Scrum Alliance Certified Scrum Product Owner Level 2 ......Scrum Alliance 7401 Church Ranch Blvd.,...
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Scrum Alliance 7401 Church Ranch Blvd., Suite 210, Westminster, CO 80021 Finance and Accounting: P.O. Box 40097 Indianapolis, Indiana 46240-0097 Scrum Alliance ® Certified Scrum Product Owner ® Level 2 Learning Objectives March 2017 by the Scrum Alliance CSPO® and CSP® Learning Objectives Committees Introduction Purpose This document describes the Learning Objectives (LOs) that must be covered in a Certified Scrum Product Owner Level 2 course. These Learning Objectives take the following into consideration: • Every implementation of Scrum is different. • Teams and organizations apply Scrum within their context, but the fundamental framework always remains the same. The Learning Objectives for this course are based on: • Scrum Guide, http://scrumguides.org • Agile Manifesto, 4 values and 12 principles, http://www.agilemanifesto.org Scope Scrum Alliance has adopted the Scrum Guide, The Definitive Guide to Scrum: The Rules of the Game, coauthored and updated (most recently in 2016) by the co-creators of the Scrum framework, as the guiding curriculum for this course. CSPO® Level 2 candidates are expected to build a body of knowledge of the Scrum framework, including its roles, events, and artifacts. Incorporating Scrum principles and practices takes diligence, patience, and a commitment to
Transcript of Scrum Alliance Certified Scrum Product Owner Level 2 ......Scrum Alliance 7401 Church Ranch Blvd.,...
Scrum Alliance 7401 Church Ranch Blvd., Suite 210, Westminster, CO 80021
Finance and Accounting: P.O. Box 40097 Indianapolis, Indiana 46240-0097
ScrumAlliance®
CertifiedScrumProductOwner® Level2
LearningObjectives March2017
bytheScrumAllianceCSPO®andCSP®LearningObjectivesCommittees
Introduction Purpose ThisdocumentdescribestheLearningObjectives(LOs)thatmustbecoveredinaCertifiedScrumProductOwnerLevel2course.TheseLearningObjectivestakethefollowingintoconsideration:
• EveryimplementationofScrumisdifferent. • TeamsandorganizationsapplyScrumwithintheircontext,butthe
fundamentalframeworkalwaysremainsthesame. TheLearningObjectivesforthiscoursearebasedon:
• ScrumGuide,http://scrumguides.org • AgileManifesto,4valuesand12principles,
http://www.agilemanifesto.org
Scope ScrumAlliancehasadoptedtheScrumGuide,TheDefinitiveGuidetoScrum:TheRulesoftheGame,coauthoredandupdated(mostrecentlyin2016)bytheco-creatorsoftheScrumframework,astheguidingcurriculumforthiscourse.CSPO®Level2candidatesareexpectedtobuildabodyofknowledgeoftheScrumframework,includingitsroles,events,andartifacts.IncorporatingScrumprinciplesandpracticestakesdiligence,patience,andacommitmentto
continuousimprovement.Scrumisaframework,notaprescriptivemethodology. CSPOcandidatesshouldexpectthateachLearningObjectiveidentifiedinthisdocumentwillbecoveredinaCSPOLevel2educationaloffering.TheCSPOLearningObjectivesfallintothefollowingcategories:
1. PerformingtheRoleoftheProductOwner2. AdvancedPurposeandStrategy3. EmpathizingwithCustomersandUsers4. AdvancedProductAssumptionTesting5. AdvancedTechniquesforWorkingwiththeProductBacklog
Individualtrainers(CSTs)orcoaches(CECs)maychoosetoteachancillarytopics.AncillarytopicspresentedinaCSPOLevel2coursemustbeclearlyindicatedassuch.
