PSPO Reference Guide

Professional Scrum
PRODUCT OWNER @ScrumDotOrg
[Trainer Name]– [Date] | [Location] V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 1
Helping people and teams
solve complex problems.
V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 2

“If you haven’t found it yet, keep looking. Don’t
settle. As with all matters of the heart, you’ll
know when you find it.”
- Steve Jobs
1
Introductions
@ScrumDotOrg V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 3

Why Are You in This Class?
• Introduce yourself
• Have you used Scrum before?
• Are you a Product Owner?
• Your professional background:
• Development?
• IT?
• Other?

Agenda
• Agile Product Management • The Scrum Framework

• Value-Driven Development • Product Backlog Management
• Scrum Theory & Empiricism • Releases
With joyful exercises along the way!

Exercise
Develop guidelines for how to work together during this class.

It’s Your
How will the class deal with:
Experience. Own it.
• Off-track discussions
• Lunch, break times, and signals
• Electronics such as phones, tablets, and laptops
• End of day timing
This course is collaborative.
Talk to me, talk to each other.
5
minutes

Exercise
Team Start-Up Make roughly even-sized, multi-disciplinary teams of

5 members or less.
Organize your working environment.
Post for all to see:

• The purpose of a Product Owner
• 3 things you want to learn in this class
10
minutes

Professional Scrum at Scrum.org www.scrum.org/courses
Scrum Team Members Scrum Masters Experienced Scrum Scrum Masters Scrum Masters
Agile Leaders Scrum Team Members Masters Scrum Team Members Scrum Team Members
Stakeholders Agile Leaders
Scrum Team Members Product Owners Experienced Product Product Owners Agile Leaders Experienced Practitioners
Developing Software Scrum Masters Owners Scrum Masters Scrum Masters Product Owners
UX Professionals Product Owners Agile Leaders

Professional Scrum Competencies www.scrum.org/professional-scrum-competencies
The Professional Scrum Competencies

help guide an individual’s personal
development with Scrum.
Benefit from a common understanding of
the competencies and focus areas to
evaluate and balance your team’s
proficiencies based on your unique needs.
See how all Scrum.org courses map to the
competencies and focus areas by visiting:
www.scrum.org/courses/professional-
scrum-training-competency-mapping
✓ The Focus Area is covered in the class

✓+ The Focus Area has deep coverage in the class

Professional Scrum Product Owner Course
PURPOSE AUDIENCE
• Teaches how to wring more • For those responsible for the

value out of a product using success of a software product
agile product development with or service by optimizing its
the Scrum framework. value.
• Understand the application of • Ideally, attendees have passed
Scrum theory and principles to the Professional Scrum Open
improve product management. and the Product Owner Open
assessments.

Scrum Is Complemented by Many Practices
Empiricism & Self-Managing
• 3 Accountabilities • Product Goal • Backlog Refinement

• 3 Artifacts • Sprint Goal
• 5 Events • Definition of Done
• Burnup/Burndown Charts • Story Mapping • Velocity

• User Stories • Specification By Example • Buy A Feature
• Release Planning • Planning Poker • Relative Estimation
• Just In Time Planning
• Continuous Delivery • Impact Mapping

• Cost of Delay • Minimal Viable Product • A/B Testing
• Value Metrics • Program Management • Market Research
• Measuring/Reducing • Roadmapping • Business Modelling
• Technical Debt • User Surveys • Product Vision
… and many, many more.

“Someone’s sitting in the shade today because
someone planted a tree a long time ago.”
- Warren Buffett
2
Agile Product Management

Exercise
Purpose Helps in
Pursuing Agility
As a product owner, what

are you trying to achieve
with agile?
2
minutes

What are practitioners saying?
”14th Annual State of Agile Report” - Digital.ai - 2020

Product Owners Have a Product Mindset
Product Mindset Project Mindset

Driven by outcome Driven by output
Scope
Success continuously driven Success upfront defined
by business metrics outside in: inside out:
• User adoption/retention • Scope
• Revenue • Time
• Cost savings per feature • Budget
Leads to less waste, Leads to less business

more creativity, and involvement, more
more releases. Time Budget task management.
On time, within scope, and within budget doesn’t automatically equal product success
A Product Mindset requires a different focus
Company
Vision
Business
Focus on… Strategy Versus…
Vision
Product Vision
Project Charters
Product Project Plans
Value Strategy
(time, budget, scope)
Validation
Value &
Solution
Discovery
Milestones
Delivery &
Validation

