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Previous articles have covered a proposed waterfall product development phase/gate process. This article will compare and contrast waterfall with Agile product development, especially with respect to the front-end of the process.
Let’s start with a proposed waterfall product development phase/gate process. (The process below implies a hardware product, however, it can be considered any waterfall process for now.)
All projects or programs have a formal or informal resource management process, with the goal of completing projects on time, within budget and with good project quality.
In order to meet this goal, the resource management objectives are:
In a previous article we compared and contrasted the role & responsibility for a scrum master vs. project manager/core team leader (CTL/PM).
In this article, we’ll take a closer look at the scrum product owner role and compare it with the product development team’s “opportunity champion”.
In a previous article, we explored agile product development with a focus on early product validation.
In this article, we’ll compare and contrast the role & responsibility for scrum masters vs. project managers/core team leaders.
Let’s start with (all) the basic scrum roles:
Many companies pursue a product development strategy that provides a product (or service) which meets customer needs sooner (rather than later), and then makes adjustments after the product has been fielded.
Pursuing this approach means accepting the associated risks. What if a critical to quality or critical to reliability characteristic fails to meet customer needs? A product could fail miserably by eliminating important product development work scope and accelerating time-to-market. By the time an adjustment or “pivot” can be made it may be too late, or too costly to correct.