In this interview, we explore the world of product management through the lens of Allen Eskridge, one of Unosquare’s Senior Product Managers. From his fortuitous journey from customer service to product management to his passion for delivering exceptional value to clients, Allen shared with us his insights into the art and science of product management. 

Through design and development projects like the Evans Group and Solid Lives, Allen talks about how he and his team deliver on client projects by understanding user needs, embracing innovation, and leveraging the Japanese philosophy of “Genchi Gembutsu,”  a Japanese principle or an approach used by Toyota to successfully deliver products. 

The term, Genchi Gembutsu, stands for “going to and directly observing” a location and its conditions in order to understand and solve problems faster and more effectively. Allen uses this approach with clients to rapidly iterate on concepts and to ensure the products we are delivering meet the clients’ expectations and user’s needs. Read on to learn about Allen’s journey and his principles to successfully deliver on customer engagements.

About Allen Eskridge:

Allen Eskridge is a senior product manager at Unosquare, and he brings years of experience and a unique background to his role. Allen started his career in customer service. While in a leadership position in customer service, Allen was asked to be part of a software improvement project. Over time he found that he was naturally gathering requirements and running what was essentially lean product management. His deep understanding of customer needs naturally led him into product management, where he now excels at bridging the gap between user needs and expectations and technological solutions.

Q: Tell me about what you do for Unosquare?

A: As a product manager at Unosquare, my role revolves around leading a squad of talented individuals, including technical leads, developers, designers, QA specialists, and sometimes researchers. Our team works closely with clients, tackling various projects and challenges, ensuring that we deliver products that not only meet but exceed expectations.

Q: What do you love about product management?

A: What I love most about product management is the people. Delivering products that add exceptional value and make the world a better place is rewarding, but it’s the collaboration with my team, clients, and users that truly drives me. Understanding their needs and crafting solutions that address those needs is incredibly fulfilling.

Q: Who are you working with currently?

A: Currently, I lead a squad called the Explorers (a Star Trek term), and we collaborate with various clients on projects. From integrating artificial intelligence (AI) into Document Crunch’s products to designing and developing custom software for the Evans Group and Solid Lives, each project brings its own set of challenges and rewards.

Q: What has been your favorite project at Unosquare and why?

A: I’ve had the privilege of working on several exciting projects, but if I had to choose, I’d say the Evans project holds a special place for me. Overcoming technical challenges to build a custom platform for sales reps from scratch was very gratifying. Additionally, the Solid Lives project stands out due to its unique challenge in creating a scalable and intuitive app for a church organization.

Q: What was the outcome of the projects you’ve worked on?

A: For the Evans Group, sales reps now have a custom tool that enhances their efficiency and confidence. Similarly, Solid Lives now has a user-friendly app that facilitates discipleship and community building on a global scale.

Q: How did you/Unosquare provide value?

A: At Unosquare, we go beyond simply fulfilling client requirements. We strive to provide expert guidance, feedback, and innovative solutions that exceed client expectations. By understanding our clients’ goals and markets, we deliver products that not only meet their needs but also delight them. In recent projects, this involved delivering 120% of the value at 10% of the cost.

Q: What is the most important tip you can give customers or others on product management or design/delivery?

A: One of the most critical pieces of advice I can offer is to embrace the concept of “Genchi Gembutsu,” which means “go and see for yourself.” Avoid making assumptions and instead, actively engage with clients, users, and projects to truly understand their needs and challenges.

Q: What are the biggest trends you see in software design and development or product management?

A: Artificial Intelligence (AI) continues to be a significant trend, but beyond that, there’s a growing emphasis on leveraging technology to solve real-world problems effectively. Projects like Document Crunch exemplify this trend by using AI to streamline processes and provide valuable insights.

Q: How do you interact with clients and ensure a smooth delivery?

A: Interactions with clients vary depending on their preferences and needs. We utilize various communication tools, including Slack, Teams, or even texting. Additionally, our unique management software and regular demos ensure constant communication and collaboration throughout the project lifecycle.

Q: What types of teammates have you pulled into projects with clients?