Product Development is a Strategic & Tactical Team Engagement
Company
Vision
Business
Strategy
Product Vision
Product
Strategy
Effective
Scrum
Value & Team
Solution Ownership
Discovery
Ineffective
Delivery &
Scrum Team
Validation
Ownership

More Product ‘Ownership’ Leads to More Effectiveness
We have a product owner who is:
Expected
benefits
Scribe Proxy Business Sponsor Entrepreneur

Not Representative
Scrum Yes, And…
Exercise
What is a
Product?
Come up with a definition

for a product
5
minutes

There Is Always a Product
I see products
everywhere!
There is always a • It may not always be obvious,
product. but it is there, and it needs to be identified.
•User: Anyone who gets value from your

product, whether or not they pay for it
Every product has a •Buyer: Anyone who pays for your product,
customer who is a: whether or not they use it
•Both
Every product has a •Revenue increase

producer who receives a •Cost decrease or avoidance
core benefit through: •Societal benefit

Exercise
Product
Management
Activities
Come up with a list of

activities that are (should be)
part of Product Management.
5
minutes

Product Management Encapsulates Many Things
Analyzing the Maximizing Identifying

Product Release Forecasting
Industry & Revenues & Customers &
Strategy Planning & Feasibility
Competition ROI Their Needs
Creating the WHICH ARE EXPLICITLY PART OF Strategic

Business Product
Case SCRUM? Planning
Identifying
Creating a Release Auditing Sustaining Product
Product
Requirements Roadmap Execution Results the Product Launch
Defining
Customer Naming & Outbound Product
Product
Retention Branding Messaging Retirement
Features

Effective Product Owner Focuses on Product Management
• Approaches the product with a

holistic product management
mindset
Product Management
• Creates shared understanding
with vision, product goal and
value Scrum
• Leverages Scrum for frequent Product
Owner
product validation through
inspection & adaptation

Stakeholders – Who Are They and What Do They Want?
? ?
Users Influencers
? ?
Stakeholders
? ?
Governance Providers
? ?
For more on
this topic
Business Model Canvas
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS
• Who are our partners? • What key activities do our value • What value do we deliver to the • How do we get, keep, and grow • For whom are we creating value?
customers?
• Who are our key suppliers? propositions require? customer? • Which customer relationships have we
• Who are our most important
• Which key resources are we • Our distribution channels? • Which one of our customers' established? customers?
acquiring from our partners? • Customer relationships? problems are we helping to solve? • How are they integrated with the rest of our • What are the customer
• Which key activities do partners • Revenue streams? • What bundles of products and business model? archetypes?
• How costly are they?
perform? services are we offering to each
CATEGORIES 7 EXAMPLES 4 Mass Market 1
segment?
Production Personal assistance Niche Market
MOTIVATION FOR • Which customer needs are we Dedicated Personal Assistance
PARTNERSHIP Problem Solving satisfying? Self-Service Segmented
Optimization and economy Platform/Network • What is the minimum viable Automated Services Diversified
Reduction of risk and product? Communities Multi-sided Platform
Co-Creation
uncertainty CATEGORIES 2
Acquisition of particular KEY RESOURCES Newness CHANNELS
resources and activities Performance
• What key resources do our value • Through which channels do our CHANNEL PHASES
Customization 1. Awareness - How do we raise
propositions require? ”Getting the Job Done” customer segments want to be
awareness about our company’s
• Our distribution channels? reached?
Design product and services?
• Customer relationships? 6 • How do other companies reach 2. Valuation - How do we help
Brand/Status
• Revenue streams? them now? customers evaluate our organization’s
8 Price • Which ones work best? Value Proposition?
TYPES OF RESOURCES Cost Reduction • Which ones are most cost- 3. Purchase - How do we allow
Physical Risk Reduction efficient? customers to purchase specific
Intellectual (brand, patents, Accessibility • How are we integrating them with products and services?
4. Delivery - How do we deliver a
copyrights, data) Convenience/Usability customer routines?
Value Proposition to customers?
Human 3 5. After Sales - How do we provide
Financial post-purchase customer support?
COST STRUCTURE REVENUE STREAMS
TYPES FIXED PRICING

