Product Owner (Scrum)
Scrum Values
Commitment Courage Focus Openness Respect
What variables should a Product Owner consider when ordering the Product Backlog?
Whatever is most appropriate for the Product Owner to achieve the product's goals and to optimize the value received
Sprints are limited
to one calendar month. When a Sprint's horizon is too long the definition of what is being built may change, complexity may rise, and risk may increase. Sprints enable predictability by ensuring inspection and adaptation of progress toward a Sprint Goal at least every calendar month. Sprints also limit risk to one calendar month of cost.
Three Theory Pillars of scrum
transparency, inspection ,adaptation
Scrum prescribes four formal events for inspection and adaptation
• Sprint Planning • Daily Scrum • Sprint Review • Sprint Retrospective
The Scrum Master
A person who ensures that the team is productive, facilitates the daily Scrum, enables close cooperation across all roles and functions, and removes barriers that prevent the team from being effective.
What is the Product Owner accountable for in Scrum?
Clearly expressing a Product Backlog that maximizes value and represents the needs of the stakeholders
Scrum
Lightweight Simple to understand Difficult to master
The product owner
The person responsible for the business value of the project and for deciding what work to do and in what order when using a Scrum method
What pre-conditions must be fulfilled in order to allow Sprint Planning to begin?
There are no such pre-conditions
Product owner to succeed
entire organization must respect her decisions
The Sprint Retrospective
is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.
Uses of Scrum
1.Research and identify viable markets, technologies, product capabilities 2. Develop products enhancements 3. Release products and enhancement frequently as many times per day. 4. Develop and sustain cloud online secure on-demand and other operational environment for product use. 5. sustain and renew products.
Cancelling a Sprint
A Sprint can be cancelled before the Sprint time-box is over. Only the Product Owner has the authority to cancel the Sprint, although he or she may do so under influence from the stakeholders, the Development Team, or the Scrum Master
Transparency Example
A common language referring to the process must be shared by all participants; and, Those performing the work and those inspecting the resulting increment must share a common definition of "Done".
The Daily Scrum
A short meeting for the development team to share progress and challenges and plan work for the day.
Sprint Goal
A short statement of what the work will be focused on during the sprint
In order to make investment decisions, the Product Owner is likely to look at the Total Cost of Ownership (TCO) of the product being built. What costs will a Product Owner take into account?
All investments required to conceive, develop, operate and maintain the product
When a Sprint is cancelled,
Any completed and "Done" Product Backlog items are reviewed. If part of the work is potentially releasable, the Product Owner typically accepts it. All incomplete Product Backlog Items are re-estimated and put back on the Product Backlog. The work done on them depreciates quickly and must be frequently re-estimated.
It is mandatory for the Product Owner to monitor and share progress of the Product Backlog by using which method?
Any practice based on trends of work completed and upcoming work
When can the Product Backlog be updated?
At any time when done by the Product Owner or at the Product Owner's discretion
The process of regular inspection and adaptation employs knowledgeable and skilled inspectors. What are two ways in which the Product Owner takes the lead in the inspection process?
At the Sprint Review the Product Owner shares the current state of Product Backlog, which, combined with the inspection of the Increment, leads to an updated Product Backlog. The Product Owner invites stakeholders to the Sprint Review to learn how the current state of the marketplace influences what is the most valuable thing to do next.
Sprint Review includes the following elements
Attendees include the Scrum Team and key stakeholders invited by the Product Owner; • The Product Owner explains what Product Backlog items have been "Done" and what has not been "Done"; • The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved; • The Development Team demonstrates the work that it has "Done" and answers questions about the Increment; • The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed); • The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning; • Review of how the marketplace or potential use of the product might have changed what is the most valuable thing to do next; and, • Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated releases of functionality or capability of the product.
Sprint Review Understanding
Based on that and any changes to the Product Backlog during the Sprint, attendees collaborate on the next things that could be done to optimize value. This is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.
Product Backlog management
Clearly expressing Product Backlog items; • Ordering the items in the Product Backlog to best achieve goals and missions; • Optimizing the value of the work the Development Team performs; • Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and, • Ensuring the Development Team understands items in the Product Backlog to the level needed.
Scrum Master Service to the Development Team
Coaching the Development Team in self-organization and cross-functionality; • Helping the Development Team to create high-value products; • Removing impediments to the Development Team's progress; • Facilitating Scrum events as requested or needed; and, • Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.
How will the chosen work get done?
Development Team decides how it will build this functionality into a "Done" product Increment during the Sprint. The Product Backlog items selected for this Sprint plus the plan for delivering them is called the Sprint Backlog.
