Scrum Alliance Certified Scrum Professional … Alliance ® Certified Scrum Professional-Product...

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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 Professional-Product Owner ® 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 CSP-CSPO 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. CSP-CSPO® 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 continuous improvement. Scrum is a framework, not a prescriptive methodology.

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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

ScrumAlliance®

CertifiedScrumProfessional-ProductOwner® LearningObjectives

March2017 bytheScrumAllianceCSPO®andCSP®LearningObjectivesCommittees

Introduction Purpose ThisdocumentdescribestheLearningObjectives(LOs)thatmustbecoveredinaCSP-CSPOcourse.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.CSP-CSPO®candidatesareexpectedtobuildabodyofknowledgeoftheScrumframework,includingitsroles,events,andartifacts.IncorporatingScrumprinciplesandpracticestakesdiligence,patience,andacommitmenttocontinuousimprovement.Scrumisaframework,notaprescriptivemethodology.

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ParticipantsinaCSP-CSPOcourseshouldexpectthateachLearningObjectiveidentifiedinthisdocumentwillbecoveredinaCSPOeducationaloffering.TheCSPOLearningObjectivesfallintothefollowingcategories:

1. GrowingintheRoleoftheProductOwner2. ImplementingPurposeandStrategy3. AdvancedInteractionswithCustomersandUsers4. HighLevelApproachesforTestingProductAssumptions5. AdvancedProductBacklogManagement

Individualtrainers(CSTs)orcoaches(CECs)maychoosetoteachancillarytopics.AncillarytopicspresentedinaCSP-CSPOcoursemustbeclearlyindicatedassuch.

LearningObjectives AnoteaboutexamplesusedinthefollowingLearningObjectives: SeveralLearningObjectivesincludealistofexamples.Theexamplesareusedtoclarifytheintentoftheobjective.Individualtrainersorcoachescanusetheprovidedexamples,theirownexamplesthatstillmeettheobjective,oramixofboth.Examplesdonotimplythattheyaretheonlyoptions,northattheyconstituteanexhaustivelist. AnoteaboutBloom’sTaxonomy: WhilesomeLearningObjectivesappeartotellthetrainerhowtoteach,thatisnottheintent.Bloom’s-styleLearningObjectivesdescribewhatthelearnercandouponcompletingtheclass.RatherthanincludethattextineachLearningObjective,pleasementallyappendthefollowingphrasetoeachobjective: “UponsuccessfulcompletionoftheCSP-CSPOcourse,thelearnerwillbeableto…”

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1. GrowingintheRoleoftheProductOwner

ProductOwnerasProductChampion

1.1 …describehowdifferentorganizationaldesignsandstructuresmightimpacthowapersonisselectedforandperformstheProductOwnerrole.Forexample:aProductOwnerthathascompleteownershipoftargetcustomer,problem,andsolution,aProductOwnerthatownsthedeliveryofsomeoneelse’sideaorinitiative,aProductOwnerthatdeliversasharedservicetootherteamsintheorganization,oraProductOwnerthatworksonshorttermprojectsforwhichtheyowntheoutcome.

1.2 …reflectonhowyouhavechangedoradaptedyourmindsetandactionstobesuccessfulasaProductOwner.

1.3 …proposestrategiestofillinmissingskillsorcapabilitiestheteamneedstocreatesuccessfulproducts.Forexample:createalightweightbusinesscasetoinvestinskillsorcapabilities(suchassecurity,operations,support,sales,marketing,documentation)toreducerisk,increaseprobabilityofsuccess,improveefficiency.

AdvancedStakeholderDiscussion

1.4 …reflectonafacilitatedsessionwithstakeholders,providingtwoexamplesofhowtoimproveasimilarsession(e.g.,byusinganexternalfacilitator,visualmanagementandfacilitationmethods,establishinggroundrulesatthebeginningofthesession).

1.5 …demonstratehowtofacilitatewhentwostakeholdershavedifferentopinionsaboutatopic(e.g.,listingpotentialbenefitsandrisksincaseofapriorityconflict).

1.6 …applyatleasttwotechniquesforgathering,communicating,andleveraginginformationgatheredfrominternalandexternalstakeholders.

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LaunchingScrumTeams

1.7 …assessatleastthreereasonswhythestartofanewScrumTeamshouldbehandleddifferentlyfromatraditionalprojectkickofforcharter(i.e.,levelofcollaboration,lackofexperienceinAgileenvironments,importanceofsharedunderstanding).

1.8 …defineanddiscusshowtousepurpose,alignment,andcontexttoaccelerateteamworkforanewScrumTeam.

1.9 …evaluatetheProductOwner’sresponsibilitytodefineexpectationsforqualitywhentheteamforms.

1.10 …planandschedulethelaunchofmultipleScrumTeamsworkingonthesameproduct.

1.11 …evaluatethelaunchofmultipleScrumTeamsworkingonthesameproductandidentifyatleastthreeimprovementopportunities(e.g.,uselarge-groupfacilitationformatslikeOpenSpace,employvisualfacilitation,fostercross-teamexchangeandsupport,engageanoutsidefacilitator).

ProductOwnershipwithMultipleTeams

1.12 …demonstrateatleasttwomethodstosupportproductbacklogmanagementacrossmultipleteams.

1.13 …organizeandfacilitateacollaborativesessiontoperformprioritizationatscale(i.e.,determinecategoriesforcomparison,agreeonreferencefeaturesorthemes).

1.14 …describeatleastthreeapproachesthatcanbeusedasfacilitationtoolsforscaledproductdevelopment(e.g.,teamscoring,collaborationgames,featureownership,openprioritizationmeeting).