A: We assemble multidisciplinary teams tailored to each project’s requirements. From developers and designers to QA specialists and researchers, we ensure that we have the right expertise to tackle any challenge effectively.

Q: How has leveraging the Unosquare bench/skillset helped clients?

A: Leveraging Unosquare’s talent pool has been instrumental in meeting tight deadlines and delivering high-quality products. For example, during the Solid Lives project, tapping into additional developers from our bench enabled us to meet a critical, and extremely tight deadline for the product launch.

Q: What do you like to do for fun?

A: Outside of work, I’m passionate about soccer. Coaching my sons’ soccer teams and playing the sport myself brings me joy and allows me to unwind from the demands of product management.

Allen Eskridge’s insights shed light on how our product management team collaborates and listens to customers to over deliver on custom software design and development.

What is backlog refinement?

Backlog refinement, (also known as backlog grooming) is a process where the product owner and the rest of the team review items on the product backlog. The goal is to ensure they’re appropriate, detailed, and prioritized. Tasks like adding new user stories to the backlog, estimating effort, and reprioritizing existing stories happen during this time.

If you want more guidance on optimizing backlog refinement sessions to drive agile success, read: Maximizing Your Agile Workflow: The Benefits of Backlog Refinement Sessions.

What happens during backlog grooming?

During backlog grooming or refinement, the product owner presents the backlog items to the team, explaining each item’s objective and value to the end product. The team then discusses these items, asks questions for clarity, and provides effort estimations based on complexity and the amount of work required to complete them.

Backlog grooming also involves reprioritizing backlog items. The team might move items up or down the list depending on changes in project scope, customer needs, or the product owner’s strategic vision. It ensures that the most critical and valuable items are at the top of the list, ready to be addressed in the next sprint.

All of this is an effort to keep the backlog updated, clean, and ready for sprint planning. That helps the team better understand the product’s roadmap and the work ahead. It also increases the team’s efficiency and productivity.

When should backlog refinement happen?

Backlog refinement is a continuous process. This practice ensures the backlog remains relevant, updated, and prioritized for smoother sprint planning sessions. In Agile, three primary types of backlogs exist. It’s important to understand them, as the way you approach grooming and prioritization can differ.

Product backlog: This includes features and functionalities that the team plans to implement that have not been prioritized for release yet.

Release backlog: Features and components that must be implemented for a specific release.

Sprint backlog: Uuser stories and tasks that need to be accomplished within a defined timeframe, typically during a specific sprint. This is what we’ll focus on next.

What is sprint planning?

While backlog refinement is about preparing and prioritizing the backlog, sprint planning is the process of deciding what to work on in the next sprint. It involves the entire Scrum team and serves as a roadmap for the work ahead. According to the Scrum Alliance, 86% of Scrum teams hold a sprint planning meeting.

Sprint planning helps teams to a practical goal for the next sprint and determine the set of backlog items they’ll commit to delivering. This way, everyone aligns around a shared goal and direction for the duration of the sprint.

When should sprint planning happen?

Sprint planning occurs at the beginning of each sprint. The length of the session can vary depending on the sprint’s length, so you’ll need to find what works best for you and the way your team communicates.

During sprint planning, the team collaboratively decides the sprint goal. That’s a short, succinct description of what the team plans to achieve during the sprint. The product owner often suggests the goal based on the product roadmap, and the team then selects high-priority items from the product backlog that aligns with this goal. The team also discusses each item’s implementation and breaks them down into tasks if necessary.

Why is sprint planning important?

Sprint planning is critical because it establishes a clear framework for the upcoming sprint. It ensures that everyone knows their responsibilities so those objectives can be accomplished quickly and efficiently.

By dividing the project into smaller, more manageable segments, teams can reduce the amount of time spent figuring out what to do next, empowering them to be more productive. This can boost morale and job satisfaction by providing more frequent and rewarding work experiences.

Backlog refinement vs. Sprint planning

While backlog refinement and sprint planning may seem similar, their purpose, timing, and outcomes are different. Backlog refinement is an ongoing activity that ensures the backlog’s readiness for the next sprint planning session. It’s a granular, detail-oriented process that lays the groundwork for the upcoming sprint.

