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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®
CertifiedScrumProductOwner®
LearningObjectives March2017
bytheScrumAllianceCSPO®andCSP®LearningObjectivesCommittees
Introduction Purpose ThisdocumentdescribestheLearningObjectives(LOs)thatmustbecoveredinaCertifiedScrumProductOwner(CSPO)course.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®candidatesareexpectedtobuildabodyofknowledgeoftheScrumframework,includingitsroles,events,andartifacts.IncorporatingScrumprinciplesandpracticestakesdiligence,patience,andacommitmenttocontinuousimprovement.Scrumisaframework,notaprescriptivemethodology.
ParticipantsinaCSPOcourseshouldexpectthateachLearningObjectiveidentifiedinthisdocumentwillbecoveredinaCSPOcourse.TheCSPOLearningObjectivesfallintothefollowingcategories:
1. UnderstandingtheRoleoftheProductOwner2. DescribingPurposeandStrategy3. UnderstandingCustomersandUsers4. TestingProductAssumptions5. WorkingwiththeProductBacklog
Individualtrainers(CSTs)orcoaches(CECs)maychoosetoteachancillarytopics.Examplesmightinclude:LeanStartup,DesignThinking,AgileLeadership,DomainSpecificApproaches,AgileContracts,etc.AncillarytopicspresentedinaCSPOcoursemustbeclearlyindicatedassuch. Abbreviations LO—LearningObjective. PO—ProductOwner.
LearningObjectives
AnoteaboutexamplesusedinthefollowingLearningObjectives: SeveralLearningObjectivesincludealistofexamples.Theexamplesareusedtoclarifytheintentoftheobjective.Individualtrainersorcoachescanusetheprovidedexamples,theirownexamplesthatstillmeettheobjective,oramixofboth.Examplesdonotimplythattheyaretheonlyoptions,northattheyconstituteanexhaustivelist.
AnoteaboutBloom’sTaxonomy:WhilesomeLearningObjectivesappeartotellthetrainerhowtoteach,thatisnottheintent.Bloom’s-styleLearningObjectivesdescribewhatthelearnercandouponcompletingtheclass.RatherthanincludethattextineachLearningObjective,pleasementallyappendthefollowingphrasetoeachobjective: “UponsuccessfulcompletionoftheCSPOcourse,thelearnerwillbeableto…”
1. UnderstandingtheRoleoftheProductOwner
FundamentalsoftheProductOwnerRole
1.1. …describetheresponsibilitiesoftheProductOwnerroleandthebenefitsofScrumTeamcollaboration.
1.2. …reportthattheProductOwnerhelpstheorganizationrealizevaluethroughdeliveringproductsolutionsthatdelightcustomersanduserswithintheconstraintsoftechnicalfeasibility.
1.3. …describetheProductOwner’sroleinthevariousScrumevents.1.4. …listatleastthreepersonalqualitiesofaProductOwnerthat
supporteffectivedeliveryandvalidationofproductideas.Forexample:emotionalintelligence,collaborativeskills,motivatingteams,knowledgeofScrum,abilitytoworkandempathizewithcustomers,abilitytocommunicatedifficultdecisionsatalllevels,abilitytoworkwithinanorganizationtoremoveimpediments,abilitytosayno,businessskills,knowledgeofthecompleteproductlifecycle,abilitytoapplythe80/20rule,conflictmanagement,negotiationskills,abilitytoinfluence,abilitytomakedecisions,domainexpertise.
1.5. …identifytheimpactonaScrumTeamandorganizationofatleastthreeanti-patternsthatmightexistforProductOwnersandreportonone.Forexample:TheProductOwnerisviewedassimplyanordertaker;theProductOwnersays,“It’sallimportant,”focusingonlyonstrategyandhandingdetailsoffto
theDevelopmentTeam;leavingeverythingambiguous,lettingtheteamfigureitoutwithnoinput;tellingtheteamhowtodotheirjob.
1.6. …discussatleastthreetypesoforganizationalcontextsthataffecttheapproachtotheProductOwnerroleandreportonone.Forexample:AProductOwnerhascompleteownershipoftargetcustomer,problem,andsolution;aProductOwnerownsthedeliveryofsomeoneelse’sideaorinitiative;aProductOwnerdeliversasharedservicetootherteamsintheorganization;aProductOwnerworksonshort-termprojectsthattheyowntheoutcomefor,etc.
1.7. …explainwhyScrumasaframeworkworksforproductdevelopmentandhowtheScrumTeamdeliversproductincrements.Forexample:Discoverandevaluateareal-worldproductideawheretheoutputdeliveredasuccessfuloutcomeandusedfeedbackloopstoinspectandadaptplansforfurthervaluedelivery;DescribehowScrumreducesriskthroughinspectionandadaptationovershorttimeframes;DescribehowScrumcreatesanenvironmentwhereimperfectknowledgeand/ordecisionsareacceptablesinceScrumenableserrorcorrections.