• What are the most important costs inherent to our business model? • For what value are our customers Asset sale List Price
• Which key resources are most expensive? IS YOUR BUSINESS MORE really willing to pay? Usage fee Product feature dependent 5
• Which key activities are most expensive? • For what do they currently pay?
9 Cost driven (leanest cost structure, low price value
• How are they currently paying?
Subscription fees
Lending/Renting/Leasing
Customer Segment dependent
Volume dependent
SAMPLE CHARACERISTICS proposition, maximum automation,
extensive outsourcing) • How would they prefer to pay? Licensing DYNAMIC PRICING
Fixed Costs (salaries, Economics of Scale
Value Driven (focused on value creation, • How much does each Revenue Brokerage fees Negotiation (bargaining)
rents, utilities) Economics of Scope Advertising
premium value proposition) Stream contribute to overall revenues? Yield Management
Variable Costs Real-time-Market
businessmodelgeneration.com V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 27

Lean Canvas
Identify and describe main customer/buyer
PROBLEM SOLUTION UNIQUE VALUE UNFAIR CUSTOMER 1 Who are the early adopters?
List your customer’s Outline a possible PROPOSITION ADVANTAGE SEGMENTS
top 3 problems solution for each List top 1 to 3 problems
problem
Single, clear,
compelling message
Something that can
not be easily copied
List your target
customers and
2 What are the existing alternatives?
How do they solve the problems today?
that turns an or bought users
unaware visitor into Come up with revenue stream but keep it simple
2 4 an interested 9 1 3 What is the product worth to your clients?
prospect
List solutions for each problem
EXISTING
ALTERNATIVES
KEY METRICS HIGH-LEVEL
CONCEPT
CHANNELS EARLY ADOPTERS 4 How will you deliver value?
List your path to List the
List how these List the key List your X for Y
customers characteristics of Create your UVP, the underlying ’Why’
numbers that tell
problems are solved
today you how your
analogy (e.g.
YouTube = Flickr for
your ideal 5 How will you get noticed?
customers
business is doing videos)
Identify a couple of possible channels
7 5 6 6 How will you build a path to customers?
Identify key value metrics

COST STRUCTURE REVENUE STREAMS 7 How will you measure success?
List you fixed and variable costs List your sources of revenue
Identify your costs and break-even point
8 How will you afford your initiative?
8 3
Something that cannot easily be copied or bought
9 How will you defend against competition?
PRODUCT MARKET Lean Canvas is adapted from The Business Model Canvas
(http://www.businessmodelgeneration.com) and is licensed
under the Creative Commons Attribution-Share Alike 3.0 Un-
leanstack.com ported License
Value Proposition Canvas
D Product & Services: A Customer Job(s):
• Which specific products or services • What functional jobs are you helping your
can we create to help this customer customer get done?
get their jobs (tasks) done?
• What social jobs are you helping your customers
• We do not need to fix it all, decide on get done?
one or two jobs that are the most
important to address first. • What emotional jobs are you helping your
customer get done?
• Is the customer the buyer, user or
maybe a co-creator?
F C • What basic needs are you helping your customer
satisfy?
E Pain Relievers: D A
B Pains:
• Make your customer feel better?
• What makes your customer feel bad?
• Produce Savings?
• What does your customer find too costly?
• Fix underperforming solutions?
• How are current solutions underperforming for
• Eliminate risks your customers fear? your customer?
F Gain Creators: E B • What are the main difficulties and challenges your
customer encounter?
• Produce outcomes your customer
expects or even exceeds? C Gains:
• Create saving which makes your • What outcomes does your customer expect and
customer happy? what would go beyond his/her expectation?
Design Observe
• Make your customer’s job life easier? • Which savings would make your customer happy?
• Do something customers look for? • How do current solutions delight your customer?
• What could make your customer’s job or life

easier?

Class Project
Business Explore a Business Strategy for your product.

Strategy Important topics to consider:
• Customer Needs
• Who Benefits
• How
• Revenue
15
minutes

Techniques For Creating A Product Vision
Product/Vision Box
A collaboration tool for identifying the most
important features and a vision for a
product
Have you used

Elevator Pitch Template
A popular template to help organize any others?
thoughts about the vision

Innovation Games® Product Box
Front
• Product Name
• Image(s)
• Clear Target Customer
• Clear Value Proposition
Back
• Sub-features

Product Vision Template
FOR … [target audience]

WHO … [need, want]
[product name] IS A … [market category]
THAT … [one key benefit]

UNLIKE … [competition or current situation]
OUR PRODUCT … [competitive advantage]
* From “Crossing the Chasm” Geoffrey Moore