In contrast, sprint planning is a session that happens at the start of each sprint. The team uses the refined and prioritized backlog to select the items they will work on and move toward completion. The sprint planning session focuses on defining a sprint goal, backlog items that align with that goal, and implementation strategies.

Is it wrong to treat refinement like a planning session?

While it may be tempting, you should avoid treating backlog refinement as an opportunity to have a planning session. Drawing a clear distinction between backlog refinement and sprint planning is essential. Backlog refinement can feed into sprint planning, but it should not turn into a planning session.

If backlog refinement does become a mini-planning session, it can lead to decisions being made without considering the sprint goal or the team’s capacity. It may also impact the team’s flexibility to respond to changes in project requirements.

How to make more sense of your next sprint and the backlog

Now you have the knowledge you need to keep the backlog updated, detailed, and ready for sprint planning. Recognize that while backlog refinement informs sprint planning, both serve distinct functions and should remain separate processes. If you’re successful in holding that line, you’ll see positive change in your software development workflow.

Looking for more insights? Stay connected to the Unosquare blog for more helpful guides to modern software development, and get in touch today if you need added support for your next project from our experienced and talented development professionals.

Recognizing when to use Kanban will help you optimize resources, encourage productivity, and foster an environment of continuous improvement. Kanban is inherently iterative, with tasks broken down into manageable units, visualized on a board, and executed in small steps.

The four foundational principles of Kanban theory

For Kanban to work, following the method is just one step. You also need to understand what’s behind the methodology. Before you move forward, know these core principles.

Visualize your workflow: The idea is not to overhaul your existing system but to begin with your current workflow. This allows you to track tasks more effectively and keep everyone on the same page.

Respect current responsibilities: Acknowledge the existing processes and roles, and respect their importance while introducing changes.

Pursue incremental change: Change is necessary for improvement. But it’s important to make gradual changes to keep projects moving forward without overwhelming the team. 

Encourage ownership: Foster an environment that allows people to shine through at every level. This way, they can be genuinely invested in the work. 

Key advantages of using Kanban in software development

To decide whether or not Kanban is something you should consider using, it helps to know what benefits it provides. Here’s a closer look at the advantages you can expect.

Enhanced transparency: When using Kanban, everyone on the team can easily see the status of each task, who is responsible for it, and what stage it is in the development cycle.

Improved workflow understanding: This method gives insight into a task’s stages and steps, promoting a deeper understanding of the work structure and task dependencies.

Balanced demand and capacity: Kanban makes it easier for teams to balance needs with available capacity. This equilibrium encourages a consistent flow of work without overloading team members.

Identification of bottlenecks: If a Kanban column gets congested, it’s a sign that a stage in the process is causing a delay. And Stakeholders can take action to investigate and resolve the issue.

Continuous improvement: By visualizing the workflow and keeping the board updated, teams can implement process enhancements and boost efficiency. 

When should you use Kanban?

Now that you know the benefits, you can determine whether or not Kanban is the best fit for your tasks and team. Here are three scenarios where using Kanban may be a great way to manage software development projects.

Projects with dynamic priorities: Kanban is ideal when priorities shift frequently. It allows for real-time reordering of tasks based on their urgency and importance.

Maintenance and support: Since this is a fluid workflow tracking method, Kanban is suitable for handling unscheduled maintenance or support tasks that might emerge unexpectedly.

Limited team capacity: This method also ensures that teams are manageable and can work effectively within their capacity.

What are the five elements of Kanban?

What does Kanban look like in action? These are the five components that make the Kanban process work.

Visual signals

Each Kanban card represents a single task and carries important information about that task. These details may include the status, owner, and any special requirements. That way, the team can understand the work state at a glance.

Columns

Columns represent different stages of the workflow. Each task moves from one column to another as it progresses through development. Teams may come up with their stages as it applies to their specific project, but this usually includes variations of “to do,” “in progress,” and “done.”

Work-in-progress (WIP) limits

WIP limits specify the maximum number of tasks in a particular stage at any given time. By limiting the work in progress, teams are encouraged to complete current tasks before starting new ones. This approach reduces the risks of multitasking and context-switching, which can improve productivity and quality.

