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What Makes A Good Product Owner?

Scrum.org

Sverrisdottir, Ingason & Jonasson (2014) interviewed Product Owners from different organizations that there are often multiple Product Owners for the same product, even though the Scrum Guide prescribes against this. . Sverrisdottir, Ingason & Jonasson (2014) also found no standard for how much time Product Owners spend with teams.

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Product Discovery for Scrum Teams

Scrum.org

That would be the job of the process that feeds into the Product Backlog: product discovery. Why the Scrum Guide Lacks Product Discovery as a Concept The Scrum Guide 2020 emphasizes the role of the Product Owner in managing the Product Backlog but does not define the product discovery process.

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Artificial Intelligence and Project Management: The First Step

The IIL Blog

An interesting report by PwC [5] highlights that AI-enabled project management tools give greater support and accuracy to the decision-making process and could be crucial in achieving successful project management in the near future across the following five key areas: Business Insights. Are you ready?” , w pwc.com, 2018.

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Burnout in Project Management

The IIL Blog

2014), and Jugdev et al., 2018)] In many companies, more than 60% of the projects never achieve full or even partial success, and stress and burnout have often been identified as some of the culprits. 2018) Linking workplace burnout theories to the project management discipline, International Journal of Managing Projects in Business.

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In-Depth: The Science On Sustainable Pace, Stress, And Motivation

Scrum.org

The neurological processes for this are also well-understood. It is very similar to work engagement (Schaufeli & Salanova, 2014), which we also measure in both the Scrum Team Survey and TeamMetrics (as “team morale”). 2013), and in the workplace (Manganelli, Thibault-Landry & Forest, 2018). Manganelli, L., Fradelos, E.

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Transport for London’s Signal Failure – £886m more than planned*

Ron Rosenhead

. · TfL’s external auditors, KPMG, conducted a lessons learned review that found that TfL’s procurement process was not well thought out. · TfL seemed to change its procurement process as it went along. The Assembly experienced this first-hand.

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In-Depth: The Evidence-Based Business Case For Agile

Scrum.org

But adherence to a framework or prescribed process does not guarantee agility. Adherence to a framework or prescribed process does not guarantee agility.”. I prefer a process-based definition of agility. Although we used Scrum teams for our investigation, these processes are generic enough to apply to Agile teams in general.

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