WorkingwithStakeholders 1.8 …useatleastonetechniquetoprovidetransparencyto
stakeholdersongoalsandprogress.Forexample:releaseburn-upchart,roadmap,sprintreviews,etc.
1.9 …listatleastthreedifferentdecision-makingapproachesaProductOwnermightuse,dependingontheircontext.Forexample,ProductOwnerdecidesandinformstheteam,ProductOwnerconsultstheDevelopmentTeamand/orstakeholdersthendecides,ProductOwnerdelegatesadecision,etc.
1.10 …defineafacilitatoranddiscussatleasttwosituationswherethe
ProductOwnermightactasaneutralfacilitatorandwhentheymightuseadifferentengagementapproach.
1.11 …listonetechniqueaProductOwnercouldusewhenengagingwithstakeholderstogatherinformationorinsights(e.g.,affinitygrouping,dotvoting,fistoffive,open-endedquestions,etc.).
WorkingwiththeDevelopmentTeam 1.12 …describehowtheProductOwnercollaborateswiththe
DevelopmentTeamforactivitiessuchasdefiningdoneandbacklogcreation,refinement,andordering.
ProductOwnershipwithMultipleTeams 1.13 …listatleastthreetechniquesforvisualizing,managing,or
reducingdependenciesbetweenteams.Forexample:coordinatewithotherProductOwners,redefineproductbacklogitemstoremovedependencies,ensureproductbacklogsarevisiblysharedbetweenProductOwnersandScrumTeams.
2.DescribingPurposeandStrategy
ProductStrategy 2.1 …definethetermspurpose,vision,mission,strategy,andtactics
inrelationtothework.(Notefortrainers/coaches:Thesetermsaredebatedamongexpertsinthebusinesscommunity,sothegoalisnotto“gettherightanswer”buttohavethediscussionandagreehowthetermsmightbeusedonthelearner’steam).
2.2 …communicatethepurposeofaproductideabydescribingtheproblembeingsolved,whoismostaffectedbytheproblem,howtheteam’seffortswillimprovethesituation,andhowthatsolution’seffectivenesswillbeevaluated.
2.3 …identifyatleasttwoapproachestoidentifypurposeordefine
strategy.Forexample:co-creating,collaborating.2.4 …explainhowstrategyisimpactedfromoutsidetheScrumTeam.
Forexample:alignmentwithotherpartsofthebusiness,hiring,channelpartners,coststructure,metrics,etc.
RoadmapsandReleasePlanning 2.5 …describeatleastthreedifferentstrategiesfortheincremental
deliveryofaproduct.Forexample:opportunistic,multi-sprintreleases,fixed-dateorfixedscope,releaseeachsprint,continuousdelivery(insprint),etc.
2.6 …explainhowtocreateaprioritizedproductroadmapwithstakeholders.
2.7 …describeasolutionorfeatureasprogressivelysmalleritemsthatmaybecompletedinasprint.
3. UnderstandingCustomersandUsersCustomerResearchandProductDiscovery
3.1 …compareandcontrasttheneedsofthreekeygroups:userswhouseaproduct,customerswhobuyaproduct,andanyadditionalstakeholderswhobenefitfromtheproduct’sdeliveryanduse.
3.2 …illustrateatleastoneapproachforsegmentingcustomersandusers.Forexample:customertypes,geography,regulatorybodies.
3.3 …describeastrategyforproductprioritizationbyfocusingonspecificuser/customertypesfordiscoveryanddeliveryversusastrategyoffocusingonmultipleusersandcustomerswithoutfocus.
3.4 …describeatleastthreebenefitsandapplyatleastonetechnique
toconnectteamsdirectlytocustomersanduserstobuilddeeperunderstandingandempathy.Forexample:jobshadowing,customerinterviews,customerobservation,collaborativecustomergames,usabilitytesting,orsimulatingcustomerexperience.
3.5 …useonetechniquetodescribeusersandcustomers,theirjobs,activities,pains,andgains.Forexample:empathymapsorpersonas.
3.6 …describeatleastthreetechniquestogeneratenewproductandfeatureideas,andpracticeone.Forexample:designstudio,brainstorming,collaborativecustomergames,etc.
3.7 …describeatleastthreeaspectsofproductdiscoveryandidentifyhoweachcontributestosuccessfulproductoutcomes.Forexample:userresearch,customerexperiencedesign,interactiondesign,usabilityengineering,visualdesign.
3.8 …listatleastthreetechniquestoconnectteamsdirectlytocustomersanduserstobuilddeeperunderstandingandempathy(e.g.,jobshadowing,customerinterviews,customerobservation,collaborativecustomergames,usabilitytesting,orsimulatingcustomerexperience).
4. TestingProductAssumptions
4.1 …explainhowthesprintreviewisaneffectiveinspect-and-adaptsteptoreviewtheproductincrementbuilt,userinsights,experiments,options,andproductopportunities.
4.2 …recognizethedifferencebetweenanassumptionandahypothesis.