Commitment point

The commitment point in a Kanban system marks when the team agrees to take a task from the backlog and start working on it. Having a clear commitment point helps communicate when someone has picked up a task on the team.

Delivery Point

The delivery point is the final stage in the Kanban workflow. It signifies the team’s successful fulfillment of the commitment they made. A clearly defined delivery point ensures everyone knows when a task is complete.

How do you estimate stories in Kanban?

While many frameworks rely on story points or hours for estimation, Kanban takes a slightly different approach. Kanban focuses less on predicting how much you can do and more on optimizing the workflow. Here’s how you can estimate adequately.

Understanding Kanban estimation

In the Kanban methodology, you often estimate stories using a metric called cycle time. Cycle time is the time it takes for an item to move through the team’s workflow. By tracking cycle times, teams can understand how quickly people can deliver work.

Using cycle time for estimation

Instead of estimating the effort required for a story up front, you track the cycle time for each completed story in Kanban. Over time, you’ll gather data about how long various tasks take.

Kanban metrics for estimation

Kanban also uses lead time. This measure is the time from when a story is created until completion, including any time spent waiting in the backlog. A visual tool called the cumulative flow diagram (CFD) can also help teams monitor this.

Kanban or Scrum: Which is better?

Kanban and Scrum are both Agile methodologies for improving workflow and productivity. However, their approach toward achieving these goals is distinctly different. Let’s explore some of those differences.

Planning and iterations: Scrum works in fixed-length iterations (sprints), while Kanban promotes continuous flow without predefined lengths.

Roles and responsibilities: Scrum has defined roles such as the Scrum Master and Product Owner. Kanban does not prescribe specific functions.

Work prioritization and flexibility: Scrum’s priorities are set for each sprint. Changes mid-sprint are discouraged. Kanban allows for real-time changes in importance based on demand.

It’s your turn to see what Kanban can do for your organization.

Understanding and implementing Kanban can benefit your software development process, whether you’re part of a small startup or a large corporation. Its flexibility, transparency, and focus on continuous improvement lead to increased productivity and higher-quality deliverables.

Are you looking for more insights? Stay connected to the Unosquare blog for more helpful guides to modern software development, and get in touch today if you need added support for your next project from our experienced and talented development professionals.

5 benefits of backlog prioritization

In its simplest form, a backlog is a list of all things that need to happen within a project. Making that list of backlog items is a good first step, but it’s not the only one to take. Making the choice to prioritize your product backlog offers several benefits. Here is a closer look at what they are and why they matter. 

1. Getting to the valuable items first

There are many moving parts of the development process and it’s easy for distractions to get in the way of progress. By honing in on the most important matters at hand, you can ensure that your team is working on tasks that provide the most value to all parties.

2. Identifying the most critical issues

What do you do when you feel like there are small fires everywhere that are waiting to be put out? Prioritizing backlog items allows you to identify the most critical issues that need to be addressed.

3. Responding to the environment faster

Technology developments or changes in customer needs can have a big impact on what your roadmap should look like. Prioritizing your backlog enables businesses to respond quickly and efficiently to shifts in priorities and requirements.

4. Improving alignment and productivity

There may be many different voices that contribute to conversations and opinions about where to start with your product backlog. Agreeing on backlog prioritization ensures that teams are working toward the same goals and collaborating effectively. According to one McKinsey report, well-connected teams see a productivity increase of 20 to 25 percent. 

5. Speeding up time-to-market

Companies everywhere are facing the need to do more with less, faster than ever before. That’s no easy feat, businesses can reduce costs and deliver products and services to market faster by putting their attention and resources to the best possible use.

Important factors for prioritizing product backlog items

Not sure where to start when organizing your backlog? Consider this your bite-sized guide to putting backlog tasks and items in the proper order. 

Business value: You should focus on items that provide the most value to customers and the business. This will help support Return on Investment (ROI) for  your development costs. 

User feedback: The voice of the customer must be a key consideration when prioritizing product backlog items. User feedback can help you identify the most important features to develop.

Risk: Prioritize items that address the most significant risks. For example, if there are critical security issues that need to be addressed, they should have top priority.