Class Project
Product Vision Craft a Vision for your product:
1. Select a technique
2. Collaborate on a vision for your product
3. Prepare to pitch your product to the class
15
minutes

Exercise
Product Owner Should a Product Owner be technical?

and PROS CONS
Technology
5
minutes

Strategic Alignment Index
High Highest benefits are

most likely realized
when building these
Business products or features
Strategic
Alignment Size of bubble = TCO
Total Cost of Ownership

(TCO) and value are
Low variables used in
Low High development prioritization.
IT Strategic Source: “Measuring the Business Value of
Alignment Information Technology” , Intel Press

Agile Product Management Recommendations
TRY FAVOR AVOID
• Try involving the whole • Making your business • Building products without
Scrum Team early with model assumptions validating your most risky
value and validation explicit assumptions early on
• Start learning and • Seeing validation as • Building the canvases
experimenting with early ongoing – even after without team and
adopters product delivery stakeholder involvement
• Using the canvases to • When defining product as • Defining products around
focus on customers components or suites, organizational structures
needs, problems, or aligning toward consistent
desires end user value

TAKE • Agility can be a competitive advantage for an
organization.
AWAY • Product Management is an essential practice for
Scrum Product Owners.
Agile Product
Management • Organizations should take on more of a Product
Mindset over a Project Mindset.
• Foundations of Product Management are an
inspiring Product Vision, Strategy and
entrepreneurial Mind-Set.

Suggested Reading
“Crossing the Chasm” “The Professional Product • “The Lean Startup”

Owner” (Don McGreal & Ralph
(Geoffrey Moore) Jocham) (Eric Ries)

“Price is what you pay. Value is what you get.”
- Warren Buffett
3
Value-Driven Development

Exercise
Value
What is value?
3
minutes

For organizations, value is…
The benefit to the customer, represented

in terms of happiness, that results
from the use of a product or service.
The benefit to the organization, The benefit to society, not

represented in money terms, necessarily represented in
that results from the use of a money terms, that results from
product or service. the use of a product or service.
For more on
this topic

Exercise
Delivering Value
What is the only way for a

Scrum Team to deliver
value?
2
minutes

A Release Is Needed to Realize Value
Analyzing the industry and competition

Auditing resultsIdentifying customers and their needs
Forecasting and feasibility
Creating the business case
Strategic product planning
Product Launch Identifying requirements Release Value
Release execution
Release planning Product retirement
Sustaining the product
Creating a roadmap

Traditional Development Delays the Realization of Value
Requirements
Design &
Architecture
Development &
Construction
Quality
Assurance &
Testing
Implementation
Maintenance &
Support
Derived from: http://pg-server.csc.ncsu.edu/mediawiki 1 Value 2

Years

Business Value Over Time
Scrum
Traditional
Release (validate customer value)

Business Value Over Time – Optimized
Multiple
opportunities to
see how the
customer uses
product
No opportunity to
see how the
customer uses
product
Release Release Release

Exercise
How Do You Know • What are you currently measuring?

Your Product Is
Creating Value? • Do you apply any metrics?
• Are incentives in place for any of
them?
5
minutes

The Right Metrics Can Provide Insight Into Actual Value Delivered
Release Plan Burn Up
Cost:
$50k/Sprint
Revenue
Technical Debt
Customer Satisfaction
Employee Satisfaction
V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved

Candidate Value Measures
• Market Share • Revenue per Employee

• Customer or User • Product Cost Ratio
Satisfaction Gap • Employee Satisfaction
• Customer Satisfaction
• Usage Index
• Innovation Rate • Build & Integration Frequency

• Time spent context switching • Release Frequency
• Usage Index • Release Stabilization Period
• Installed Version Index • Mean Time to Repair
• Technical Debt • Cycle Time
• Defect Trends • Lead Time
• Production Incident Count • Time to Learn
• On-Product-Index
Read the EBM Guide at: For more on

scrum.org/ebm this topic
Look at Trends and Interrelationships

The Right Metrics Can Provide Insight into Actual Value Delivered:
$1 Innovation On-Product Installed

Usage Index
Rate Index Version Index
29% new 80% 35% of 70% on latest
build productivity scope used version
Budget
x $1.00= x $0.29= x $0.23= x $0.08=
$0.29
$0.23
$0.08 $0.06
$-

