Product Owner Coaching Syllabus: Difference between revisions

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* F1.4 - 3 Pillars of Empirical Process Control
* F1.4 - 3 Pillars of Empirical Process Control
* F1.5 - Traditional vs Empirical Product Planning
* F1.5 - Traditional vs Empirical Product Planning
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|[[Iterative vs. Incremental]]
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* F1.7 - Iterative and Incremental Approaches
* 2.2 - 1 way to create a product plan or forecast with stakeholders
* 2.3 - 1 way to plan a product release
* 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
|-
|-
|[[Sprints]]
|[[Sprints]]
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* F3.2 - 5 Scrum Events
* F3.2 - 5 Scrum Events
|-
|-
|[[Sprint Review]]
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* F3.1 - Timeboxing
* [[Sprint Review]]
* F3.2 - 5 Scrum Events
* [[Sprint Retrospective]]
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|[[Sprint Retrospective]]
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* F3.1 - Timeboxing
* F3.1 - Timeboxing
* F3.2 - 5 Scrum Events
* F3.2 - 5 Scrum Events
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|[[Definition of Done]]
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* F4.2 - Definition of Done
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|-
|[[Scrum Artefacts]]
|[[Scrum Artefacts]]
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* F4.1 - 3 Scrum Artefacts
* F4.1 - 3 Scrum Artefacts
|-
|-
|[[Working With Stakeholders]]
|[[Iterative vs. Incremental]]
|
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* 1.3 - 1 technique to provide progress toward goals
* F1.7 - Iterative and Incremental Approaches
* 1.4 - 3 techniques to engage, gather information and derive insights
* 2.2 - 1 way to create a product plan or forecast with stakeholders
* 2.3 - 1 way to plan a product release
* 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
|-
|-
|[[Agile Estimation]]
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*[[Purpose & Strategy]]
*[[Strategic Awareness]]
*[[Empathy Mapping]]
*[[Impact Mapping]]
*[[Story Mapping]]
*[[Working With The Product Backlog]]
*[[Affinity Estimation]]
*[[Value Mapping]]
*[[Kano Analysis]]
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* 1.3 - 1 technique to provide progress toward goals
* 1.3 - 1 technique to provide progress toward goals
* 5.5 - 3 terms related to product economics
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|[[Scaling Scrum]]
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*1.5 - 2 ways of overcoming challenges when working with multiple teams
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|[[Purpose & Strategy]]
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* 2.1 - 1 way of creating a product vision
* 2.1 - 1 way of creating a product vision
* 2.2 - 1 way to create a product plan or forecast with stakeholders
* 2.2 - 1 way to create a product plan or forecast with stakeholders
* 3.1 - Why a Product Owner performs discovery and validation work
* 3.2 - 1 approach for segmenting customers and users
* 3.3 - 1 technique to prioritise between conflicting customer (or user) needs
* 3.5 - 1 technique to describe users and customers: their jobs, activities, pains, and gains
* 5.2 - 3 attributes of a Product Backlog item that help assess maximising outcome
* 5.3 - 2 techniques to measure value
* 5.4 - Value from 3 different stakeholder groups
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|[[Release Planning]]
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* 2.2 - 1 way to create a product plan or forecast with stakeholders
*[[Release Planning]]
* 2.3 - 1 way to plan a product release
*[[Release Strategy]]
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*[[Backlog Strategy Archetypes]]
|[[Release Strategy]]
*[[Evolutionary Strategy]]
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* 2.2 - 1 way to create a product plan or forecast with stakeholders
* 2.2 - 1 way to create a product plan or forecast with stakeholders
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* 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
* 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
|-
|-
|[[Strategic Awareness]]
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|
* 2.2 - 1 way to create a product plan or forecast with stakeholders
*[[Customer Research]]
|-
*[[Collaboration Frameworks]]
|[[Evolutionary Strategy]]
*[[Testing Assumptions]]
*[[Design Sprint]]
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|
* 2.2 - 1 way to create a product plan or forecast with stakeholders
* 3.6 - 3 approaches to connect the Development Team directly to customers and users
* 4.1 - How Scrum supports validating product assumptions
* 4.2 - 1 approach to validate product assumptions by their cost and quality of learning
|-
|-
|[[Story Mapping]]
|[[Working With Stakeholders]]
|
|
* 2.3 - 1 way to plan a product release
* 1.3 - 1 technique to provide progress toward goals
* 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
* 1.4 - 3 techniques to engage, gather information and derive insights
|-
|-
|[[Backlog Strategy Archetypes]]
|[[Feature Debt]]
|
|
* 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
* 5.1 - describe the relationship between outcome and output
* 5.6 - Create a Product Backlog Item that includes description of desired outcome and value
|-
|-
|[[Customer Research]]
|[[Definition of Done]]
|
|
* 3.1 - Why a Product Owner performs discovery and validation work
* F4.2 - Definition of Done
* 3.2 - 1 approach for segmenting customers and users
|-
|-
|[[Collaboration Frameworks]]
|[[Agile Estimation]]
|
|
* 3.3 - 1 technique to prioritise between conflicting customer (or user) needs
* 1.3 - 1 technique to provide progress toward goals
* 5.5 - 3 terms related to product economics
|-
|-
|[[Design Sprint]]
|[[Scaling Scrum]]
|
|
* 3.4 - 3 aspects of product discovery and how each contributes to successful product outcomes
*1.5 - 2 ways of overcoming challenges when working with multiple teams
* 3.6 - 3 approaches to connect the Development Team directly to customers and users
|-
|[[Empathy Mapping]]
|
* 3.5 - 1 technique to describe users and customers: their jobs, activities, pains, and gains
|-
|[[Testing Assumptions]]
|
* 4.1 - How Scrum supports validating product assumptions
* 4.2 - 1 approach to validate product assumptions by their cost and quality of learning
|-
|[[Feature Debt]]
|
* 5.1 - describe the relationship between outcome and output
|-
|[[Working With The Product Backlog]]
|
* 5.2 - 3 attributes of a Product Backlog item that help assess maximising outcome
* 5.3 - 2 techniques to measure value
* 5.4 - Value from 3 different stakeholder groups
|}
|}


