debt
If you don't make a plan for yourself, you will become (and remain) part of someone else's plan!
Make your own plan, instead of becoming part of someone else's plan
That we can't predict what will happen 3 months from now. But we do need a plan to deviate from!
Stop spending (so much) time on your least important stakeholders
Know your stakeholders' interests by heart
You have to speak their language
Involve your Scrum Master / Agile Coach in stakeholder management
Don't be a proxy between stakeholders and the Development Team
This costs you massive amounts of time as a Product Owner and not to forget, it is also very ineffective and inefficient!
What we've seen more successful Product Owners do, is to support direct communication between stakeholders, customers, users, business people and the Development Team as much as possible
This is way more effective, since the Development Team can immediately embrace/adapt to the feedback on the Product
Also, the Development Team gets to understand the users and the business much better
Provide them with a clear Sprint Goal, to give them focus
Sense and Respond
Often, we fail to make a fundamental reassessment of the way we manage our business as a whole in the era of digital technology
All great digital efforts are collaborations—between a creator and the audience
We no longer have the luxury of ignoring technology—or leaving it to the technologists
Value is not what we say it is: it’s what our customers say it is
The team mentality must start at the executive level
Responding to consumer feedback is no longer optional
The most common way to organize teams so that they can respond quickly is to use agile methods
managing our projects in terms of outputs is simply not an effective strategy in the digital world
Empathy helps us find a path through uncertainty
There will be failure and success, and hopefully you can embrace them both
When we understand the things that users want to do, we have the basis for serving customer needs, thus creating business value
Sense
Two-way conversation to fostering a culture of learning & experimentation
Respond
Embrace a mindset that fosters continuous learning through openness, humility, and permission to fail.
Respond to market feedback through small batches, optimized for ongoing changes through agile development.
Fostering a culture that is open to failure, and humility to admit what we don’t know