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2. ImplementingPurposeandStrategy

Market-DrivenProductStrategyPractices 2.1 …compareandcontrastatleastthreedifferenttypesofbusiness

models(e.g.,time-basedaccess[perpetual,annual,subscription],transaction,meter,service,etc.).

2.2 …developabusinessmodelaroundanewproductidea(e.g.,businessmodelcanvas).

2.3 …constructacompetitiveanalysisofafeature,product,andbusiness.

2.4 …calculatetheopportunitysizeofaproductorfeature(i.e.,applymarketresearchandcollaborativemethodstodeterminethepotentialsizeofthemarketfortheproductorfeature).

2.5 …planhowtodiscoverproductattributesusingavisualmanagementmethod(e.g.,valuepropositiondesign,business-modelgeneration,LeanStartupcanvas)andreflectaboutatleasttwoimprovements.

ComplexRoadmappingandReleasePlanning

2.6 …illustratetheroleofaopportunity-drivenproductroadmapinlinkingorganizationalstrategytoproductdevelopment.

2.7 …demonstrateatleasttwotechniquestostructurealargeproductroadmap(e.g.,userstorymap,twodimensionalroadmap,timeline).

2.8 …defineatleastthreecomponentsofastrategic,multi-teamproductroadmap(e.g.,customer-needshypothesis,features/epics,dates).

2.9 …developaproductroadmapforacomplexorlargeproduct(e.g.,createavision,prioritizefeatures,identifydependencies,macro-levelestimation,alignmenttomarketingplanororganizationalevents)

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2.10 …applyatleasttwovalidmethodstodeterminetheprofitability

ofaproductinanAgilecontext(e.g.,calculatemargin,totalcostofownership/TCO,cashflow,).

2.11 …calculatetheexpectedoutcomeoreconomicresultsofaproductreleasegivenfixedandvariablecosts,andforecastedreturnofdelivery.

2.12 …explainaniterativeandincrementalinvestmentmodelforproductdevelopment.

2.13 …demonstrateatleastthreewayshowareturnoninvestmentcanbeimproved(e.g.,removelessimportantfeatures,reducetimetomarket,applyprioritizationandestimationmethodsthathelpdeterminethemostvaluableproductfeaturesfortheleastinvestment).

2.14 …calculatethecostofdelayforproductfeatures(i.e.,determinepotentiallossesandotherrisks).

2.15 …compareatleasttwoapproachestofundAgileproductdevelopment(e.g.,timeandmaterialswithvariablescope,shortproptypeprojects,costceiling).

2.16 …developareleasestrategy.Forexample,releaseincrementallytodifferentmarketsegments.

2.17 …defineatleastthreepotentialmeasurableproductlaunchgoals.2.18 …discussatleastfiveelementsofaproductlaunchplanandhow

toapproachinthecontextofScrum(e.g.preparinginternalstakeholdersorgroups,preparingcustomers,collaboratingtocreatecommunications,transitionormigrationplan,distributionplan).

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3. AdvancedInteractionswithCustomersandUsers

AdvancedCustomerResearchandProductDiscovery

3.1 …constructaplantoapplythestepsofacustomerdevelopmentmodel(e.g.,customerdiscovery,customervalidation,customercreation,companybuilding).

3.2 …demonstrateamethod(oractivity)toidentifydifferentcustomergroups(e.g.,personae,targetgroups,marketsegmentation).

3.3 …demonstratehowtointegratecustomerdevelopmentintoproductdevelopment.

3.4 …describeatleastoneapproachtoidentifycustomerneeds(e.g.,DesignThinking,LeanStartuphypothesis).

3.5 …describeatleasttwoin-personandonlinetechniquesforgathering,communicating,andleveraginginformationgatheredfrominternalandexternalstakeholders(e.g.,collaborativecustomergames,customerinterviews,customerobservations,Kanomethod,customersurveys).

3.6 …evaluatethefitnessofgiventechniquesforvisioncreation,generatingnewproductideas,roadmapping,prioritizationormarketresearch.

3.7 …createstoryboardstocommunicatecontext,userflows,andinteractions.

4. HighLevelApproachesforTestingProductAssumptions

4.1 …debatetheefficacyoftheScrumframeworkforproduct

discovery,productdevelopment,andproduction.

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4.2 …explainatleasttworeasonswhyalengthyproduct

developmentcycleinhibitsproductdiscovery.4.3 …planasprintreviewthatoffersaneffectiveinspect-and-adapt

opportunityforstakeholders,customers,andusersbasedontheproductincrementthatwasbuiltinthesprint.

4.4 …choose,run,andreportonanexperimentforaspecifichypothesisthatdeliversthemostlearningfortheleasteffortandcost.

5. AdvancedProductBacklogManagement

DifferentiatingOutcomeandOutput

5.1 …appraisehowyourteamand/ororganizationemphasizesoutputandoutcomes.

DefiningValue5.2 …weightherelativeimportanceofatleastthreedifferenttypes

ofvalueandillustratewhichwouldbepreferredforagivenproductideaatagivenpointinitslifecycle.Forexample:shorttermvs.longterm,riskreduction,knowledgecreation,regulatory/legalrequirementcompliance,returnoninvestment(ROI),etc.

OrderingItems5.3 …comparethebenefitsofatleastthreetechniquestoinform

productbacklogorderingandapplyone.5.4 …explainanddefendtheorderofabacklogtooneormore

stakeholders

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RefiningItemstoDeliverCustomerValueQuickly5.5 …analyzeateam’suseofproductbacklogrefinementforhow

wellitleadstosharedunderstanding,opportunitytofocusonsmallslicesofvaluedelivery,andlevelofinvolvementoftheDevelopmentTeam.

5.6 …useonetechniquetoenhanceuser/customercontributiontoproductbacklogitemformulation(e.g.,userstorybrainstorming,customerinterviews,openplanningmeeting).