Scrum Master Service to the Product Owner
Ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible; • Finding techniques for effective Product Backlog management; • Helping the Scrum Team understand the need for clear and concise Product Backlog items; • Understanding product planning in an empirical environment; • Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value; • Understanding and practicing agility; and, • Facilitating Scrum events as requested or needed.
The Sprint Review is the only time at which stakeholder feedback is taken into account.
False
Sprint would be cancelled
If the Sprint Goal becomes obsolete. This might occur if the company changes direction or if market or technology conditions change. In general, a Sprint should be cancelled if it no longer makes sense given the circumstances. But, due to the short duration of Sprints, cancellation rarely makes sense.
Transparency
Important aspects that must be visible to those responsible for the outcome it also requires those aspect to be define by a common standard so observers share a common understanding of what is being seen.
The Scrum Master serves the organization in several ways, including:
Leading and coaching the organization in its Scrum adoption; • Planning Scrum implementations within the organization; • Helping employees and stakeholders understand and enact Scrum and empirical product development; • Causing change that increases the productivity of the Scrum Team; and, • Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization.
The product owner sole responsible for
Managing the Product Backlog. Product Backlog management includes: • Clearly expressing Product Backlog items; • Ordering the items in the Product Backlog to best achieve goals and missions; • Optimizing the value of the work the Development Team performs; • Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and, • Ensuring the Development Team understands items in the Product Backlog to the level needed.
During the Sprint:
No changes are made that would endanger the Sprint Goal; • Quality goals do not decrease; and, • Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned.
The result of the Sprint Review is a revised
Product Backlog that defines the probable Product Backlog items for the next Sprint. The Product Backlog may also be adjusted overall to meet new opportunities.
The scrum team
Product Owner Development Team Scrum Master
inspection
Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work.
To what extent does technical debt limit the value a Product Owner can get from a product?
Technical debt causes a greater percentage of the product's budget to be spent on maintenance of the product. The velocity at which new functionality can be created is reduced when you have technical debt.
Who creates the definition of "Done"?
The development organization (or Development Team if none is available from the development organization)
The Sprint
The heart of Scrum is a Sprint, a time-box of one month or less during which a "Done", useable, and potentially releasable product Increment is created. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.
A Product Owner is entitled to postpone the start of a new Sprint after the conclusion of a previous Sprint for the following reason:
There is no acceptable reason. A new Sprint starts immediately after the conclusion of the previous Sprint.
What two phrases best describe the relationship of the Product Owner and the Development Team?
They collaborate often so the Development Team builds Increments keeping end-user and stakeholder concerns in mind. They collaborate often so the Product Owner can make informed decisions in balancing effort and value of Product Backlog items.
"Done"
This is the definition of for the Scrum Team and is used to assess when work is complete on the product Increment.
How can a Product Owner use time-boxed Sprints to obtain feedback from users and the market?
Through frequent delivery of Increments of the product into the market.
What two things best help the Product Owner manage the value of a product?
Validating assumptions of value through frequent releases The order of the Product Backlog
Which description best fits the role of the Product Owner?
Value Maximizer
Sprint Planning answers the following:
What can be delivered in the Increment resulting from the upcoming Sprint? • How will the work needed to deliver the Increment be achieved?
Sprint answer the following
What can be delivered in the increment resulting from the upcoming sprint. How will the work needed to deliver the increment be achieved .
Product Backlog
a prioritized list of user requirements used to choose work to be done in a Scrum project
Purpose of the Scrum Guide
developing, delivering, and sustaining complex products of Scrum's roles, events, artifacts, and the rules that bind them together. Ken Schwaber and Jeff Sutherland developed Scrum;
The scrum master is a servant-leader
for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren't. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
Definition of Scrum
framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
Adaptation
if an inspector determines that one or more aspects of a process deviate outside acceptable limits, and that the resulting product will be unacceptable, the process or the material being processed must be adjusted. An adjustment must be made as soon as possible to minimize further deviation. Scrum prescribes four formal events for inspection and adaptation, as described in the Scrum Events section of this document:
Sprint Review
is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint.
The purpose of each Sprint
is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team's current definition of "Done."
The team model in scrum
optimize flexibility creativity productivity
Sprints contain
sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective.
The Development Team
the role within a Scrum Team accountable for managing, organizing and doing all development work required to create a releasable Increment of product every Sprint of "Done"
Sprint Planning
time-boxed event of 8 hours, or less, to start a Sprint. It serves for the Scrum Team to inspect the work from the Product Backlog that's most valuable to be done next and design that work into Sprint backlog.
