Scrum Alliance 7401 Church Ranch Blvd., Suite 210, Westminster, CO 80021

Finance and Accounting: P.O. Box 40097 Indianapolis, Indiana 46240-0097

ScrumAlliance®

CertifiedScrumProductOwner® Level2

LearningObjectives March2017

bytheScrumAllianceCSPO®andCSP®LearningObjectivesCommittees

Introduction Purpose ThisdocumentdescribestheLearningObjectives(LOs)thatmustbecoveredinaCertifiedScrumProductOwnerLevel2course.TheseLearningObjectivestakethefollowingintoconsideration:

• EveryimplementationofScrumisdifferent. • TeamsandorganizationsapplyScrumwithintheircontext,butthe

fundamentalframeworkalwaysremainsthesame. TheLearningObjectivesforthiscoursearebasedon:

• ScrumGuide,http://scrumguides.org • AgileManifesto,4valuesand12principles,

http://www.agilemanifesto.org

Scope ScrumAlliancehasadoptedtheScrumGuide,TheDefinitiveGuidetoScrum:TheRulesoftheGame,coauthoredandupdated(mostrecentlyin2016)bytheco-creatorsoftheScrumframework,astheguidingcurriculumforthiscourse.CSPO®Level2candidatesareexpectedtobuildabodyofknowledgeoftheScrumframework,includingitsroles,events,andartifacts.IncorporatingScrumprinciplesandpracticestakesdiligence,patience,andacommitmentto

continuousimprovement.Scrumisaframework,notaprescriptivemethodology. CSPOcandidatesshouldexpectthateachLearningObjectiveidentifiedinthisdocumentwillbecoveredinaCSPOLevel2educationaloffering.TheCSPOLearningObjectivesfallintothefollowingcategories:

1. PerformingtheRoleoftheProductOwner2. AdvancedPurposeandStrategy3. EmpathizingwithCustomersandUsers4. AdvancedProductAssumptionTesting5. AdvancedTechniquesforWorkingwiththeProductBacklog

Individualtrainers(CSTs)orcoaches(CECs)maychoosetoteachancillarytopics.AncillarytopicspresentedinaCSPOLevel2coursemustbeclearlyindicatedassuch.

LearningObjectives AnoteaboutexamplesusedinthefollowingLearningObjectives: SeveralLearningObjectivesincludealistofexamples.Theexamplesareusedtoclarifytheintentoftheobjective.Individualtrainersorcoachescanusetheprovidedexamples,theirownexamplesthatstillmeettheobjective,oramixofboth.Examplesdonotimplythattheyaretheonlyoptions,northattheyconstituteanexhaustivelist. AnoteaboutBloom’sTaxonomy: WhilesomeLearningObjectivesappeartotellthetrainerhowtoteach,thatisnottheintent.Bloom’s-styleLearningObjectivesdescribewhatthelearnercandouponcompletingtheclass.RatherthanincludethattextineachLearningObjective,pleasementallyappendthefollowingphrasetoeachobjective: “UponsuccessfulcompletionoftheCSPOLevel2course,thelearnerwillbeableto…”

1. PerformingtheRoleoftheProductOwner

ExaminingtheProductOwnerRole

1.1. …describetheimpactonaScrumTeamandorganizationofatleastthreeanti-patternsthatmightexistforProductOwnersandrelateonetoyourorganizationorScrumTeam.Forexample:TheProductOwnerisviewedassimplyanordertaker;theProductOwnersays,“It’sallimportant,”focusingonlyonstrategyandhandingdetailsofftothedeliveryteam;leavingeverythingambiguous,lettingtheteamfigureitoutwithnoinput;tellingtheteamhowtodotheirjob;theorganizationassigns“proxyProductOwners”thatdon’thaveauthoritytoreorder;theorganizationhastechnicalProductOwnersforcustomer-facingproducts;a“parttimeProductOwner”whoisattemptingtofilltherolewhiledoinganotherjob..

1.2. …analyzehowyouasaProductOwnerhelptheorganizationrealizevaluethroughdeliveringproductsolutionsthatdelightcustomersanduserswithintheconstraintsoftechnicalfeasibility,organizationalcontext,andregulatoryrequirements.

1.3. …discusstheskillsandcapabilitiesneededforaProductOwnertocollaborateasamemberofacross-functionalScrumTeaminordertocreatesuccessfulproducts.

1.4. …explaintheroleoftheProductOwnerandatleastthreeofthebenefitsofmasteringtherole.

1.5. …illustratewhyScrumandproductownershipisimportantforyou.

WorkingwithStakeholders

1.6. …identifyatleastfourmajorstakeholdergroupsanddescribehowaProductOwnermayinteractwiththemduringthedevelopmentcycles(e.g.,customers,sponsors,users,service,teammembers,customersupport,training,governance(audit,compliance,risk),managers,infrastructure,security,architecture,etc.).

