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Professional Scrum Product Owner I (PSPO-I)

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Professional Scrum Product Owner I (PSPO-I)

  1. 1. Start and finish Course style LunchCoffee and breaks M00 - Course introduction 2/6 | 2/235
  2. 2.  Understanding the underpinning philosophy and principles of Agile and Scrum  Understanding Scrum roles and responsibilities  Product Owner focus  The artefacts produced by Scrum project  Scrum events  Scrum planning, estimating and measurements Main goal  Attempt PSPO-I exam with confidence  Communicate freely within Scrum project, understanding its principles and philosophy Secondary goal  Benefits and value of Agile and Scrum M00 - Course introduction 3/6 | 3/235
  3. 3.  Let’s Get to Know Each Other  Please share with the class:  Your name and surname  Your organization  Your profession  title, function, job responsibilities  What do you know about project management and agile?  Experience with to DSDM/AgilePM/ Scrum/PRINCE2/PMBOK  Personal session expectations M00 - Course introduction 4/6 | 4/235
  4. 4. M00 - Course introduction 5/6 | 5/235
  5. 5. M00 - Course introduction 6/6 | 6/235 twitter.com/mirodabrowski linkedin.com/in/miroslawdabrowski google.com/+miroslawdabrowski miroslaw_dabrowski Mirosław Dąbrowski Agile Coach, Trainer, Consultant (former JEE/PHP developer, UX/UI designer, BA/SA) Creator Writer / Translator Trainer • Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com • Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc. • Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050 • Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month) • Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl • Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language • English speaking, international, independent trainer and coach from multiple domains. • Master Lead Trainer • 11+ years in training and coaching / 15.000+ hours • 100+ certifications • 5000+ people trained and coached • 25+ trainers trained and coached linkedin.com/in/miroslawdabrowski Agile Coach / Scrum Master PM / IT architect Notable clients • 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach • Coached 25+ teams from Agile and Scrum • Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams experienced with UX/UI + Dev teams • Experience multiple Agile methods • Author of AgilePM/DSDM Project Health Check Questionnaire (PHCQ) audit tool • Dozens of mobile and ecommerce projects • IT architect experienced in IT projects with budget above 10mln PLN and timeline of 3+ years • Experienced with (“traditional”) projects under high security, audit and compliance requirements based on ISO/EIC 27001 • 25+ web portal design and development and mobile application projects with iterative, incremental and adaptive approach ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT… miroslawdabrowski.com/about-me/clients-and-references/ Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern, DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation … www.miroslawdabrowski.com
  6. 6. 1. Introduction to Scrum • What is Agile? What Scrum is and is not? Understanding Agile Manifesto 2. Scrum roles and responsibilities • Product Owner, Development Team, Scrum Master 3. Scrum artefacts • Product Backlog, Sprint Backlog, Increment 4. Scrum events and time boxes 5. Scrum measurements 6. Scrum planning and estimating • Planning levels, estimating, defining done 7. Scrum patterns 8. Scrum anti-patterns M01 - Introduction to Scrum 2/39 | 8/235
  7. 7.  A philosophy and a mindset  Flexibility, agility, adaptability, incremental delivery, iterative cycle, fast feedback  Working closely and constantly with customer throughout  Ensuring final solution actually meets business needs  Focusing on business value/outcome NOT strictly project plan/output  Focusing on value delivery NOT on fixed product definition  Deferring decisions about details as late as possible  No “big design up front” (BDUF), rather Enough Design Up Front (EDUF) “If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice“ Ken Schwaber M01 - Introduction to Scrum 3/39 | 9/235
  8. 8. Agile Mindset 4 Agile Values 12 Agile Principles M01 - Introduction to Scrum 4/39 | 10/235
  9. 9. Agile PracticesAgile Mindset 4 Agile Values Unlimited number of practices 12 Agile Principles M01 - Introduction to Scrum 5/39 | 11/235
  10. 10. Scrum XP AgilePM SAFe Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles M01 - Introduction to Scrum 6/39 | 12/235
  11. 11. Scrum XP AgilePM SAFe Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles Being Agile Doing Agile M01 - Introduction to Scrum 7/39 | 13/235
  12. 12. M01 - Introduction to Scrum 8/39 | 14/235
  13. 13. Fuller Approaches (scalable to more than one team) Lightweight Approaches (mostly one team) PRINCE2 Agile (P2A) Dynamic Systems Development Method (DSDM) Agile Programme Management (AgilePgM) Agile Project Management (AgilePM) Agile Unified Process (AUP) Open Unified Process (OpenUP) Large-scale Scrum (LeSS) Scaled Agile Framework (SAFe) Disciplined Agile Delivery (DAD) Scrum at Scale (Scrum@Scale) Scrum-of-Scrums … Scrum Lean software development Kanban (process + method) Extreme Programming (XP) Continuous Integration (CI) Continuous Delivery (CD) Feature-driven development (FDD) Test Driven Development (TDD) Crystal Clear … M01 - Introduction to Scrum 9/39 | 15/235