LearningObjectives AnoteaboutexamplesusedinthefollowingLearningObjectives: SeveralLearningObjectivesincludealistofexamples.Theexamplesareusedtoclarifytheintentoftheobjective.Individualtrainersorcoachescanusetheprovidedexamples,theirownexamplesthatstillmeettheobjective,oramixofboth.Examplesdonotimplythattheyaretheonlyoptions,northattheyconstituteanexhaustivelist. AnoteaboutBloom’sTaxonomy: WhilesomeLearningObjectivesappeartotellthetrainerhowtoteach,thatisnottheintent.Bloom’s-styleLearningObjectivesdescribewhatthelearnercandouponcompletingtheclass.RatherthanincludethattextineachLearningObjective,pleasementallyappendthefollowingphrasetoeachobjective: “UponsuccessfulcompletionoftheCSPOLevel2course,thelearnerwillbeableto…”
1. PerformingtheRoleoftheProductOwner
ExaminingtheProductOwnerRole
1.1. …describetheimpactonaScrumTeamandorganizationofatleastthreeanti-patternsthatmightexistforProductOwnersandrelateonetoyourorganizationorScrumTeam.Forexample:TheProductOwnerisviewedassimplyanordertaker;theProductOwnersays,“It’sallimportant,”focusingonlyonstrategyandhandingdetailsofftothedeliveryteam;leavingeverythingambiguous,lettingtheteamfigureitoutwithnoinput;tellingtheteamhowtodotheirjob;theorganizationassigns“proxyProductOwners”thatdon’thaveauthoritytoreorder;theorganizationhastechnicalProductOwnersforcustomer-facingproducts;a“parttimeProductOwner”whoisattemptingtofilltherolewhiledoinganotherjob..
1.2. …analyzehowyouasaProductOwnerhelptheorganizationrealizevaluethroughdeliveringproductsolutionsthatdelightcustomersanduserswithintheconstraintsoftechnicalfeasibility,organizationalcontext,andregulatoryrequirements.
1.3. …discusstheskillsandcapabilitiesneededforaProductOwnertocollaborateasamemberofacross-functionalScrumTeaminordertocreatesuccessfulproducts.
1.4. …explaintheroleoftheProductOwnerandatleastthreeofthebenefitsofmasteringtherole.
1.5. …illustratewhyScrumandproductownershipisimportantforyou.
WorkingwithStakeholders
1.6. …identifyatleastfourmajorstakeholdergroupsanddescribehowaProductOwnermayinteractwiththemduringthedevelopmentcycles(e.g.,customers,sponsors,users,service,teammembers,customersupport,training,governance(audit,compliance,risk),managers,infrastructure,security,architecture,etc.).
1.7. …discussthreequestionsthatwillhelpyouidentifythatyouareworkingwiththekeystakeholdersyouneed.Examplequestions:Canyouclearlyidentifywhatyouwantfromthestakeholder?Canyouexistwithoutoreasilyreplacethestakeholder?
1.8. …usingtwoconcreteexamples,recognizewhentheProductOwnershouldnotactasthefacilitatorforthestakeholders(i.e.,emotionalconflict,impedimenttocreativity,lackoffacilitationskills,tooinvestedintheoutcomeofthediscussiontobeimpartial).
1.9. …demonstrateatleastthreefacilitativelisteningtechniques(e.g.,paraphrasing,mirroring,makingspace,stacking,etc.).
1.10. …listatleastthreealternativestoopendiscussion(e.g.,structuredgo-arounds,individualwriting,listingideas,dialogueinpairsorsmallgroups,etc.)anddemonstratetheuseofatleastoneofthem.
1.11. …identifyatleastthreeindicatorswhenagroupisengagedindivergentthinkingandatleastthreeindicatorswhereagroupisengagedinconvergentthinking.
1.12. …identifyatleastthreechallengesofintegratingmultipleframesofreference.
1.13. …describeatleastthreewaysagroupofstakeholderscouldreachtheirfinaldecision(e.g.,fistoffive,deciderprotocol,majorityvote,etc.).
1.14. …practiceaproductbacklogorderingsessionwithmultiplestakeholders.
1.15. …debatetheimportanceofvariousstakeholdersparticipatingin
sprintreviewmeetings(e.g.,CEO,externalcustomer,headofengineering,otherteams,etc.).
