Even projects that have solid, well-defined project plans encounter some degree of change and waste. Shifting market conditions, budget cuts, staff restructuring, or any number of influences will disrupt the best plan while contributing to customer dissatisfaction and staff discouragement. Moreover, projects that begin with changing or unclear requirements make it difficult to even establish project expectations. Scrum is the agile development process that allows teams to deliver usable software periodically throughout the life of the project, absorbing change and new requirements as the project proceeds.
As we move through the disciplines promoted by Scrum you will gain a comprehensive understanding of this agile product development methodology while specifically reviewing the behaviors expected of a Product Owner. While many of us may be accustomed to the practice of establishing value and priority across projects, the Product Owner needs to consider value and priority across the features of a single project.
This 2-day class is suitable for those who are responsible for setting product direction on a Scrum project. While current Certified ScrumMasters are welcome to attend, this class should not be considered as a next step after taking the CSM Class, but instead should be viewed as an alternative to the CSM Class.
After successfully completing this class, participants will be registered with the Scrum Alliance as Certified Scrum Product Owners, and will have on-line access to the class training materials and any updates for one year. PMPs can also claim 14 PDU’s with the PMI
- Agile Thinking– In order for us to understand the benefits of Scrum and the nuances behind its framework, we begin with the history of agile methods and how relatively new thoughts in software development have brought us to Scrum.
- How manufacturing has influenced software development
b. The origins of agile thinking
c. The Agile Manifesto
d. The complexity of projects
e. Theoretical Vs. Empirical processes overview
f. The “Iron Triangle” of Project Management
- The Scrum Framework– Here we’ll ensure that we’re all working from the same foundational concepts that make up the Scrum Framework.
- The different Scrum roles
b. Chickens and Pigs
c. Iterative Development vs. Waterfall
d. Self Management concepts
e. Full disclosure and visibility
f. The Scrum Framework Overview
III. Scrum Roles – Who are the different players in the Scrum game? We’ll review checklists of role expectations and discuss some difficult situations that we might encounter.
- The Team Member
b. The Product Owner
c. The Scrum Master
- The Product Backlog, Product Visioning, and Progressive Elaboration. The Scrum Team must have an understanding of our Product Vision so they can make good decisions. The Product Backlog is a reflection of that vision, and we’ll practice developing its content.
- Defining the Product Vision
b. The Contents of The Product Backlog
c. Prioritizing our Time Spent on the Product Backlog
d. Using User Stories
e. Bill Wake’s INVEST Model
f. Product Backlog Granularity
- Velocity and Story Points.Since a Product Owner is responsible for monitoring progress, we’ll discuss and practice how to measure a Team’s progress in delivering product features.
- Relative Effort
b. Planning Poker and Story Points
c. Ideal Team Days
d. Team Capacity
e. Projecting a Schedule
f. Project Management Variables and Velocity
- Prioritization Considerations and Methods.Prioritization is the Product Owner’s number one tool for maximizing return on investment. In this section we’ll review different techniques available to establish meaningful priorities.
- Bringing Prioritization Into a Project
b. Themes and Relative Weighted Priority
c. Prioritization Questions and Considerations
d. The Value of Increasing our Understanding
e. The Value of Risk Reduction
VII. Extracting Value and the Cost of Change. This section touches on several different areas of interest that influence our ability to extract the most value from our projects.
- Fixed Date Contracts
b. Product Backlog Refactoring (“Grooming”)
c. Release Management
d. The Impact of Project Switching
e. The Impact of Continuous Forced Marches
f. Earned Value in an Agile Environment
VIII. Meetings and Artifacts. While most of this material was discussed in previous portions of class, more detailed documentation is included here for future reference, including sample agendas for each of the Scrum Meetings.
- A Chart of Scrum Meetings
b. The Product Backlog
c. Sprint Planning
d. The Sprint Backlog
e. The Sprint
f. The Daily Scrum
g. Gathering Metrics
h. The Sprint Demo/Review
i. Getting to “Done”
j. The Retrospective
k. Why Plan?
- Advanced Considerations.This section is reserved for reference material. Particular interests from the class may warrant discussion during our class time together.
- Weighted Impacts
b. Theme Screening
c. Kano Modeling
d. The Meta-Scrum
e. The Scrum of Scrums
f. The Integration Scrum Team
g. Scaling Scrum
h. Developing Architecture
- Closing Topics.We’ll wrap up with direction on where to go next with your Scrum experience, some recommended reading, Scrum reference materials, and our graduation ceremony.