1.7. …discussthreequestionsthatwillhelpyouidentifythatyouareworkingwiththekeystakeholdersyouneed.Examplequestions:Canyouclearlyidentifywhatyouwantfromthestakeholder?Canyouexistwithoutoreasilyreplacethestakeholder?

1.8. …usingtwoconcreteexamples,recognizewhentheProductOwnershouldnotactasthefacilitatorforthestakeholders(i.e.,emotionalconflict,impedimenttocreativity,lackoffacilitationskills,tooinvestedintheoutcomeofthediscussiontobeimpartial).

1.9. …demonstrateatleastthreefacilitativelisteningtechniques(e.g.,paraphrasing,mirroring,makingspace,stacking,etc.).

1.10. …listatleastthreealternativestoopendiscussion(e.g.,structuredgo-arounds,individualwriting,listingideas,dialogueinpairsorsmallgroups,etc.)anddemonstratetheuseofatleastoneofthem.

1.11. …identifyatleastthreeindicatorswhenagroupisengagedindivergentthinkingandatleastthreeindicatorswhereagroupisengagedinconvergentthinking.

1.12. …identifyatleastthreechallengesofintegratingmultipleframesofreference.

1.13. …describeatleastthreewaysagroupofstakeholderscouldreachtheirfinaldecision(e.g.,fistoffive,deciderprotocol,majorityvote,etc.).

1.14. …practiceaproductbacklogorderingsessionwithmultiplestakeholders.

1.15. …debatetheimportanceofvariousstakeholdersparticipatingin

sprintreviewmeetings(e.g.,CEO,externalcustomer,headofengineering,otherteams,etc.).

1.16. ...demonstrateatleastthreetechniquesforengagingwithstakeholdersonaregularbasis.Forexample,productbacklog

refinement,roadmapping,releaseplanning,qualitativemarketresearch,SprintReviews,observeDailyScrums,etc.

WorkingwiththeDevelopmentTeam

1.17. …definetechnicaldebtandexplainwhytheProductOwnershouldbecautiousaboutaccumulatingtechnicaldebt(e.g.,byshowinghowtechnicaldebtimpactsthecapacityoftheteamovertime,theincreaseofcostforaddressingtechnicaldebttoolate,usingthe“DebtQuadrant”byMartinFowler).

1.18. …listatleastfivepractices(e.g.,fromextremeprogramming:test-drivendevelopment,pairprogramming,continuousintegration,collectivecodeownership,refactoring)thatwillhelpScrumTeamsdeliverahigh-qualityproductincrementandreducetechnicaldebteachsprint.

1.19. …listatleastthreewaystechnicalpracticesmayimpacttheProductOwner’sabilitytomaximizebusinessvalueeachsprint(e.g.,continuousintegrationallowsearlyfeedback,pairingspeedsupunderstandingandreducesdocumentationeffort,TDDimprovesqualityandreducesreworkandregressiontestingtime).

ProductOwnershipwithMultipleTeams

1.20. …listatleastthreescalingframeworksorapproaches(LeSS,DAD,EnterpriseScrum,etc.).

1.21. …describehowatleasttwolarge-scaleparticipatorymeetingformats(OpenSpace,WorldCafe,ReviewBazaar)mightbeadaptedtoscaleScrummeetings.

1.22. …questionthebenefitsofmanagingdependencieswhen

comparedtoreducing/removingdependencies.1.23. …illustrateatleastthreetechniquesforvisualizing,managing,or

reducingdependenciesbetweenteams.1.24. …describeatleastthreebenefitsanddrawbacksoffeatureteams

andcomponentteams.

2. AdvancedPurposeandStrategy

DevelopingPracticalProductStrategies

2.1 …demonstrateacontext-richapproachforcommunicatingwithstakeholdersandScrumTeammembers.

2.2 …describeatleastonesimpletoolthatcaptureskeyaspectsofabusiness.Forexample:businessmodelcanvas,Leancanvas,valuepropositioncanvas.

2.3 …discussareal-worldexampleofhowproductstrategyisoperationalizedandevolvesovertimeinanAgileorganization.

2.4 …practiceatleasttwoapproachestoidentifypurposeordefinestrategyandfosteralignmentandsharedownership.Forexample:co-creating,collaborating,productorvisionbox,coverstory,selling,ortelling.

AdvancedRoadmappingandReleasePlanning

2.5 …organizeandfacilitateastakeholdersessiontobreakdownasolutionorfeatureasprogressivelysmalleritemsthatmaybecompletedinsprints.

2.6 …createaprioritizedproductroadmapwithstakeholders.2.7 …demonstratehowtoplanaproductreleasebasedoncontent

fromaroadmap,marketsegmentationandmarketwindow.