Dependencies: Do some digging to ensure dependent backlog items come before less urgent items. This way, you can clear the path and avoid the surprise of discovering a previously unknown dependency down the line.

Effort and cost: Once you work through the other four criteria, prioritize backlog items that are easier and less expensive over those items that are more complex and costly.

Want more details on organizing a product backlog in Scrum? Read Scrum Product Backlog: What Is It and How to Maintain One.

Effective product backlog prioritization techniques

While there are best practices for product backlogs, it’s worth exploring the different options that are available to you. To prioritize items effectively, businesses can use several techniques. These include:

MoSCoW

This method involves categorizing items as Must-haves, Should-haves, Could-haves, or Won’t-haves. Must-haves are critical items that the product has to include. Should-haves are important but not critical. Could-haves are desirable but not essential. Won’t-haves are low-priority items that can be deferred or removed altogether.

Kano model

In this technique, you organize your list into basic requirements, performance requirements, or excitement requirements. Basic requirements are essential features that customers expect.  Performance requirements are features that increase customer satisfaction. Excitement requirements delight customers and add to your unique selling proposition.

Buy a feature

This is a customer-driven method for prioritizing product backlog items. First, a select group of customers get a budget and purchase the features they want. The most popular features get top priority from stakeholders. Less popular features are deprioritized.

Note: Each technique has its strengths and weaknesses. That’s why it’s essential to select the technique that works best for your business and team. You want to choose one that maximizes business value and customer satisfaction.

What’s the most effective way to order the product backlog?

Answering this question requires you to establish a balance among all factors, with your unique business needs and objectives in mind. Then you can develop a process tailored to your organization. 

With that said, remember that your product backlog isn’t something that you “set and forget.” You’ll need to continuously evaluate and adjust your approach as circumstances change, market trends evolve, and customer needs shift.

Who handles prioritizing the backlog?

To make meaningful progress, you need someone to ensure the project stays on track and your backlog helps to deliver maximum value. At the heart of this process is the Product Owner, who can take the lead in aligning the backlog with strategic objectives and customer needs. Part of the job is actively collaborating with stakeholders, customers, and the development team. This helps to maintain a comprehensive understanding of priorities and expectations.

Take the guesswork out of your product backlog

It’s your turn to make a change and begin the journey toward a more efficient development process. You can transform your product backlog into a tool for success with the right strategies in place.

Looking for more insights? Stay connected to the Unosquare blog for more helpful guides to modern software development, and get in touch today if you need added support for your next project from our experienced and talented development professionals.

A study published by FlexJobs and Global Workplace Analytics reported that the five years leading up to Covid saw a 44% increase in remote work, and unquestionably, the pandemic acted as a powerful catalyst for this trend. The US Bureau of Labor Statistics announced that the number of Americans working from home doubled in 2022.

Popular development frameworks like Scrum, though not originally intended for remote teams, can now take full advantage of this change by leveraging skilled talent from across the globe.

What is Scrum?

Scrum is a project management framework utilized primarily by software development teams that embrace Agile principles (e.g. self-organization, adaptive planning, early delivery, and continual improvement). Scrum is built around forming small teams (typically less than ten members) who break up big problems into smaller units which are tackled in short Sprints that are typically about two weeks long and never longer than a month.

The name Scrum refers to daily stand-up meetings that the team holds called scrums, which are also brief (typically just 15 minutes). The whole concept behind Scrum is to move fast, communicate openly, and prevent progress from being stalled by over focusing on tools, practices, and procedures. Instead, teams are free to innovate and encouraged to produce results at a regular clip.

Does Scrum Work for Remote Teams?

Agile frameworks were first formally codified over two decades ago, before broadband networks were ubiquitous. When the Agile Manifesto was released in 2011, digital connectivity struggled to support things like high definition video conferencing.

The manifesto describes in-person collaboration as a core tenet and promotes face-to-face communication and co-located environments. But, thanks to the rapid proliferation of digital platforms for collaboration, communication, and the secure sharing of sensitive software assets and work products, Agile frameworks like Scrum have been successfully adapted to modern, remote workforces.

How Do You Manage a Remote Team in Scrum?