  14. 14. Portfolio Programme Project Team Development / Delivery / Deployment (mostly IT focused) AgilePM Scrum Non Agile (just for comparison) AgilePgM Disciplined Agile Delivery (DAD) ScaledAgileFramework(SAFe) Management of Portfolios (MoP) Managing Successful Programmes (MSP) Large-Scale Scrum (LeSS) Large-Scale Scrum (LeSS) Huge Scrum@ Scale Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / Mob Programming / Refactoring / Test Driven Development (TDD) / Feature Driven Development (FDD) / Behavior Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous Deployment (CD) / DevOps / Rugged DevOps … DSDM AgilePF AgileBA PRINCE2 Scrum Nexus Kanban ScrumBan XSCALE Programmer Anarchy PRINCE2 Agile M01 - Introduction to Scrum 10/39 | 16/235
  15. 15. Agile (empirical/adaptive process control model) Traditional (defined/deterministic process control model) People and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan “We are uncovering better ways of developing software by doing it and helping others do it” Through this work we have come to value While there is value in the items on the right; we value the items on the left more. (but Agile is not just about delivering software, it applies to all types of project) www.agilemanifesto.org M01 - Introduction to Scrum 11/39 | 17/235
  16. 16. Examples: Assembling, construction, transporting, accounting Examples: Sales, marketing, painting, music, creative writing Empirical Predictive/Deterministic  Frequent inspection and adaptation occurs as work proceeds  Processes are accepted as imperfectly defined  Outputs are often unpredictable and unrepeatable  Work and outcomes are understood before execution  Given a well-defined set of inputs, the same outputs are generated every time  Follow the pre-determined steps to get known results M01 - Introduction to Scrum 12/39 | 18/235
  17. 17. When to use Scrum When to use traditional methods  Scope is not clearly defined  The product will gradually appear during the project  Scope is clearly defined upfront  Clear product description is available upfront  Similar projects were done before  Requirements change frequently  Customer learns more about what they want as the project goes on  Requirements are well defined up front  Few changes are expected during the project  Products are not expected to change much  Activities cannot be well defined upfront  Estimating (planning) is difficult  Activities can be well defined upfront  Estimating is possible and reliable  Process is iterative (numerous cycles)  Each cycle heavily depends on the previous ones  Process is more long term  Project might be split into phases  Success is mostly measured by customer satisfaction  Success is mostly measured by achieving the  project goals for time, cost, scope …  Incremental results have value and can be used by users  Users cannot normally start using the products  until the project is complete (e.g. a bridge) M01 - Introduction to Scrum 13/39 | 19/235
  18. 18.  Simple (straightforward)  Everything is known  Complicated  More is known than unknown  Complex  More is unknown than known  Chaotic (unpredictable)  Very little is known TECHNOLOGY REQUIREMENTS Far from Agreement Close to Agreement Close to Certainty Far from Certainty Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. Agile thrives here M01 - Introduction to Scrum 14/39 | 20/235
  19. 19. https://www.youtube.com/watch?v=N7oz366X0-8 M01 - Introduction to Scrum 15/39 | 21/235
  20. 20. Type Characteristics Leader’s/Manager’s job Chaotic  High Turbulence  No clear cause-and-effect  Unknowables  Many decisions and no time  Immediate action to re-establish order  Prioritize and select actionable work  Look for what works rather than perfection  Act, sense, respond Complex  More unpredictability than predictability  Emergent answer  Many competing ideas  Create bounded environments for action  Increase levels of interaction and communication  Servant leadership  Generate ideas  Probe, sense, respond Complicated  More predictability than unpredictability  Fact-based management  Experts work out wrinkle  Utilize experts to gain insights  Use metrics to gain control  Sense, analyze, respond  Command and control Simple  Repeating patterns and consistent events  Clear cause-and-effect  Well establish knowns  Fact based management  Use best practices  Extensive communication not necessary  Establish patterns and optimize to them  Command and control Agile thrives here M01 - Introduction to Scrum 16/39 | 22/235
  21. 21. Plan Design Code Test Release Review Decision Demo Value to business after deployment Working solution M01 - Introduction to Scrum 17/39 | 23/235
  22. 22. Plan Review Plan Review Plan Review Plan Review Test Analyse Test Analyse Test Analyse Test Analyse Decision Demo Decision Demo Decision Demo Decision Demo Working solution Plan Design Code Test Release Review Project adaptation for changed/new business requirements M01 - Introduction to Scrum 18/39 | 24/235
  23. 23. Product Visibility Ability to Change and Adapt Delivered Business Value Risk level time time time time Waterfall M01 - Introduction to Scrum 19/39 | 25/235
  24. 24. Waterfall Agile/Scrum Product Visibility Ability to Change and Adapt Delivered Business Value Risk level time time time time M01 - Introduction to Scrum 20/39 | 26/235
