Scrum Alliance 7401 Church Ranch Blvd., Suite 210, Westminster, CO 80021
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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.
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…”
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.
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).
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)
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).
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.
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
RefiningItemstoDeliverCustomerValueQuickly5.5 …analyzeateam’suseofproductbacklogrefinementforhow
wellitleadstosharedunderstanding,opportunitytofocusonsmallslicesofvaluedelivery,andlevelofinvolvementoftheDevelopmentTeam.
5.6 …useonetechniquetoenhanceuser/customercontributiontoproductbacklogitemformulation(e.g.,userstorybrainstorming,customerinterviews,openplanningmeeting).