4.3 …describehowScrumsupportstestingproductassumptionsbyusingeachsprinttoexperimentandlearnabouttheproduct,specificprocessadaptations,andtheplanfollowed.
4.4 …discussopportunitiestotestassumptionsduringproduct
discovery,productdevelopment,anddelivery(i.e.,findtheproblem,findthesolution,producethesolution,validate).
4.5 …listatleastthreereasonswhyaProductOwnerperformsdiscoveryandvalidationwork.Forexample:thelowuserateofdeliveredfeatures,thehighfailurerateofstart-ups,theimpactofcognitivebiasondecisionmaking,complexityscience,paceofchange,riskreduction,etc.
4.6 …describeatleastoneapproachtochoosingwhichassumptionshouldbetestedfirst.Forexample,highestbusinessrisk,mostopportunityforlearning,highesttechnicalrisk,etc.
4.7 …listatleastthreeapproachestotestingassumptionsbytheircostandthequalityoflearning.Forexample:buildingapotentiallyreleasableproduct,problemandsolutionInterviews,ethnographicresearch,directuserobservation,A/Btests,concierge/WizardofOzMVPs,paperprototypes,customergames,functionalprototypes,etc.
5. WorkingwiththeProductBacklog
DifferentiatingOutcomeandOutput 5.1 …describetherelationshipbetweenoutcomeandoutputandthe
ProductOwner’sresponsibilitytomaximizevalue.Forexample,outputisameasureofwhatwasbuilt,outcomeishowthatoutputimpactsusersandcustomers,andtheresultingbusinessvaluethatthisprovides.
5.2 …describeatleastthreeattributesofaproductbacklogitemthathelpsassessmaximizingoutcomeandimpact.Forexample:whoneedsit,whydotheyneedit,howtotestit,whyitisvaluable,howlongitmighttaketobuild,etc.
DefiningValue
5.3 …definewhatvalueis(andisnot).Forexample:modeledorassumedvalue,actualvaluetocustomer,ROI,maximizinglearning,risk/derisk,acquiringnewcustomers.
5.4 …listatleasttwotechniquestomeasurevalue.Forexample:usagemetrics,NPS,customeranduserinterviews,socialmediasentiment,directobservation,ROI,profitabilityoftheproduct,inboundcustomerfeedback,etc.
5.5 …describevaluefromtheperspectiveofatleastthreedifferentstakeholdergroups.Forexample:users,businessstakeholders,orDevelopmentTeammembers.
OrderingItems
5.6 …describeatleastthreecriteriontoconsiderfororderingtheproductbacklogandapplyone.Forexample:strategicalignment,businessvalue,uservalue,learningvalue,timetomarket,estimatedcostofbuilding,risk,etc.
5.7 …applyatleastonetechniquetoordertheproductbacklog.Forexample:Kanoattributes,validatedlearning,walkingskeleton,dotvoting,Pareto(80/20rule),bubblesort,lifeboatstrategy,collaborativecustomergames.
CreatingandRefiningItems
5.8 …identifyatleastthreesourcesofproductbacklogItems.Forexample:stakeholdergroups,regulatoryrequirements,learningfromvalidation,defects,technicalconcerns,etc.
5.9 …createproductbacklogitemsthatreflectimpactanddesiredoutcome.Forexample:userstoriesandacceptancecriteria,usecases,hypotheses,BDD,systemqualities,spikes.
5.10 …describeatleastoneapproachtoaccomplishingProduct
BacklogRefinement.Forexample:weeklymeetingswiththeScrumTeam,ongoingadhocrefinementasneeded,ProductOwnerdoesthemajorityofproductbacklogrefinement.
5.11 …recognizetheprosandconsofa“just-in-time”approachforproductbacklogrefinementvs.an“all-at-once”approach.
5.12 …describeatleastthreetoolstocommunicate,clarify,andrefinetheScrumTeam’sunderstandingofproductbacklogitemsandimplementtwotools.Forexample:roadmaps,userstorymap,wireframe,usecases,flowcharts,prototypes,estimates,oracceptancecriteria.
5.13 …explainatleasttwoapproachestoidentify,small,valuable,releasable,subsetsofabigideaorfeature.Forexample:minimumviableproductrelease,releasetolearn,minimummarketablefeatures,valuableverticalslices,etc.
5.14 …describeonebenefitofdecomposinglarger,valuableproductbacklogitemsintosmaller,reprioritizeditems.Forexample,80/20rule,YAGNI.
5.15 …refinelargerproductbacklogitemsintosmalleronesthatare“Ready”tobebuiltbytheDevelopmentTeaminasprint.
ProgramTeams
StrengtheningourCertifications:
PathtoCSPandProgressiveCourses• KarimHarbott• ErikaMassie• CarltonNettleton• LisaReeder• JasonTanner• AndreasSchliep
ScrumFoundationsandCSPO,CSPOLevel2,andCSP-CSPO • PeterGreen• CatherineLouis• JeffPatton• AaronSanders• supportedbyScrumAlliancestaffLisaReederandErikaJonesMassie