  25. 25.  A Development Team commits to delivering working software in 30 days or less  A time is scheduled to show the solution  The business sets the priorities and the Development Team creates the solution  Teams self-organize themselves to determine the best way to deliver the highest priority features  The Team offers their work for inspection and adapts the plan for the next cycle M01 - Introduction to Scrum 21/39 | 27/235
  26. 26.  Scrum (n): A framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value  Scrum is:  One of the many agile approaches  Lightweight  Extremely simple to understand (theory)  Extremely difficult to master (practice) M01 - Introduction to Scrum 22/39 | 28/235
  27. 27. Scrum Transparent InspectionAdaptation Check your work as you do it We all know what is going on Ok to change tactical direction M01 - Introduction to Scrum 23/39 | 29/235
  28. 28.  PART 1 – REDUCING WASTE AND PROJECT FAILURE, AND STIMULATING ECONOMIC GROWTH  „12. Government will ensure that technology requirements are considered earlier in the policymaking process. This approach will be supported by the application of lean and agile methodologies that will reduce waste, be more responsive to changing requirements and reduce the risk of project failure.”  13. Where possible, government will move away from large ICT projects that are slow to implement or pose a greater risk of failure. Additionally, the application of agile ICT delivery methods, combined with the newly established Major Projects Authority, will improve government’s capability to deliver projects successfully and realise benefits faster. https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/85968/uk-government-government-ict-strategy_0.pdf M01 - Introduction to Scrum 24/39 | 30/235
  29. 29.  Quotes:  Most attempts to solve the problems with government IT have treated the symptoms rather than resolved the underlying system- wide problems. This has simply led to doing the wrong things ‘better’.  Most government IT therefore remains trapped in an outdated model, which attempts to lock project requirements up- front and then proceeds at a glacial pace. The result is repeated system-wide failure.  March 2011 http://www.instituteforgovernment.org.uk/publications/system-error M01 - Introduction to Scrum 25/39 | 31/235
  30. 30.  US Department of Defense (DoD) is going agile with the help of Dr. Jeff Sutherland  Early and continual involvement of the user,  Multiple, rapidly executed increments or releases of capability,  Early, successive prototyping to support an evolutionary approach,  A modular, open-systems approach.  15 December 2010 https://www.mitre.org/sites/default/files/pdf/11_0401.pdf M01 - Introduction to Scrum 26/39 | 32/235
  31. 31. M01 - Introduction to Scrum 27/39 | 33/235
  32. 32. When is it time for integrating the solution? a) At the end of the Sprint b) Before releasing the Increment c) At the end of the project d) During the Sprint M01 - Introduction to Scrum 28/39 | 34/235
  33. 33. What should the Product Owner do in the middle of the Sprint, when the Development Team realizes they are not able to finish all the Sprint Backlog items? a) Help the developers adjust their work and meet the Sprint Goal b) Cancel the Sprint c) Remove some of the Product Backlog items from the Sprint Backlog d) Ask management for more resources M01 - Introduction to Scrum 29/39 | 35/235
  34. 34. The Product Owner should track the performance of the project at least … a) After each Daily Scrum b) Once per release c) Once a week d) Once per Sprint M01 - Introduction to Scrum 30/39 | 36/235
  35. 35. Which of the following is not allowed is Scrum? a) Velocity tracking b) Refactoring c) Release planning d) Hardening Sprints M01 - Introduction to Scrum 31/39 | 37/235
  36. 36. A company has three products. Which two of the following are acceptable way of forming Scrum teams? a) There can be a single Product Owner for all products b) There should be one Product Owner for each product c) There should be a single Product Owner for all products d) There can be one Product Owner for each product M01 - Introduction to Scrum 32/39 | 38/235
  37. 37. The Product Owner usually ensures value by maximizing … a) Customer satisfaction b) User acceptance c) Return on investment d) Employee satisfaction M01 - Introduction to Scrum 33/39 | 39/235
  38. 38. Ordering the Product Backlog items is part of the Product Backlog refinement. a) True b) False M01 - Introduction to Scrum 34/39 | 40/235
  39. 39. Who owns the Sprint Backlog? a) The Development Team b) The Product Owner c) The Scrum Master d) The Scrum Team M01 - Introduction to Scrum 35/39 | 41/235
  40. 40. The Product Backlog is reordered by the stakeholders at the Sprint Review meeting. a) False b) True M01 - Introduction to Scrum 36/39 | 42/235
  41. 41. The Product Owner is using split testing to measure the end users’ satisfaction, to judge the success of the project and use the information for the remaining Sprints. Is it a right way of product ownership in Scrum? a) Yes b) No M01 - Introduction to Scrum 37/39 | 43/235
  42. 42. M01 - Introduction to Scrum 38/39 | 44/235
  43. 43. I hope you enjoyed this presentation. If so, please like, share and leave a comment below. Endorsements on LinkedIn are also highly appreciated!  (your feedback = more free stuff)  MIROSLAWDABROWSKI.COM/downloads