Product Owner Learning Objectives: Difference between revisions

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(Created page with "Category:Agile:ArticlesCategory:Agile:ScrumCategory:Agile:CertificationCategory:Agile Below are the learning objectives based upon the Scrum Alliance learning objectives for coaching Product Owners. ==Foundation Learning Objectives== {| class="wikitable" !ID !Classification !Learning Objective !Session Mapping |- |F1.1 |Scrum Theory |Scrum and Agile Manifesto |Agile Manifesto |- |F1.2 |Scrum Theory |Scrum and its Purpose |Scrum Framework |- |F1....")
 
 
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|-
|-
|1.1
|1.1
|Scrum Roles
|Fundamentals of the Product Owner Role
|3 Rights and 5 Responsibilities
|3 organizational contexts that affect the approach to the Product Owner role
|[[Scrum Roles]]
|[[Scrum Roles]]
|-
|-
|1.2
|1.2
|Scrum Roles
|Fundamentals of the Product Owner Role
|2 Reasons Why Product Owner is one person
|3 anti-patterns that might exist for Product Owners
|[[Scrum Roles]]
|[[Scrum Roles]]
|-
|-
|1.3
|1.3
|Scrum Roles
|Working with Stakeholders
|How and why Product Owner has authority over the product
|1 technique to provide progress toward goals
|[[Scrum Roles]]
|
*[[Working With Stakeholders]]
*[[Agile Estimation]]
|-
|-
|1.4
|1.4
|Scrum Roles
|Working with Stakeholders
|5 Characteristics of the Development Team
|3 techniques to engage, gather information and derive insights
|[[Scrum Roles]]
|[[Working With Stakeholders]]
|-
|-
|1.5
|1.5
|Scrum Events & Artefacts
|Product Ownership with Multiple Teams
|How Scrum Team increases transparency, inspection and adaptation in the Scrum events
|2 ways of overcoming challenges when working with multiple teams
|[[Empirical vs Predictive Control Processes]]
|[[Scaling Scrum]]
|-
|1.6
|Scrum Events & Artefacts
|3 responsibilities of the Scrum roles during events
|
* [[Sprint Planning & Product Backlog Refinement]]
* [[Daily Scrum]]
* [[Sprint Review]]
* [[Sprint Retrospective]]
|-
|1.7
|Sprint and Increment
|Sprint Goal does not change during Sprint
|[[Sprint Planning & Product Backlog Refinement]]
|-
|1.8
|Sprint and Increment
|Outcome of each Sprint
|[[Definition of Done]]
|-
|1.9
|Sprint and Increment
|3 reasons why Increment corresponds to the Definition of Done
|[[Definition of Done]]
|-
|1.10
|Sprint Planning
|Activities during Sprint Planning
|[[Sprint Planning & Product Backlog Refinement]]
|-
|1.11
|Sprint Planning
|Sprint Goals
|[[Sprint Planning & Product Backlog Refinement]]
|-
|1.12
|Daily Scrum
|3 ways the Daily Scrum differs from a status reporting meeting
|[[Daily Scrum]]
|-
|1.13
|Sprint Review
|3 Activities other than demo in a Sprint Review
|[[Sprint Review]]
|-
|1.14
|Sprint Review
|3 outcome from a Sprint Review
|[[Sprint Review]]
|-
|1.15
|Sprint Retrospective
|2 approaches for a Sprint Retrospective
|[[Sprint Retrospective]]
|-
|1.16
|Product Backlog
|3 characteristics of the Product Backlog
|[[Scrum Artefacts]]
|-
|1.17
|Product Backlog
|4 attributes of a Product Backlog Item
|[[Scrum Artefacts]]
|-
|1.18
|Sprint Backlog
|3 characteristics of the Sprint Backlog
|[[Scrum Artefacts]]
|-
|1.19
|Sprint Backlog
|How the Sprint Backlog can change preserving the Sprint Goal
|[[Scrum Artefacts]]
|-
|1.20
|Definition of “Done”
|2 risks of weak Definition of Done
|[[Definition of Done]]
|-
|1.21
|Definition of “Done”
|How to create a Definition of Done
|[[Definition of Done]]
|-
|1.22
|Definition of “Done”
|Why multiple teams need to work to the same Definition of Done
|[[Definition of Done]]
|-
|-
|2.1
|2.1
|Facilitation
|Describing Purpose and Strategy
|3 situations where Scrum Master helps with facilitation
|1 way of creating a product vision
|[[Scrum Master As A Facilitator]]
|[[Purpose & Strategy]]
|-
|-
|2.2
|2.2
|Facilitation
|Describing Purpose and Strategy
|3 techniques for group decision making
|1 way to create a product plan or forecast with stakeholders
|[[Scrum Master As A Facilitator]]
|
*[[Purpose & Strategy]]
*[[Release Planning]]