Value-Driven Development Recommendations
TRY FAVOR AVOID

• Linking value to vision • Defining features as value
• Finding patterns and • Using additional tools such
relationships in metrics as impact mapping to link • Accepting business value
that help understand how outcome to possible output as an organizationally
to improve value delivery • Using the definition of value dictated number without
in Backlog Refinement, analysis and
• Managing value direction Sprint Planning, and Sprint
by using leading and Review understanding
lagging indicators • Differentiating Customer • Believing you know value
segments, and what they
• Starting customer and consider as valuable without data
stakeholder discussions • Using trends in metrics, not • Mistaking velocity (output)
with outcomes absolutes and value (outcome)

TAKE • Value in itself is difficult to quantify.
• Value remains an assumption until validated by the
AWAY marketplace.
Value-Driven
• Key Value Indicators are metrics that indicate
Development whether value is actually being delivered.
• Favor Value Creation over Revenue Extraction

Suggested Reading
“Software in 30 Days” (Ken Schwaber, Jeff Sutherland) “The Elements of Value” (Almquist, Senior, Bloch)

Insanity: Doing the same thing over and over again
and expecting different results.
- Albert Einstein
4
Scrum Theory & Empiricism

Exercise
The Complexity of List the variables that have to be considered

Product in product development.
Development
• How predictable are they?
• What would you do to control them?
5
minutes

Exercise
Put a slider ( ) at 0-10 for the 3 major variables in

The Predictability product development on the scale of unpredictability:
of Product
Development
0 Unpredictability 10
• ______________:
• ______________:
5
minutes
• ______________:

The Complexity of Product Development
• Simple
everything is known
Scrum
• Complicated
more is known than unknown
• Complex
more is unknown than known
• Chaotic
very little is known
Based on the original chart by Ralph Stacey

(source: Strategic Management and Organisational Dynamics, Pearson, 2015)
Situation Dictates the Type of Process
DEFINED EMPIRICAL
• Given a well-defined set of inputs, • Frequent inspection and adaptation

the same outputs are generated occurs as work proceeds
every time • Outputs are often unpredictable
• Follow the pre-determined steps to and unrepeatable
get known results
Examples: Sales, marketing, theater,
Examples: Assembly line, creative writing
construction, accounting
This class focuses on the empirical approach

Empirical Processes Require Trust & Courage
Trust &
Transparency Inspection Adaptation
Courage

Scrum Values
• The Scrum Values are the

foundation for behavior and
practices in Scrum.
• They are closely related to the
theory and first principles of
Scrum and support teams in
their work.
• The Scrum Team can always
fall back on these essentials.
Scrum Values are the life blood of the Scrum Framework.

Scrum Theory Recommendations
TRY FAVOR AVOID
• Avoid adding details • Having the courage to be • Seeing creative work as

leaving details vague transparent and not simple
when plausible quashing others • Trying to drive complex or
• Defer constraining • Understanding the impact complicated work to
commitments in order to and reasons of complexity become simple
learn more before • Embracing empiricism as • Looking for best practices
committing a mindset for non-simple work
• Fostering faster feedback
loops for more complex
and risky endeavors

TAKE • Product development resides in the complex
domain.
AWAY • The best fit for complexity is the empirical process.
Scrum Theory &
• The 3 legs of empiricism are transparency ,
Empirical Process inspection, and adaptation.
Control
• Transparency requires trust and courage.

Suggested Reading
“The New New Product “A Leader’s Framework for • ”The Age of Agile” (Stephen
Development Game” (Takeuchi, Decision-Making” (Snowden,
Nonaka) Boone) Denning)

“If you haven’t found it yet, keep looking. Don’t
settle. As with all matters of the heart, you’ll
know when you find it.”
- Steve Jobs
5
The Scrum Framework

Definition of Scrum
Scrum (noun):
A lightweight framework that helps people,
teams and organizations generate value
through adaptive solutions for complex
problems.
Scrum is
• Lightweight tool for enabling business agility
• Simple and purposefully incomplete
www.scrumguides.org

Exercise
What Is Needed Explore the elements in the Scrum framework:

for Scrum? Scrum Team Artifacts Events
• • •
• • •
• • •
5
minutes

Exercise
What Else? Explore the elements in the Scrum framework:

Scrum Team Artifacts Events
• Product Owner • Product Backlog • Sprint
• Developers • Sprint Backlog • Sprint Planning
• Scrum Master • Increment • Daily Scrum
• Sprint Review
Commitments • Sprint Retrospective
3
minutes
•

Scrum Team, Artifacts and Events in the Scrum Framework
Scrum Team
• Product Owner
• Developers
• Scrum Master
Artifacts
• Product Backlog
• Sprint Backlog
• Increment
Events
• Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective

Exercise
The Rewrite Your organization has a legacy application that “works fine”
Fallacy but is getting increasingly difficult/expensive to support. It is
going to be re-written using modern technologies. Larry is
the Product Manager.
Larry says the users are completely happy with the existing
PURPOSE system and use all of its features (though usage statistics
Discover the need for a Product are not available).
Backlog
Larry claims that the new system must “do exactly what the
old system did.” Because of this, he says there is no need for
a Product Owner or a Product Backlog, let alone any need for
assigning business value.
5
minutes Question: Is Larry helping or hindering? How?