Many of the same principles of in-person Scrum management still apply when the team is fully or partially spread out across a wide geographic region. Other Scrum principles will need adjustment to better fit the needs of offshore Scrum teams.

Never “Overmanage”

Scrum is an inherently self-organizing framework. Naturally, managers add a necessary layer of oversight and coordination, but skilled knowledge workers need room to develop personalized workflows and processes. Furthermore, strictly defined rules and milestones can be a hindrance to fearless experimentation and an openness to innovating by trial and error, which is vital in Agile development.

Communicate Constantly

When there is no watercooler to hang by and colleagues are the next country over (not in the next cubicle or office), sharing knowledge and asking quick questions isn’t always easy. Hence, it’s vital that the team’s culture endorses daily interaction on digital channels.

Align Expectations 

Before starting their Sprints, everyone on the team needs to know:

– What their role is

– What collaboration tools they will have access to

– How frequently they will be meeting and where

– Whether they will need to be on-camera for meetings

– When the core working hours will be

– When they will have ‘focus time’ that is free from disruptions

When managers address core working hours they also need to specifically consider whether synchronous or asynchronous communication will be the norm. Some teams work on the same schedule even if members are in different time zones, others allow everyone to work on their own time.

Put People Before Tools

Naturally, digital products take digital tools to make, but Scrum advises against choosing your tools before investigating the problem. Team members should organically coalesce around the solutions that are a fit for their issues and not be forced to use a particular technology.

Shrink Your Teams

Classic Agile teams often follow what’s called the “two pizza rule,” which states that the team should be small enough that two pizzas can feed it. That typically amounts to seven to ten people. For remote Scrum, where managing lines of communication is more complex, it’s recommended to deploy even smaller teams of just five or six people.

Build a Positive Culture

Given the unique challenges of remote and offshore Scrum-based development, proactive management must carve out time for non-work-related bonding where shared values connect individuals. The goal is to nurture the level of trust and camaraderie that winning teams need to do their best work.

Remote Scrum is the Future, and There’s No Going Back

Not only has Agile software development based around Scrum principles been adapted to remote work, it’s even beginning to overtake it, according to some industry analysts. Gartner declared that “Remote teams that closely follow recommended agile technical practices could easily outperform a colocated team that does not.”

And thanks to the wider pool of available candidates it affords and the opportunity to capitalize on teams across the globe, self-organizing, cross-functional Scrum teams are proving that the ‘new normal’ of remote and hybrid work can be effectively applied to software development.

Unosquare is your source for expertise and guidance on digital transformation, software development, and the state of business in the modern, digital economy. Reach out today to learn more.

There are a lot of opinions about which organizational processes should be used to manage software development. They can depend on the previous experience of the team, whether or not to try something new, or if current processes need to be tightened up. The most commonly used project management philosophy in the technology space is Agile/Scrum or some derivative therein.

All opinions aside, when you’re using the Scrum framework, there are specific things you can implement to set yourself up for success and having a Scrum Product Backlog is one of them. In this post, we’ll tell you everything you need to know about these backlogs and how you can maintain them for your software development project.

What is a product backlog in Scrum?

According to the Scrum Institute, the Scrum Product Backlog is simply a list of all things that need to be done within the project. Sounds simple enough, but in reality, there are a number of factors to consider when you create this backlog if you want to make it useful. 

The list should be prioritized for the development team and built based on a roadmap and the requirements of the roadmap. The most important product backlog items are shown at the top so the development team knows what to deliver first. 

The development team doesn’t work through the backlog at the same rate in which the product owner adds to it. In turn, the product owner doesn’t push work to the development team. Instead, the development team takes work from the backlog as there is capacity for it.

A well-thought-out product backlog not only makes planning and executing work easier but also provides transparency into what your team is spending time on. This includes work that may not be immediately obvious to customers or stakeholders, and it can help you set expectations when additional work comes your way.

How do you arrange a backlog in Scrum?

Maintaining a backlog in scrum requires you to be clear on what the business needs and priorities are. Once you understand that, you can arrange the items in order of importance. However, there is an understanding that these priorities may change at any time, much like other aspects of agile development. 

