The document discusses key roles and concepts in Scrum methodology for product management. It describes the Development Team as responsible for delivering working increments at the end of each sprint. The Scrum Master facilitates the process and removes impediments. The Product Owner represents stakeholders and prioritizes the product backlog to ensure value delivery. It also outlines best practices for the Product Owner role and defines concepts like the product backlog, story points, planning poker, sprints and sprint backlog.

1. Product Management | Scrum Nadav Benedek
Product Management
Scrum

2. Product Management | Scrum Nadav Benedek
Scrum Roles
Development Team
The development team is
responsible for delivering shippable
increments of product at the end of
each sprint
Scrum Master
Scrum is facilitated by a scrum
master, who is responsible for
removing impediments to the ability
of the team to deliver the product
goals
Product Owner
The product owner represents the
stakeholders and is the voice of the
customer. She is responsible for
ensuring that the team delivers
value to the business

3. Product Management | Scrum Nadav Benedek
Good Product Owner
Leader & Team Player
Create the vision, own the vision and drive the vision. Collaborate
with the Scrum team, with no official authority over them.
Empowered &
Committed
Should have enough authority from the right level of
management. Should foster creativity & innovation.
Available & Qualified
This is a full time job. Should have an intimate understanding of
the customer and the market and be passionate about user
experience.
Visionary & Doer
Comfortable with debate, change, conflict, playfulness, ambiguity,
experimentation and risk taking.

4. Product Management | Scrum Nadav Benedek
Bad Product Owner 1 / 2
Proxy Product Owner
Acting as a placeholder for the actual product owner. Increases
conflicts and miscommunication, slow down the decision making.
Product Owner
Committee
Without any one person in charge of the overall product, there is
a danger of endless meetings, conflict of interests and politics.
Doesn’t have enough management attention. Wrong level of
sponsorship. Doesn’t have decision making authority.
Partial Product Owner
One person should be in charge of the strategic and the tactical
product management aspects.
Underpowered
Doesn’t have enough management attention or has the wrong
level of sponsorship, with difficulties delegating decision making
authority.

5. Product Management | Scrum Nadav Benedek
Bad Product Owner 2 / 2
Overworked
Becomes a bottleneck and limits project’s progress. Neglects
product backlog grooming. Misses meetings. Too busy to respond
to stakeholders.
Distant
Works separately from the team. Mistrust. Miscommunication.
Slow progress. Misalignment. All Scrum team must be co-located.
Underpowered
Doesn’t have enough management attention. Wrong level of
sponsorship. Doesn’t have decision making authority.
Partial Product Owner
One person should be in charge of the strategic and the tactical
product management aspects.

6. Product Management | Scrum Nadav Benedek
Product
Backlog
Specifies the
requirements for
the product
● A prioritized list of backlog items.
● Including both functional and non-functional customer
requirements, as well as technical team-generated requirements.
● While there are multiple inputs to the product backlog, it is the
sole responsibility of the product owner to prioritize the product
backlog.
● During a Sprint planning meeting, backlog items are moved from
the product backlog into a sprint, based on the product owner's
priorities.

7. Product Management | Scrum Nadav Benedek
Product Backlog Properties
Prioritized
All items are prioritized. Once done they are removed from the
backlog.
Detailed appropriately Higher priority items are described in more detail.
Estimated Items are estimated in either story points or ideal days.
Emergent
The backlog is evolving, items are discovered, added and
removed.

8. Product Management | Scrum Nadav Benedek
Story
Points
Estimating Items in
Story Points
● 1 Story Point is a measure how how long it takes, for a specific
Scrum team, to accomplish an extra small feature.
2 Story points = small feature.
3 points = medium feature.
5 points = large.
8 points = Extra-Large. And so on.
● Non-linearity speeds up the team’s decision making process.
Prevents lengthy debates over the ‘right value’. It doesn’t matter
so much, because it will be translated into working hours when we
plan the Sprint. The sizing/estimation only helps to prioritize the
product backlog items.
● Over time, we can measure how much effort, in Story Points, a
specific team can handle, in 1 Sprint cycle. This is called a Team
Velocity.

9. Product Management | Scrum Nadav Benedek
Planning
Poker
How can the team
agree on the
estimation?
● If it’s our first time, we first agree on a small task that is equal to 1
story point. For example, changing an image on one of the
screens of our homepage, to another image.
● Each team member is getting X cards that contains all the
agreed-upon story point values, for example: 1, 2, 3, 5, 8, 13, 21.
● For every item, the Product Owner explains the item, and every
team member puts a card facedown.
● All the cards are turned over.
● If estimates differ, the two team members whose estimates are
farthest, explain their reasons, and then the whole team plays
another round. The cycle continues until the estimations
converge.
● Important - the Product Owner and Scrum Master are not
participating in placing the bids, nor influencing them, but of
course they must be present in the game.

10. Product Management | Scrum Nadav Benedek
Sprint
An iteration of work
during which an
increment of
product
functionality is
implemented.
● Typically, 3-4 weeks.
● The sprint starts with a one-day sprint planning meeting.
● Many daily Scrum meetings occur during the sprint (one per day).
These are sometimes called Stand Ups.
● At the end of the sprint we will have a sprint review meeting,
followed by a sprint retrospective meeting.
● During the sprint, the team must not be interrupted with additional
requests. Guaranteeing the team won't be interrupted allows it to
make real commitments it can be expected to keep.

11. Product Management | Scrum Nadav Benedek
Sprint
Backlog
Specifies the work
for a sprint
● A set of tasks that must be completed to realize the sprint's goals
and a selected set of product backlog items.