3. EmpathizingwithCustomersandUsers

CustomerResearchandProductDiscovery

3.1 …useonetechniquetoconnectteamsdirectlytocustomersanduserstobuilddeeperunderstandingandempathy(e.g.,jobshadowing,customerinterviews,customerobservation,

collaborativecustomergames,usabilitytesting,orsimulatingcustomerexperience).

3.2 …integrateatleastthreetechniquestogeneratenewproductandfeatureideas,anduseatleastone(e.g.,designstudio,brainstorming,collaborativecustomergames,etc.).

3.3 …practiceatleasttwotechniquesofproductdiscoveryandhoweachcontributestosuccessfulproductoutcomes(e.g.,userresearch,customerexperiencedesign,interactiondesign,usabilityengineering,visualdesign)andpracticeonetechnique.

3.4 …demonstrateatleasttwotechniquestovisualizeandcommunicateproductandfeatureideasandassumptions.Forexample:businessmodelcanvas,customerjourneymap,userstorymap,userscenario,ordesigncomic.

4. AdvancedProductAssumptionTesting

4.1 …listtwocognitivebiasesthatmayimpacttheProductOwner’scapabilitytoeffectivelydeliverbusinessvalue.Forexample,anchoring(onprioropinionordesiredtotaleffort),primingbasedonassumptions,confirmationbias,framingbias,self-servingbias,fundamentalattributionerror,etc.

4.2 …appraisehoweffectivelythesprintreviewmeetingisusedin

yourorganizationtoinspectandadaptbasedontheproductincrementthatwasbuiltinthesprint.

4.3 …experimentwithatleasttwoapproachestoincorporatetestingassumptionsintotheScrumframework.Forexample:Validationiscompletepriortostartingsprints,theProductOwnervalidatesassumptionsasprintortwoaheadoftheDevelopmentTeam,andtheScrumTeamusestheSprintGoaltodeliverresultstotestassumptions.

4.4 …developthreehypothesesforagiventargetuser/customersegmentandcreateaplantotestonehypothesis.Forexample,"Ibelieve[targetmarket]will[dothisaction/usethissolution]for[thisreason]."“Thesignaltodetectthehypothesisistrueorfalseis…”

4.5 …compareatleastthreeapproachestotestingassumptionsbytheircostandthequalityoflearning(e.g.,buildingpotentiallyreleasableproduct,customerinterviews,ethnographicresearch,directuserobservation,A/Btests,collaborativegames,concierge/WizardofOzMVPs,paperprototypes,functionalprototypes.).

5. AdvancedTechniquesforWorkingwiththeProductBacklog

DifferentiatingOutcomeandOutput 5.1 …describeonebenefitofmaximizingoutcomeandimpacttothe

business,user,andmarketwhileminimizingoutputforaproduct/featureidea.Forexample:Don’tbuildfeaturesthatwon’tbeused,fastertimetomarketbyfocusingonlyonhighestoutcome,etc.

DefiningValue5.2 …useatleasttwotechniquestomodelvalue.Forexample:“We

believethatifwedoX,thentheresultwillbeY.”“Byaddingthiscapability,weexpectclickthroughratestoincreaseby20%inthenextthreemonths.”

5.3 …useatleasttwotechniquestomeasurevalue.Forexample:usagemetrics,NPS,customeranduserinterviews,socialmediasentiment,directobservation,ROI,profitabilityoftheproduct,inboundcustomerfeedback,etc.

OrderingItems5.4 …describeandapplyatleastfourfactorstoimplementwhen

orderingaproductbacklog(e.g.,value,effort,riskreduction,dependencies,costofdelay,readinesstobuild,testability,learningvalue,abilitytodelivertocustomers).

5.5 …applyatleasttwodifferenttechniquestostructureandfilterthecontentsofagivenproductbacklog(e.g.,usingthemes,featureareas,concerns).

AdvancedItemRefinement5.6 …illustratehowtheProductOwnercanensurethatenough

productbacklogitemsare“ready”fortheupcomingsprint.Forexample,createasharedDefinitionof“Ready,”holdfrequentrefinementsessions,empowermorepeopletodothiswork,etc.

5.7 …integratefeedbackfromatleastthreesourcestogenerateproductbacklogitems.Forexample:differentstakeholdergroups,regulatoryrequirements,learningfromvalidation,defects,technicalconcerns,etc.

5.8 …demonstratehowtocommunicatethepurposeandintentofaproductbacklogitem,answerclarificationquestions,andrephraseorsplittheproductbacklogitemwithothers.

5.9 …listatleastthreetechniquestoenhanceuser/customer

contributiontoproductbacklogitemformulation(e.g.,userstorybrainstorming,customerinterviews,openplanningmeeting).

5.10 …describeacceptancecriteriaforaproductbacklogitemsothataDevelopmentTeamcanunderstandtheconditionsfortheitemtobeacceptedasdone.