How do you start a product backlog?

Looking for a process to follow to help you establish a useful scrum product backlog? Use these simple steps. 

1. 1. Add ideas

 Ideas for improvements or changes may come from many different sources including stakeholders and customers

2. 2. Clarify

Once you have an idea or multiple ideas, make sure you understand:

• What the reasons are for the fix or addition
• The amount of value the fix or addition contributes
• The specifications

3. 3. Prioritize

The backlog should have clear, high-priority items at the top and items that are not a priority at the bottom. If an item doesn’t add value to the business or the customer, it shouldn’t be in the backlog.

4. 4. Update regularly

Make sure you’re constantly refining, prioritizing, and keeping the backlog updated.

There may be hundreds of ideas in your backlog. You may find that over time that you discard some ideas, or that new ones come to light. 

How do you maintain a product backlog?

Backlogs are great for helping product managers stay organized. Product backlogs provide a structure for continuously evaluating, prioritizing, and committing to developing the items. However, maintaining them can be challenging. Backlogs can quickly become outdated because they’re not connected to the software the development team uses to manage their work. 

Managing your backlogs in one place makes it easy to work effectively and quickly to communicate with stakeholders. This is where web-based software tools come in handy. You can use them for intake, prioritizing, estimating, and even moving backlog items around.

How do you prioritize backlog items?

To prioritize backlog items follow these three steps: 

Step one:

Create a prioritization matrix with four quadrants for the product backlog.

Step two:

label the x-axis as customer value and the y-axis as resources and difficulty to develop the feature. Label the axes with low at one end and high on the other.

Step three:

Take all features from the four quadrants and put them in the list in priority order:

• The quadrant that is labeled low cost to develop and high value go first
• The next on the list is the quadrant with high cost, high value
• Third on the list is the low cost, low-value quadrant
• And last but not least, if there are any features in the low cost and low-value quadrant that need to be matched for competitive parity or any other reasons add them to the list

Who owns the product backlog?

Product Owners own the product backlog. They decide which items go into the backlog, which ensures each item has value. This means the product owner should write all the item and order them. Remember our earlier point about the backlog needing to be clear on what the business needs and priorities are and Product Owners are well positioned to interpret business needs.

That said, the product owner should also ensure they aren’t the only one with visibility into the backlog. They need to make the backlog available to both the stakeholders and the scrum team to ensure that everyone is on the same page.

What is the difference between product backlog and sprint backlog?

Product backlogs and sprint backlogs are both essential aspects of product development but they aren’t interchangeable.

• The sprint backlog is a list of items that aren’t assigned to a particular developer but are scheduled to be complete by the end of the sprint. This may either be assigned at a later date if planning for a future sprint or act as a task list for anyone on your team who completes their tickets early.
• The product backlog is a constant reminder of what’s on the priority list. A sprint backlog cannot be created if a product backlog does not exist, but a product backlog can independently exist without a sprint backlog.

There is also a common mistake of confusing a user story with a PBI. The difference is that when PBIs become a higher priority in the product backlog, they are broken down into user stories. This is very common as backlogs get larger and agile teams need to organize the items in the backlog.

Ready to choose a software outsourcing company? 

Working through the Agile process doesn’t need to be a chore. With the right support and expertise, you can adapt to change and outpace evolving demands.

We can help.

Unosquare is a trusted partner for these projects. Using our proven Distributed Agile Framework, our software development engineers provide the kind of external perspective, agility, and understanding required for real innovation.  

When you partner with Unosquare, you’ll have access to highly skilled software development professionals, Business Analysts, SCRUM Masters, Quality Assurance Engineers, and all the ancillary roles for the delivery of your strategy. Each of us at Unosquare is directly accessible to your project stakeholders. We also live and work in your time zone, and have the support and training from one of the best global software development companies in the world. To learn more about what we can do for your organization, check out our blog.  

What is micromanagement?

Micromanagement is a management style where managers closely supervise an employee. People who micromanage immerse themselves in the work of others. Micromanagers often avoid delegating responsibilities to employees so that the manager becomes the sole decision-maker.

Why do managers micromanage?

