敏捷產(chǎn)品管理：用Scrum創(chuàng)建客戶喜愛的產(chǎn)品
定 價：68 元
叢書名：項目管理核心資源庫·敏捷項目管理
- 作者：（德）Roman Pichler（羅曼·皮克勒）
- 出版時間：2023/10/1
- ISBN：9787121463051
- 出 版 社：電子工業(yè)出版社
- 中圖法分類：TP311.52
- 頁碼：180
- 紙張：
- 版次：01
- 開本：16開
本書闡述了產(chǎn)品負責人的角色和職責，描述了各類基于Scrum框架的敏捷產(chǎn)品管理實踐，包括利用緊急需求、創(chuàng)建最小可銷售產(chǎn)品、利用早期客戶反饋及與開發(fā)團隊密切合作等。本書將產(chǎn)品管理與敏捷開發(fā)環(huán)境相結(jié)合，通過真實的案例，展示了如何使用Scrum創(chuàng)建成功的產(chǎn)品，對何為出色的產(chǎn)品負責人給出了明確的定義，并就如何履行這一角色的職責提供了實用的指南。本書的核心內(nèi)容包括：理解產(chǎn)品負責人的角色；創(chuàng)建產(chǎn)品愿景；梳理產(chǎn)品待辦列表；制訂發(fā)布計劃；在沖刺計劃會議中協(xié)作；轉(zhuǎn)型為產(chǎn)品負責人。
羅曼·皮克勒（Roman Pichler），業(yè)內(nèi)領先的Scrum和敏捷產(chǎn)品管理專家，專門研究產(chǎn)品戰(zhàn)略、領導力和敏捷管理，有15年以上的產(chǎn)品經(jīng)理培訓經(jīng)驗，幫助很多公司提高了產(chǎn)品管理能力。是敏捷產(chǎn)品管理實踐的先驅(qū)，對產(chǎn)品負責人（Product Owner，PO）這一角色有著深入的研究，他開發(fā)了一系列模型、方法和工具來幫助團隊創(chuàng)建成功的產(chǎn)品。他在Scrum聯(lián)盟參與領導工作，負責為Scrum產(chǎn)品負責人認證（Certified Scrum Product Owner，CSPO）開發(fā)課程，是倫敦Scrum用戶群組的創(chuàng)始人，也是倫敦產(chǎn)品管理社區(qū)的活躍成員。
劉立管理學博士、大連外國語大學商學院教授。兼任清華大學技術創(chuàng)新研究中心學術委員、混沌學園的創(chuàng)新領教，以及東北大學、大連海事大學等多所高校客座教授。注冊國際產(chǎn)品經(jīng)理（NPDP）、注冊首席創(chuàng)新官（CCIO）、注冊高級咨詢顧問（CSC）、注冊資產(chǎn)評估師（CPV）。長期從事創(chuàng)新、產(chǎn)業(yè)、產(chǎn)品方面的培訓、咨詢和研究工作。在《管理世界》等多個刊物發(fā)表論文幾十篇。著譯作有《創(chuàng)新型企業(yè)及其成長》《新產(chǎn)品管理》《新產(chǎn)品組合管理》等。管婷婷中國敏捷教練委員會委員、專業(yè)敏捷教練，設計思維引導師。曾受邀加入IBM敏捷大學，擔任敏捷教練、設計思維培訓師和引導者，幫助多個IBM團隊使用設計思維改善用戶體驗。她常年擔任PMI（中國）年會、TID質(zhì)量大會、Reginal Scrum Gathering大會的嘉賓并分享敏捷轉(zhuǎn)型、敏捷團隊建設等與敏捷相關主題，在敏捷社區(qū)具有非常大的影響力。
第1 章 理解產(chǎn)品負責人的角色·········································.1
1.1 產(chǎn)品負責人的角色···············································.4
1.2 產(chǎn)品負責人的理想特征·········································.6
1.3 與團隊合作························································12
1.4 與Scrum Master 共同協(xié)作····································13
1.5 與客戶、用戶、干系人合作···································15
1.6 產(chǎn)品負責人角色的延展·········································17
1.7 常見錯誤···························································22
1.8 反思································································27
第2 章 產(chǎn)品愿景··························································29
2.1 構(gòu)思產(chǎn)品愿景·····················································32
2.2 愿景的理想質(zhì)量··················································34
2.3 最小適銷產(chǎn)品·····················································36
2.4 簡潔································································40
2.5 客戶需求和產(chǎn)品屬性············································43
2.6 愿景的生成方式··················································45
2.7 愿景的創(chuàng)建方法··················································47
2.8 愿景與產(chǎn)品路線圖···············································52
2.9 最小產(chǎn)品與產(chǎn)品版本············································53
2.10 常見錯誤·························································55
2.11 反思·······························································58
第3 章 產(chǎn)品待辦列表····················································61
3.1 產(chǎn)品待辦列表的“DEEP”特征······························64
3.2 梳理產(chǎn)品待辦列表···············································66
3.3 發(fā)掘和描述條目··················································68
3.4 產(chǎn)品待辦列表的優(yōu)先級排序···································72
3.5 準備沖刺計劃會議···············································78
3.6 條目的規(guī)�！ぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁぁ�85
3.7 處理非功能性需求···············································90
3.8 產(chǎn)品待辦列表的擴展············································92
3.9 常見錯誤···························································94
3.10 反思·······························································98
第4 章 產(chǎn)品發(fā)布計劃····················································99
4.1 時間、成本和功能············································.102
4.2 凍結(jié)質(zhì)量························································.105
4.3 盡早且頻繁發(fā)布···············································.106
4.4 季度循環(huán)························································.109
4.5 速率·····························································.110
4.6 發(fā)布燃盡························································.111
4.7 發(fā)布計劃························································.116
4.8 大型項目的發(fā)布計劃·········································.121
4.9 常見錯誤························································.124
4.10 反思····························································.126
第5 章 沖刺會議中的協(xié)作···········································.129
5.1 沖刺計劃會議··················································.132
5.2 定義“完成”··················································.134
5.3 Scrum 每日站會···············································.135
5.4 沖刺待辦列表和沖刺燃盡圖································.136
5.5 沖刺評審會議··················································.137
5.6 沖刺回顧會議··················································.139
5.7 大型項目的沖刺會議·········································.141
5.8 常見錯誤························································.144
5.9 反思·····························································.147
第6 章 轉(zhuǎn)型為產(chǎn)品負責人···········································.149
6.1 成為優(yōu)秀的產(chǎn)品負責人······································.152
6.2 培養(yǎng)優(yōu)秀的產(chǎn)品負責人······································.155
6.3 反思·····························································.159
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