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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

    bytheScrumAllianceCSPOandCSPLearningObjectivesCommittees

    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-CSPOcandidatesareexpectedtobuildabodyofknowledgeoftheScrumframework,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. AnoteaboutBloomsTaxonomy: WhilesomeLearningObjectivesappeartotellthetrainerhowtoteach,thatisnottheintent.Blooms-styleLearningObjectivesdescribewhatthelearnercandouponcompletingtheclass.RatherthanincludethattextineachLearningObjective,pleasementallyappendthefollowingphrasetoeachobjective: UponsuccessfulcompletionoftheCSP-CSPOcourse,thelearnerwillbeableto

  • 1. GrowingintheRoleoftheProductOwner

    ProductOwnerasProductChampion 1.1 describehowdifferentorganizationaldesignsandstructures

    mightimpacthowapersonisselectedforandperformstheProductOwnerrole.Forexample:aProductOwnerthathascompleteownershipoftargetcustomer,problem,andsolution,aProductOwnerthatownsthedeliveryofsomeoneelsesideaorinitiative,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 evaluatetheProductOwnersresponsibilitytodefineexpectationsforqualitywhentheteamforms.

    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 constructaplantoapplythestepsofacustomerdevelopment

    model(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

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