There are many different reasons why a manager may micromanage their people. Here’s a closer look at some of them.

– Loss of control over other projects

– Under-qualified employees on the team

– The belief that the work being done may make them look like an inadequate manager.

– Insecurities and poor self-image

– Inexperience in a management role

Whatever the reason, micromanaging is most often seen when there is a lack of respect and trust between the supervisor and the employees. It is rarely a productive use of time and energy.

How to identify your own micromanagement practices

Are you trying to identify if you’re a micromanager yourself? If several of these things apply to you, you may fall into the category of a micromanager.

1. You need to approve every task

Before any work is complete, you need to see it and provide your approval. Micromanagers often can’t stand the idea of letting their team have complete ownership and control the work they do.

2. Changing things takes up a lot of your time

Some micromanagers go a step beyond having to see everything that happens. They often find themselves making changes to work because it’s “not the way they would do it.” It’s hard for them to tell the difference between when change really needs to happen and when they’re simply taking too much control.

3. It’s required to include you in all communication

Conversations can’t happen without your knowledge, and you feel anxious at the thought of being left out of work emails. You feel the need to know what is happening all the time and believe that being privy to every conversation is the best way to accomplish that.

4. You’re hyper-aware of your employees’ locations

If you stress about where your employees are all the time or find yourself getting frustrated when they don’t immediately respond to your messages or emails, there’s a good chance you’re micromanaging them.

5. You dislike delegating tasks

If you hate delegating tasks and think that you’re the best person on your team to do the job then you may have micromanaging tendencies. The old saying is true, there are only so many hours in the day, but micromanagers take on too much work themselves.

6. You sweat the small stuff

Finally, micromanagers obsess and stress over the small stuff. A manager is meant to be a large decision-maker, team player, and general overseer of projects. They’re not meant to dissect every component of work.

What impact does micromanagement have on your team and in your project?

If you’re in the habit of micromanaging, you may not understand the impact that it has on your organization. These are some of the reasons that this practice is bad for your people and bad for business.

Damaging employee morale and trust

Employees who have a micromanager often lose a sense of autonomy. This can result in a decrease in motivation. You want your employees to be at their best, so it’s important not to take action that would damage that relationship.

Increasing employee turnover

People have more choices than ever when it comes to when they work, how they work, and how they work with. If you’re creating a work environment they don’t enjoy, you’re likely to lose talent. In fact, close to 60% of employees who quit a job leave because of their managers.

Discouraging creativity

When people are dealing with strict rules that micromanagers usually put in place, there’s not a lot of opportunity for innovation and creativity. If you are constantly correcting everything your employees do, you may stop them from doing anything original.

Project delays

Controlling every small thing may be an attempt at achieving perfection, but in reality, it slows things down. You have to empower your team in the work that they do to keep the project moving, or you may risk missing deadlines.

How can you stop micromanaging?

Managing teams is no easy task, but if you struggle with micromanaging tendencies, here are a few things that you can do to limit or stop that behavior.

Make sure everyone knows what they should be doing (and when)

If everyone knows exactly what their role is and when to execute it, your software development project will go much more smoothly. Take time to do comprehensive planning before you or your team begin working

Don’t try to “fix” everything yourself

If something is actually done wrong, you need to correct it, but don’t operate in a silo. Bring members of your team in so they can understand your changes. This will help them understand their errors and avoid them in the future.

Keep an open mind

You may think that your way is the best way, but your team might have other ideas that work just as well. Keep open lines of communication and put in the time to understand what the people on your team are capable of. You may find that they’ll surprise you.

Be Agile

If you are working with a software development team it’s very likely that you are working in an Agile environment. You can apply some of these principles to your approach with the Agile Manifesto’s and maybe start with “Individuals and interactions over processes and tools” as a guide.

Ready to choose a software outsourcing company?

Unosquare is ready to help your organization. We focus on finding the best talent globally and putting together a delivery management practice that you can trust. Our distributed agile software development staffing solutions provide the best expertise for your teams in a fast, transparent, and efficient way. Collaborating with a trusted partner like us makes projects easier, which decreases micromanagement! To find out more about outsourcing software projects with Unosquare, check out our blog.