1.16. ...demonstrateatleastthreetechniquesforengagingwithstakeholdersonaregularbasis.Forexample,productbacklog
refinement,roadmapping,releaseplanning,qualitativemarketresearch,SprintReviews,observeDailyScrums,etc.
WorkingwiththeDevelopmentTeam
1.17. …definetechnicaldebtandexplainwhytheProductOwnershouldbecautiousaboutaccumulatingtechnicaldebt(e.g.,byshowinghowtechnicaldebtimpactsthecapacityoftheteamovertime,theincreaseofcostforaddressingtechnicaldebttoolate,usingthe“DebtQuadrant”byMartinFowler).
1.18. …listatleastfivepractices(e.g.,fromextremeprogramming:test-drivendevelopment,pairprogramming,continuousintegration,collectivecodeownership,refactoring)thatwillhelpScrumTeamsdeliverahigh-qualityproductincrementandreducetechnicaldebteachsprint.
1.19. …listatleastthreewaystechnicalpracticesmayimpacttheProductOwner’sabilitytomaximizebusinessvalueeachsprint(e.g.,continuousintegrationallowsearlyfeedback,pairingspeedsupunderstandingandreducesdocumentationeffort,TDDimprovesqualityandreducesreworkandregressiontestingtime).
ProductOwnershipwithMultipleTeams
1.20. …listatleastthreescalingframeworksorapproaches(LeSS,DAD,EnterpriseScrum,etc.).
1.21. …describehowatleasttwolarge-scaleparticipatorymeetingformats(OpenSpace,WorldCafe,ReviewBazaar)mightbeadaptedtoscaleScrummeetings.
1.22. …questionthebenefitsofmanagingdependencieswhen
comparedtoreducing/removingdependencies.1.23. …illustrateatleastthreetechniquesforvisualizing,managing,or
reducingdependenciesbetweenteams.1.24. …describeatleastthreebenefitsanddrawbacksoffeatureteams
andcomponentteams.
2. AdvancedPurposeandStrategy
DevelopingPracticalProductStrategies
2.1 …demonstrateacontext-richapproachforcommunicatingwithstakeholdersandScrumTeammembers.
2.2 …describeatleastonesimpletoolthatcaptureskeyaspectsofabusiness.Forexample:businessmodelcanvas,Leancanvas,valuepropositioncanvas.
2.3 …discussareal-worldexampleofhowproductstrategyisoperationalizedandevolvesovertimeinanAgileorganization.
2.4 …practiceatleasttwoapproachestoidentifypurposeordefinestrategyandfosteralignmentandsharedownership.Forexample:co-creating,collaborating,productorvisionbox,coverstory,selling,ortelling.
AdvancedRoadmappingandReleasePlanning
2.5 …organizeandfacilitateastakeholdersessiontobreakdownasolutionorfeatureasprogressivelysmalleritemsthatmaybecompletedinsprints.
2.6 …createaprioritizedproductroadmapwithstakeholders.2.7 …demonstratehowtoplanaproductreleasebasedoncontent
fromaroadmap,marketsegmentationandmarketwindow.
3. EmpathizingwithCustomersandUsers
CustomerResearchandProductDiscovery
3.1 …useonetechniquetoconnectteamsdirectlytocustomersanduserstobuilddeeperunderstandingandempathy(e.g.,jobshadowing,customerinterviews,customerobservation,
collaborativecustomergames,usabilitytesting,orsimulatingcustomerexperience).
3.2 …integrateatleastthreetechniquestogeneratenewproductandfeatureideas,anduseatleastone(e.g.,designstudio,brainstorming,collaborativecustomergames,etc.).
3.3 …practiceatleasttwotechniquesofproductdiscoveryandhoweachcontributestosuccessfulproductoutcomes(e.g.,userresearch,customerexperiencedesign,interactiondesign,usabilityengineering,visualdesign)andpracticeonetechnique.
