This chapter is from the book
This chapter is from the book
This chapter is from the book
Summary
Scrum is not designed to help you build and release more “stuff.” Instead, Scrum helps you maximize the value you create for your customers, and therefore for your organization, by frequently delivering a product, measuring the results, and then learning and adapting so as to wring more value out of the product.
In this chapter, we explored how empiricism, an agile mindset, and teamwork guide you in fiercely tackling difficult product value questions. You must have transparency into value, and you must engage in frequent enough inspections of the actual value realized that you can keep moving in the best direction. Just like the complexity and unpredictability inherent in building a releasable product, figuring out what to build entails some complexity and unpredictability. Scrum provides the minimal level of empiricism, and the Scrum Team needs to determine their process within the Scrum Framework. This process includes how you enable value emergence, measure actual value, and adapt to new information and the changing environment.
The Product Owner is the single person accountable for optimizing value. An empirical Product Owner will engage and empower others to support them in achieving this goal. A strong Product Owner will foster a product mindset across the organization and paint the bigger picture, creating alignment within the Development Team and among stakeholders on the direction of the product and how value is defined. The Product Owner works collaboratively with the Development Team and stakeholders to enable value emergence iteratively and incrementally, guided by the learning from measuring actual value.