*[[Release Strategy]]
*[[Iterative vs. Incremental]]
*[[Strategic Awareness]]
*[[Evolutionary Strategy]]
|-
|-
|2.3
|2.3
|Coaching
|Describing Purpose and Strategy
|Teaching, mentoring and coaching differences
|1 way to plan a product release
|[[Scrum Master As A Coach]]
|
*[[Release Planning]]
*[[Story Mapping]]
*[[Release Strategy]]
*[[Iterative vs. Incremental]]
|-
|-
|2.4
|2.4
|Coaching
|Describing Purpose and Strategy
|How to apply at least one technique
|2 approaches to identify small, valuable, and releasable Product Increments
|[[Scrum Master As A Coach]]
|
*[[Story Mapping]]
*[[Release Strategy]]
*[[Iterative vs. Incremental]]
*[[Backlog Strategy Archetypes]]
|-
|-
|3.1
|3.1
|Scrum Master as Servant-Leader
|Understanding Customers and Users
|Define servant leadership
|Why a Product Owner performs discovery and validation work
|[[Scrum Roles]]
|[[Customer Research]]
|-
|-
|3.2
|3.2
|Scrum Master as Servant-Leader
|Understanding Customers and Users
|3 scenarios where Scrum Master acts as servant leader
|1 approach for segmenting customers and users
|[[Scrum Roles]]
|[[Customer Research]]
|-
|-
|3.3
|3.3
|Scrum Master as Servant-Leader
|Understanding Customers and Users
|Impacts of time pressure by Product Owner or stakeholders and how to resolve
|1 technique to prioritise between conflicting customer (or user) needs
|[[Adoption of Scrum]]
|[[Collaboration Frameworks]]
|-
|-
|3.4
|3.4
|Scrum Master as Servant-Leader
|Understanding Customers and Users
|Technical Debt
|3 aspects of product discovery and how each contributes to successful product outcomes
|[[Technical Debt]]
|[[Design Sprint]]
|-
|-
|3.5
|3.5
|Scrum Master as Servant-Leader
|Understanding Customers and Users
|3 development practices
|1 technique to describe users and customers: their jobs, activities, pains, and gains
|[[Extreme Programming (XP)]]
|[[Empathy Mapping]]
|-
|3.6
|Understanding Customers and Users
|3 approaches to connect the Development Team directly to customers and users
|[[Design Sprint]]
|-
|3.7
|Understanding Customers and Users
|3 benefits of Development Team direct interactions
|[[Sprint Planning & Product Backlog Refinement]]
|-
|-
|4.1
|4.1
|Service to the Product Owner
|Validating Product Assumptions
|3 ways Scrum Master supports the Product Owner
|How Scrum supports validating product assumptions
|[[Scrum Roles]]
|[[Testing Assumptions]]
|-
|-
|4.2
|4.2
|Service to the Product Owner
|Validating Product Assumptions
|2 benefits of Product Owner participating in Sprint Retrospectives
|1 approach to validate product assumptions by their cost and quality of learning
|[[Sprint Retrospective]]
|[[Testing Assumptions]]
|-
|-
|5.1
|5.1
|Impediment Removal
|Differentiating Outcome and Output
|2 ways Scrum Master removes impediments
|describe the relationship between outcome and output
|[[Scrum Roles]]
|
*[[Feature Debt]]
|-
|-
|5.2
|5.2
|Impediment Removal
|Differentiating Outcome and Output
|3 organisational impediments affecting Scrum teams
|3 attributes of a Product Backlog item that help assess maximising outcome
|[[Adoption of Scrum]]
|[[Working With The Product Backlog]]
|-
|-
|5.3
|5.3
|Coaching the Organisation
|Defining Value
|Organisational design change caused by adopting Scrum
|2 techniques to measure value
|[[Adoption of Scrum]]
|[[Working With The Product Backlog]]
|-
|-
|5.4
|5.4
|Coaching the Organisation
|Defining Value
|What happens to traditional project management activities
|Value from 3 different stakeholder groups
|[[Scrum Roles]]
|[[Working With The Product Backlog]]
|-
|5.5
|Defining Value
|3 terms related to product economics
|[[Agile Estimation]]
|-
|5.6
|Creating and Refining Items
|Create a Product Backlog Item that includes description of desired outcome and value
|
*[[Product Backlog Refinement]]
*[[Backlog Strategy Archetypes]]
|-
|5.7
|Creating and Refining Items
|1 approach to Product Backlog Refinement
|[[Product Backlog Refinement]]
|-
|5.8
|Creating and Refining Items
|3 criteria for ordering the Product Backlog
|[[Product Backlog Refinement]]
|}
|}