Exercise
Judi is CEO of a community portal in San Francisco. The

Judi Is in Trouble portal has over 20m subscribers.
Other than content changes, there hasn’t been a release of
new functionality in over 5 months.
There are five directors, responsible for advertising, dating,
community, vacations, and classified functionality. They each
PURPOSE receive commissions on the revenue from their respective
Demonstrate accountabilities in areas.
Scrum
They cannot agree on what strategic direction to take next.
5
minutes
What would be your recommendation for
Judi?

Exercise
The company is trained in Scrum. David is now Product Owner.
David Saves the
Day David works with the other directors and creates an ordered
product backlog that is agreeable to all the directors.
At Sprint Planning, David presents a Product Backlog different

from what he and the other four directors agreed on earlier.
PURPOSE This product backlog will provide David with the best commission
Demonstrate the authority of the at the expense of the other directors.
Product Owner
The directors, attending the meeting, express their disagreement.
After hours of bickering, they are nowhere.
5
minutes
What does Scrum call for?

Scrum Team Relationship and Accountabilities
Marketplace Technical Quality
Refinement
Product Quality
Sprint Goal Technical Practices
Competition Product
Goal
Product Daily Scrum
Product Backlog Developers
Owner Budget Stakeholders
Definition
Of Done Sprint Backlog
Roadmap
Scrum Master V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 92
What Is a Sprint in Scrum?
Sprints are time-boxed iterations that serve iterative-incremental

development.
• All development is done within a Sprint
• A Sprint has a consistent duration of 1 month or less
• Sprint length is determined by acceptable planning horizon, risk, and
unknowns
• Sprint length is NOT set by the number of items, but by the factors above
• Scrum knows no phases, only Sprints
• No testing, hardening, analysis Sprints
Sprint Planning Meeting Flow
Product Backlog Scrum Team Sprint Retrospective
(Product Goal & PBIs) (Past Performance & Definition of Done Increment
Available Capacity)
Improvements
1 Why
Define or refine Sprint Goal
2 What
Analyze, evaluate, and select
Product Backlog for Sprint
3 How
Decompose enough work
into actionable plan
Sprint Backlog (Sprint Goal + selected PBIs + Actionable Plan)

Exercise
Create a Sprint Goal for Your Product
Sprint Goal
Explorations
At the end of our sprint,
We will share <Achievement>
Which has a value of <Impact>
It’s time for your first
Understand what a sprint goal is Sprint Goal.
and how it works
With the help of the

following format,
create a Sprint Goal
5
for your Class Product
Our focus is on <Outcome>
We believe it delivers <Impact> to <Customer>
minutes
This will be confirmed when <Event happens>
https://www.scrum.org/resources/blog/sprint-goal-template V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 95

Some Sprint Goals
An objective to be met in •Through the implementation of the PBIs selected in Sprint Planning
•Providing guidance to the Scrum Team
the Sprint •Acts as a step towards the Product Goal
Allows flexibility in delivering •Allows flexibility for exact implementation of PBIs

the Increment •Although the Sprint Goal is fixed
Is sacrosanct throughout •As the Scrum Team works, it keeps this goal in mind
the Sprint •Each Daily Scrum assesses the Team’s progress toward meeting the Sprint Goal
Set up deployment Can we build the hazard

pipeline & release an Enable visitors to search Show top-selling products warning line assistance A visitor can order a Allow users to order by
empty site to production for properties on the homepage with the new hardware product using pre-paid credits
sensor for our trucks?
Additional reading: https://www.scrum.org/resources/blog/10-powerful-questions-create-better-sprint-goals

Exercise
Product Owner and During the Sprint, the Product Owner is nervous
Sprint Backlog about the way the Developers are working.
The PO believes that they are not focused on the
Sprint Goal and would like to question the
Developers about their approach and possibly
have them change their Sprint Backlog.
Question: What is the Product Owner

allowed to do?
5
minutes

Cancelling a Sprint
• Sprints may be cancelled early, i.e. before the time-box expires.