3.4 …demonstrateatleasttwotechniquestovisualizeandcommunicateproductandfeatureideasandassumptions.Forexample:businessmodelcanvas,customerjourneymap,userstorymap,userscenario,ordesigncomic.
4. AdvancedProductAssumptionTesting
4.1 …listtwocognitivebiasesthatmayimpacttheProductOwner’scapabilitytoeffectivelydeliverbusinessvalue.Forexample,anchoring(onprioropinionordesiredtotaleffort),primingbasedonassumptions,confirmationbias,framingbias,self-servingbias,fundamentalattributionerror,etc.
4.2 …appraisehoweffectivelythesprintreviewmeetingisusedin
yourorganizationtoinspectandadaptbasedontheproductincrementthatwasbuiltinthesprint.
4.3 …experimentwithatleasttwoapproachestoincorporatetestingassumptionsintotheScrumframework.Forexample:Validationiscompletepriortostartingsprints,theProductOwnervalidatesassumptionsasprintortwoaheadoftheDevelopmentTeam,andtheScrumTeamusestheSprintGoaltodeliverresultstotestassumptions.
4.4 …developthreehypothesesforagiventargetuser/customersegmentandcreateaplantotestonehypothesis.Forexample,"Ibelieve[targetmarket]will[dothisaction/usethissolution]for[thisreason]."“Thesignaltodetectthehypothesisistrueorfalseis…”
4.5 …compareatleastthreeapproachestotestingassumptionsbytheircostandthequalityoflearning(e.g.,buildingpotentiallyreleasableproduct,customerinterviews,ethnographicresearch,directuserobservation,A/Btests,collaborativegames,concierge/WizardofOzMVPs,paperprototypes,functionalprototypes.).
5. AdvancedTechniquesforWorkingwiththeProductBacklog
DifferentiatingOutcomeandOutput 5.1 …describeonebenefitofmaximizingoutcomeandimpacttothe
business,user,andmarketwhileminimizingoutputforaproduct/featureidea.Forexample:Don’tbuildfeaturesthatwon’tbeused,fastertimetomarketbyfocusingonlyonhighestoutcome,etc.
DefiningValue5.2 …useatleasttwotechniquestomodelvalue.Forexample:“We
believethatifwedoX,thentheresultwillbeY.”“Byaddingthiscapability,weexpectclickthroughratestoincreaseby20%inthenextthreemonths.”
5.3 …useatleasttwotechniquestomeasurevalue.Forexample:usagemetrics,NPS,customeranduserinterviews,socialmediasentiment,directobservation,ROI,profitabilityoftheproduct,inboundcustomerfeedback,etc.
OrderingItems5.4 …describeandapplyatleastfourfactorstoimplementwhen
orderingaproductbacklog(e.g.,value,effort,riskreduction,dependencies,costofdelay,readinesstobuild,testability,learningvalue,abilitytodelivertocustomers).
5.5 …applyatleasttwodifferenttechniquestostructureandfilterthecontentsofagivenproductbacklog(e.g.,usingthemes,featureareas,concerns).
AdvancedItemRefinement5.6 …illustratehowtheProductOwnercanensurethatenough
productbacklogitemsare“ready”fortheupcomingsprint.Forexample,createasharedDefinitionof“Ready,”holdfrequentrefinementsessions,empowermorepeopletodothiswork,etc.
5.7 …integratefeedbackfromatleastthreesourcestogenerateproductbacklogitems.Forexample:differentstakeholdergroups,regulatoryrequirements,learningfromvalidation,defects,technicalconcerns,etc.
5.8 …demonstratehowtocommunicatethepurposeandintentofaproductbacklogitem,answerclarificationquestions,andrephraseorsplittheproductbacklogitemwithothers.
5.9 …listatleastthreetechniquestoenhanceuser/customer
contributiontoproductbacklogitemformulation(e.g.,userstorybrainstorming,customerinterviews,openplanningmeeting).
5.10 …describeacceptancecriteriaforaproductbacklogitemsothataDevelopmentTeamcanunderstandtheconditionsfortheitemtobeacceptedasdone.