Latest revision as of 00:23, 27 October 2022


Here is a suggested coaching syllabus to cover the Product Owner Learning Objectives based upon the Scrum Alliance learning objectives.

Session Learning Objective Mapping
Scrum Framework
  • F1.2 - Scrum and its Purpose
  • F1.6 - Scrum in its Entirety
Scrum Roles
  • F2.1 - How Scrum Roles Interact
  • F2.2 - Cross Functional and Self Organising Teams
  • 1.1 - 3 organizational contexts that affect the approach to the Product Owner role
  • 1.2 - 3 anti-patterns that might exist for Product Owners
Agile Manifesto
  • F1.1 - Scrum and Agile Manifesto
5 Scrum Values
  • F1.3 - 5 Scrum Values
Empirical vs Predictive Control Processes
  • F1.4 - 3 Pillars of Empirical Process Control
  • F1.5 - Traditional vs Empirical Product Planning
Sprints
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
Sprint Planning & Product Backlog Refinement
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
  • F4.3 - Product Backlog Refinement
  • F4.4 - 3 Activities During Product Backlog Refinement
  • 3.7 - 3 benefits of Development Team direct interactions
  • 5.6 - Create a Product Backlog Item that includes description of desired outcome and value
  • 5.7 - 1 approach to Product Backlog Refinement
  • 5.8 - 3 criteria for ordering the Product Backlog
Daily Scrum
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
  • F3.1 - Timeboxing
  • F3.2 - 5 Scrum Events
Scrum Artefacts
  • F4.1 - 3 Scrum Artefacts
Iterative vs. Incremental
  • F1.7 - Iterative and Incremental Approaches
  • 2.2 - 1 way to create a product plan or forecast with stakeholders
  • 2.3 - 1 way to plan a product release
  • 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
  • 1.3 - 1 technique to provide progress toward goals
  • 2.1 - 1 way of creating a product vision
  • 2.2 - 1 way to create a product plan or forecast with stakeholders
  • 3.1 - Why a Product Owner performs discovery and validation work
  • 3.2 - 1 approach for segmenting customers and users
  • 3.3 - 1 technique to prioritise between conflicting customer (or user) needs
  • 3.5 - 1 technique to describe users and customers: their jobs, activities, pains, and gains
  • 5.2 - 3 attributes of a Product Backlog item that help assess maximising outcome
  • 5.3 - 2 techniques to measure value
  • 5.4 - Value from 3 different stakeholder groups
  • 2.2 - 1 way to create a product plan or forecast with stakeholders
  • 2.3 - 1 way to plan a product release
  • 2.4 - 2 approaches to identify small, valuable, and releasable Product Increments
  • 3.6 - 3 approaches to connect the Development Team directly to customers and users
  • 4.1 - How Scrum supports validating product assumptions
  • 4.2 - 1 approach to validate product assumptions by their cost and quality of learning
Working With Stakeholders
  • 1.3 - 1 technique to provide progress toward goals
  • 1.4 - 3 techniques to engage, gather information and derive insights
Feature Debt
  • 5.1 - describe the relationship between outcome and output
Definition of Done
  • F4.2 - Definition of Done
Agile Estimation
  • 1.3 - 1 technique to provide progress toward goals
  • 5.5 - 3 terms related to product economics
Scaling Scrum
  • 1.5 - 2 ways of overcoming challenges when working with multiple teams

See Also

References

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