• Only by the Product Owner
• Prefer adjusting Sprint Scope
• A Sprint would be cancelled if the Sprint Goal becomes obsolete.
• Reasons to cancel may include changes in competition, business,
or technology feasibility.
• After a Sprint cancellation, re-plan the Sprint.

Exercise
Connect the statements to the Scrum events.

A Sprint Is a Cross out incorrect statements.
Feedback Loop
Inspect the Increment A demo to promote the
product to the stakeholders
The Product Owner informs
the team of the Velocity
required for the next Sprint Inspect how the Sprint went
Sprint Review with regards to people and
relationships
Figure out how to make the
next Sprint more enjoyable
Inspect marketplace changes

The Scrum Team inspects and potential use of the
itself product
5
Sprint
Progress is discussed towards Retrospective
Product Goal Adapt the Product Backlog
minutes
Adapting the Definition of
Done to increase product A status meeting for the
quality steering committee

This is a collaborative Flow of the Sprint Review Meeting
working session, not a
demonstration, sign-
off or education.
Sprint Goal Increment & Product Backlog & Current Business

Definition of Done Product Goal Conditions
Review, discover & rearrange info
Purpose: steer product

direction based on
feedback & common
Updated Product Backlog understanding

Exercise
As an observer, you go to a Sprint Review and see
Exploring Product multiple stakeholders attending.
Cohesion The stakeholders are all annoyed because none
of them got “enough” functionality.
Although stakeholders participate in backlog

refinement, it seems what is created during the
sprint only partially satisfies any of the
stakeholders.
5 What elements of Scrum would help

minutes
the Product Owner?
Sprint Retrospective
• Scrum Team inspects how the

last Sprint went
• People & Relationships
• Process
• Environment (tools)
• Quality
• Adapt the Definition of Done if
appropriate
The Product Owner is required to attend
• Scrum Team selects the most
impactful improvements are
addressed as soon as possible.

Exercise
Exploring
“Done” How should the Product
Owner be involved with the
Definition of Done?
Do they create it?
Can they change it?
5
minutes
Why do they care about it?

Incremental Requires Transparency
Definition
• Increment must be transparent of Done
to Product Owner and
stakeholders
• Increment must be “Done” in
adherence with the Definition
of Done
• Increment must be
potentially releasable, or
usable by stakeholders

Increment Grows Over Time Iteratively – Always Done
√
√√
√ √√
√√ √√
Incremental Iterative & Incremental

Scrum Quick Reference
Event Inspection Adaptation Who Attends Time-box for 1 Month
Sprint Goal, Forecast,

Sprint Planning Product Backlog Scrum Team 8 hours
Sprint Backlog
Progress toward Sprint
Daily Scrum Sprint Backlog Developers 15 minutes (always)
Goal
Increment, Product Scrum Team
Sprint Review Product Backlog 4 hours
Backlog, Product Goal Stakeholders
Actionable and
Sprint Retrospective Sprint committed Scrum Team 3 hours
improvements
Every event of Scrum supports empiricism
Scrum Framework Recommendations
TRY FAVOR AVOID

• Focus on communicating • Using only comfortable parts
• Vary refinement session value with the scrum team of Scrum
audience based on level in the Scrum events
of detail • Using Sprint Review as a
• Refining PBIs multiple times showcase or educational
• Picking Sprint work driven before planning them
session for stakeholders
by the Sprint Goal • Conceptualizing a Sprint as
a risk box, not a feature box • “Managing” the Scrum Team
• Relating Sprint Goal to • Not using Scrum Values as
• Setting up refinement on a
Product Goal cadence guides
• Making a single cohesive • Bowing out of retrospectives
Sprint Goal for a sprint
• Consistently carrying work
over from Sprint to Sprint

TAKE • Scrum enables empiricism for an agile business.
• A Sprint is a window of opportunity.
AWAY • The length of the Sprint controls risk
The Scrum • Every Scrum Team member has clear
Framework & accountability.
Product Owner
• The Product Owner is the value optimizer.

