One of the essential parts in strategic product development is the combination of the product's development process from execution to release. This process is managed by the project manager and called a product backlog. In this article, we will move over the main steps of the groomed backlog and the main steps to build it effectively.
Two main lists of backlog
At the core start of groomed backlog creation, you have to split it into the long-term
and short-term tasks
. The main idea is to split responsibility and focus on the main tasks urgently and separate long tasks. These responsibilities are performed by the product manager, who sets the priority of tasks and the main features of the backlog. He sets tasks using task managers such as Asana, creates sprint in Jira
, Trello, Redmine, etc.
To define the required features for the groomed backlog, you need to use various sources. It can be both specifications, interviews, customer requests, marketing research. For example, the QA team could give valuable feedback about the strategic product and explain possible strong and weak points. Another important team members are those who constantly communicate with customers and know their main pains. These are mostly sales representatives, customer success managers, customer support specialists. Also, check the product reviews, and think over the possible solutions on how to deal with occurred issues.
How to Communicate a Backlog
Since the groomed backlog is a significant part of the product manager, which assists with proper communication with the CEO or partners. Focus on two main things:
- Give the significant level introduction of groomed backlog rules and obligations and justify them with supporting information.
- Present the backlog's features, clarify it, and their evaluations.
Prioritizing the Backlog
Prioritizing the tasks is the core strategic plan for a product manager, where he should set up the structure. A structured plan encourages to guard prioritization choices and perform the tasks in time within the straight timeline. As we already said that there are highly important tasks and long-term ones. You should have the option to introduce the structure of the strategic products, discuss it with the clients, and accept it with both team members and customers.
One key necessity for keeping up a solid prioritization process is to make a well-characterized process and assessment model for the build-up features. Various items require various arrangements relying upon their tendency. The criteria of prioritization can be different, and here we would like to discuss the main ones, which might be helpful for your business.
Criteria for prioritization
How to maintain a backlog?
The groomed backlog should be permanently checked, especially when the number of long-term tasks is high. The project manager could be overloaded with the work, that's why the prioritization we mentioned earlier is highly important. After PM composed the plan, all task has to be marked according to its current progress (planned, in progress, done). For encouraging the in-time delivery, KPI could be implemented to measure the result of work in agile story pointing.
The project manager usually spends at least 10% of the overall time spends on managing the product backlog. The collaborative maintenance of the backlog helps to clarify the requirements and creates buy-in from the project team.
Incomes. This basis is about how much income the component can bring and depends on criticism from the client or the business group. Except if everything is discussed, the potential income may be a rough approximation. Despite that, it is a valuable measurement for prioritization as it enables to estimate features cost and time required on strategic product development, which costs money.
Market fit shows whether a given component is taking care of a current issue of strategic product for the clients. Market uniqueness is a proportion of how remarkable this new element is concerning your rivals. These two things consolidated will highlight the most applicable features that have not yet been created in agile story pointing.
Certainty. Would you say you are sure how this will be used? This is a significant model for new businesses, and furthermore, when an organization is entering another market.
Risk. The higher the risk, the lower the score for this standard in agile story pointing. This model is firmly identified with the Confidence strategic product.
Cost. A high usage cost gets a low score. It is like the Complexity model, be that as it may, there are situations when significant expense suggests a short advancement time.
Complexity. This standard joins evaluated dispatch time and the general multifaceted nature of execution. What number of capacities is this going to affect agile story pointing? What are the immediate and possible concealed expenses for each strategic product? Focus on the briefest conceivable conveyance time with the greatest worth that the component can bring.