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==References==
==References==
* [https://scrumguides.org/index.html The Scrum Guide]
* [https://scrumguides.org/index.html The Scrum Guide]
* [https://www.scrumalliance.org/ScrumRedesignDEVSite/media/ScrumAllianceMedia/Files%20and%20PDFs/Learning%20Objectives/E_CSM_LO_5-20-21.pdf Certified Scrum Master (CSM) Learning Objectives, 2021]
* [https://www.scrumalliance.org/ScrumRedesignDEVSite/media/ScrumAllianceMedia/Files%20and%20PDFs/Learning%20Objectives/E_CSPO_LO_5-20-21.pdf Certified Product Owner (CSPO) Learning Objectives, 2021]
* [https://www.scrumalliance.org/ScrumRedesignDEVSite/media/ScrumAllianceMedia/Files%20and%20PDFs/Learning%20Objectives/E_Scrum-Foundations_LO_5-20-21.pdf Scrum Foundations Learning Objectives, 2021]
* [https://www.scrumalliance.org/ScrumRedesignDEVSite/media/ScrumAllianceMedia/Files%20and%20PDFs/Learning%20Objectives/E_Scrum-Foundations_LO_5-20-21.pdf Scrum Foundations Learning Objectives, 2021]

Latest revision as of 02:27, 15 March 2022

Below are the learning objectives based upon the Scrum Alliance learning objectives for coaching Product Owners.

Foundation Learning Objectives

ID Classification Learning Objective Session Mapping
F1.1 Scrum Theory Scrum and Agile Manifesto Agile Manifesto
F1.2 Scrum Theory Scrum and its Purpose Scrum Framework
F1.3 Scrum Theory 5 Scrum Values 5 Scrum Values
F1.4 Scrum Theory 3 Pillars of Empirical Process Control Empirical vs Predictive Control Processes
F1.5 Scrum Theory Traditional vs Empirical Product Planning Empirical vs Predictive Control Processes
F1.6 Scrum Theory Scrum in its Entirety Scrum Framework
F1.7 Scrum Theory Iterative and Incremental Approaches Iterative vs. Incremental
F2.1 Scrum Roles How Scrum Roles Interact Scrum Roles
F2.2 Scrum Roles Cross Functional and Self Organising Teams Scrum Roles
F3.1 Scrum Events Timeboxing
F3.2 Scrum Events 5 Scrum Events
F4.1 Scrum Artefacts 3 Scrum Artefacts
F4.2 Scrum Artefacts Definition of Done Definition of Done
F4.3 Scrum Artefacts Product Backlog Refinement Sprint Planning & Product Backlog Refinement
F4.4 Scrum Events and Artefacts 3 Activities During Product Backlog Refinement Sprint Planning & Product Backlog Refinement

Product Owner Learning Objectives

ID Classification Learning Objective Session Mapping
1.1 Fundamentals of the Product Owner Role 3 organizational contexts that affect the approach to the Product Owner role Scrum Roles
1.2 Fundamentals of the Product Owner Role 3 anti-patterns that might exist for Product Owners Scrum Roles
1.3 Working with Stakeholders 1 technique to provide progress toward goals
1.4 Working with Stakeholders 3 techniques to engage, gather information and derive insights Working With Stakeholders
1.5 Product Ownership with Multiple Teams 2 ways of overcoming challenges when working with multiple teams Scaling Scrum
2.1 Describing Purpose and Strategy 1 way of creating a product vision Purpose & Strategy
2.2 Describing Purpose and Strategy 1 way to create a product plan or forecast with stakeholders
2.3 Describing Purpose and Strategy 1 way to plan a product release
2.4 Describing Purpose and Strategy 2 approaches to identify small, valuable, and releasable Product Increments
3.1 Understanding Customers and Users Why a Product Owner performs discovery and validation work Customer Research
3.2 Understanding Customers and Users 1 approach for segmenting customers and users Customer Research
3.3 Understanding Customers and Users 1 technique to prioritise between conflicting customer (or user) needs Collaboration Frameworks
3.4 Understanding Customers and Users 3 aspects of product discovery and how each contributes to successful product outcomes Design Sprint
3.5 Understanding Customers and Users 1 technique to describe users and customers: their jobs, activities, pains, and gains Empathy Mapping
3.6 Understanding Customers and Users 3 approaches to connect the Development Team directly to customers and users Design Sprint
3.7 Understanding Customers and Users 3 benefits of Development Team direct interactions Sprint Planning & Product Backlog Refinement
4.1 Validating Product Assumptions How Scrum supports validating product assumptions Testing Assumptions
4.2 Validating Product Assumptions 1 approach to validate product assumptions by their cost and quality of learning Testing Assumptions
5.1 Differentiating Outcome and Output describe the relationship between outcome and output
5.2 Differentiating Outcome and Output 3 attributes of a Product Backlog item that help assess maximising outcome Working With The Product Backlog
5.3 Defining Value 2 techniques to measure value Working With The Product Backlog
5.4 Defining Value Value from 3 different stakeholder groups Working With The Product Backlog
5.5 Defining Value 3 terms related to product economics Agile Estimation
5.6 Creating and Refining Items Create a Product Backlog Item that includes description of desired outcome and value
5.7 Creating and Refining Items 1 approach to Product Backlog Refinement Product Backlog Refinement
5.8 Creating and Refining Items 3 criteria for ordering the Product Backlog Product Backlog Refinement

See Also

References

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