certiﬁed scrum product owner® course workbook 2.0 - 1. pre...connex xo read: manifesto for agile...

Certified Scrum Product Owner®

Course Pre-Course Reading and Exercises

For course preparation, please read the Scrum Guide http://www.scrumguides.org/docs/scrumguide/v2016/2016-Scrum-

Guide-US.pdf and Pierluigi’s book “Scrum Essentials”

Also make sure to read the following pages prior to the course and do the exercises:

they will help you getting the best out of the course!

Certified Scrum Product Owner® Course - © Connexxo GmbH 2017 - Page �1

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http://www.scrumguides.org/docs/scrumguide/v2016/2016-Scrum-Guide-US.pdf

http://www.scrumguides.org/docs/scrumguide/v2016/2016-Scrum-Guide-US.pdf

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Table of Content

Read: Manifesto for Agile Software Development 3Exercise: The Agile Manifesto 4Read: Principles of the Agile Manifesto 6Exercise: The Agile Manifesto Principles 7Exercise: Scrum Roles 10Exercise: The Scrum Values 13Exercise: Give a name to the parts of Scrum 15Your Questions 16


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Read: Manifesto for Agile Software Development 1

We are uncovering better ways of developingsoftware by doing it and helping others do it.

Through this work we have come to value:

That is, while there is value in the items onthe right, we value the items on the left more.

http://agilemanifesto.org1


Processes and Tools

Comprehensive Documentation

Contract Negotiation

Following a Plan

Over

Over

Over

Over

Individuals and Interactions

Working Software

Customer Collaboration

Reacting to Change

http://agilemanifesto.org

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Exercise: The Agile Manifesto Considering the Agile Manifesto, brainstorm at least one situation per each Manifesto value where you and your company could change more in the agile direction, i.e., for example more people and interactions over processes and tools.

Individuals and interactions over processes and tools

Working software over comprehensive documentation


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Customer collaboration over contract negotiation

Responding to change over following a plan


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Read: Principles of the Agile Manifesto 2

We follow these principles:

http://agilemanifesto.org/principles.html2


1. Our highest priority is to satisfy the customer through early and continuous

delivery of valuable software 2. Welcome changing requirements, even late in development. Agile processes harness change for

the customer's competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with

a preference to the shorter timescale4. Business people and developers must work

together daily throughout the project 5. Build projects around motivated individuals.

Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of

conveying information to and within a development team is face-to-face conversation

7. Working software is the primary measure of progress 8. Agile processes promote sustainable development.

The sponsors, developers, and users should be able to maintain a constant pace indefinitely 9. Continuous attention to technical

excellence and good design enhances agility

11. The best architectures, requirements, and designs emerge

from self-organizing teams 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its

behavior accordingly

10. Simplicity - the art of maximizing the amount of work not done - is essential

http://agilemanifesto.org/principles.html

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Exercise: The Agile Manifesto Principles Consider the principles of the Agile Manifesto shown on the previous pages. On a scale from 1 to 10, how is your company/project doing? (1=Principle not implemented at all, 10=Fully implemented and part of the culture). What could you do today to get a +1 on the scale for each principle? What are, in your opinion, the three most important principles for your company?

Principle On a scale 1-10 we are at…

To improve by 1 we should…

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.


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5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.




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9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity - the art of maximizing the amount of work not done - is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.




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Exercise: Scrum Roles Look at the following maps of the authorities and responsibilities for each of the Scrum roles. Where are these authorities, duties and responsibilities currently mapped in your organisation?

Please write near each item:• A checkmark (✓), if that aspect of the role is implemented correctly• If somebody else is performing that part of the role, indicate who• If nobody is doing that part of the role, “not done” or “not applicable”

In case you are not using Scrum already, please read the documents indicated on page 1 and familiarise yourself with the roles.

The Team


there are no titles for team members other than Developer

cross-functional, with all the skills as a team necessary to create a product increment

team members may have specialised skills and areas of focus, but accountability belongs to the Development Team as a whole

size: 3 to 9 for containing the amount of coordination and the complexity

no sub-teams in the Development Team, regardless of particular domains that need to be addressed like testing or business analysis

100% committed

self organising on how to turn Product Backlog into increments of potentially releasable functionality

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The Product Owner


the Product Owner is one person, not a committee

optimising 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

clearly expressing Product Backlog Items

ensuring the Development Team understands items in the Product Backlog to the level needed

works with the Scrum Team and the Stakeholders for continuous improvement of the Product Backlog

ordering the items in the Product Backlog to best achieve goals and missions

facilitates communication between the Development Team and the Stakeholders

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The ScrumMaster


Host the Product Owner

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 that the Product Owner knows how to arrange the Product Backlog to maximise value

understanding and practicing Agility

facilitating interactions between Product Owner and Stakeholders as requested or needed

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Host the Development Team

coaching the Development Team in self-organisation 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

coaching the Development Team in organisational environments in which Scrum is not yet fully adopted and understood

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leading and coaching the organisation in its Scrum adoption

planning Scrum implementations within the organisation

helping employees and stakeholders understand and enact Scrum and empirical product development

causing change that increases the productivity of the Scrum Team

working with other ScrumMasters to increase the effectiveness of the application of Scrum in the organisation

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Host the Organisation

Host Leader for the Scrum Team

responsible for ensuring that Scrum is understood and enacted

helps those outside the Scrum Team in the interactions with Scrum Team

helps everyone to change these interactions to maximise the value created by the Scrum Team

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Exercise: The Scrum Values Have a look at the five Scrum values: for each one describe one case where you live the value in your company already and one case where you could still improve.

Focus “Because we focus on only a few things at a time, we work well together and produce excellent work. We deliver valuable items sooner”

Courage “Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges”

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Openness “As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed”

Commitment “Because we have great control over our own destiny, we are more committed to success”

Respect “As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect”

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Exercise: Give a name to the parts of Scrum After having read the pre-course material and using your previous experiences with Scrum, identify on the image below as many elements of Scrum as you can. Write a name to as many elements as you can. Follow the example.


Done1. 2. 3. !

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The Product Backlog

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Your Questions Whether you have used Scrum already or you just have some theoretical knowledge, you probably have some questions about Scrum. Please use this page to write them down. We will then discuss them during the course.


certiﬁed scrum product owner® course workbook 2.0 - 1. pre...connex xo read: manifesto for agile...

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