Part IV: Topics in depth: Practices and Roles

Parts I and II are intentionally written in a minimalist manner so that they can serve as a small guidebook.  This Part goes into greater depth for several of those chapters.

Lean Product Management.  The purpose of Lean Product Management is to:

  • enable quick realization of business value predictably, sustainably and with high quality
  • identify the most important work to be done
  • create visibility on this work to help people align around the realization of value from it
  • create clarity on who is involved in this work – not just building it, but any delivery, marketing and support required as well

Running Effective Planning Events. Learn how to run effective planning events that focus on faster value realization and better dependency management.

Why Agile Coaches Need to Know Both Scrum and Kanban. It’s not Scrum or Kanban or even Scrum and Kanban, it’s recognizing both spring from Lean-Thinking. Understanding that enables you to provide an approach designed for your team’s context.

Strategic Planning and Lean Portfolio Management. Strategic planning sets the stage for the development teams’ efforts. This chapter discusses the relationships between Lean Portfolio Management, Lean-Agile Product Management and planning , dependency management and collaboration before going into Lean Portfolio management in greater depth.

High Level Release Planning – Pareto vs Parkinson

The role of leadership and management

Create visibility

Improving your company’s culture

Collaboration and alignment