Suggested Reading
“Scrum – A Pocket Guide” “Product Mastery” “Mastering Professional Scrum”

(Gunther Verheyen) (Geoff Watts) (Ockerman and Reindl)

“If you pick up a starving dog and make him
prosperous, he will not bite you. This is the principal
difference between a dog and a man.”
- Mark Twain
6
Product Backlog Management
Exercise
The Bigger Company
Picture Revisited Vision
What tools, techniques, and Business

practices would you use to tie the Strategy
layers together?
Examples: Product
• Business model canvas Vision
• Vision statement
• Product roadmap
• User Stories Product Goal
Product
• Acceptance criteria reach Strategy
• User survey
• Impact mapping
• User story map
(Refinement)
Sprint Planning
Value &
Solution
5
Discovery
Product Backlog reach
Sprint Goal
Sprint Review
Daily Scrum
Delivery &
minutes Validation

Product Vision, Product Goal, and Sprint Goal Relationship
Product Vision
Save lives by reducing accidents at traffic lights
Product Product Goal Sprint Goal PBIs in the sprint

Autonomously change Send simple ping between
Establish core
Autonomous Traffic traffic flow via traffic two TL
communication
Light Coordinator lights depending on
with traffic lights Centrally determine state of
volume
TLs
• Strategy to achieve the vision can be expressed in goals for
the Product …..
…..
• Product Goals are measurable and serve to focus the work …..
….. Determine
Centrally
of the team over a longer period Geolocation of TL
• There can be only one Product Goal (at a given time)
A Good Product Goal
1.If we have many items in the Product Backlog that don’t contribute towards the Product
Goal, do we have the right Product Goal?
2.If we wouldn’t have another release after this one, what would be a Product Goal to
support and drive this release in order to return optimal value?
3.If we were paying for this Product with our own money, what Product Goal would give us
the highest chance to get that money back?
4.When we achieve this Product Goal, what has clearly changed or improved from the
perspective of customers?
5.Is the least amount of work required to achieve our Product Goal feasible?
6.With our current Product Goal, can we reduce the possibility of abandoning it later?
7.Does our Product Goal excite you and your customers with opportunities?
8.Can we use the Product Goal to prevent increasing risk or wasting time and money?
9.Given our current Product Goal, what would indicate that you should abandon it?
Characteristics of a Product Backlog Product Goal
• Based on a Product Goal – but not constrained by it

• Single source for valuable items to deliver
• Transparent to Scrum Team & Stakeholders
• Ordered based on value, dependencies, and risk
• Product Backlog items are sized
• A vehicle for starting conversations
• May reference other artifacts like:
• Specifications, Mockups, Architecture Models

Specification
Various Product Goal
Specification How Sprint Goal
practices for by Example Examples
Harder to define upfront
different Very specific
Acceptance
levels of
Product Backlog
Criteria
specification Story
Readiness
Mapping
Stories /
Impact Product Backlog items
Mapping
Walking Skeleton / Epics /
Coarse Product Backlog items
Business
Modeling Key Activities / Backbone
VISION
High Level Product Backlog items Easier to define upfront

Product Backlog item
More abstract
Value Propositions
Product Scope
Customer Needs
Why
What
Outcome
Valid Product Backlog Items
Non-
Feature
Functional Experiments User Stories
Requests
Requirements
Bugs/Defects Use Cases Capabilities …

The Three C’s of User Stories
TITLE: Derive Racing Time
As a casual Runner
I want to be able to derive the race time

Stories are about the shared understanding
NOT about documentation
Card
for a new distance based on past times
So that I can better plan my training
As a frequent traveler
I want to book a hotel

As a user
reservation
I want to book a hotel reservation
Conversation As a father
I want to book a hotel

reservation
TITLE: Derive Racing Time

Confirmation
Acceptance Criteria
• Calculated time is rounded to next half or full minute for
As a casual Runner all distances of less than 1 hour racing time
• Calculated time is rounded to next minute for all
I want to be able to derive the race time for a distances of more than 1 hour racing time
new distance based on past times • Time of calculation is < 1 second
• Maximal allowed distance is a Marathon
• Shortest allowed distance is 1km
So that I can better plan my training

Build Experiments Into the Process Customer testing
TITLE: Flash Design Experiment
https://www.scrum.org/resources/psu-support-nordstrom-video
A/B Testing
TITLE: Upfront Postage increases Sale Technical Spike
Determine if showing the postage for each preselected TITLE: Does library XYZ meet our needs
catalog item increases sales compared to only Implement library XYZ as a proof of concept to see if
showing the total postage on the order confirmation it:
• has Right data precision
page.
• it meets our performance requirements
• is threadsafe

Exercise
Differentiating Connect the statements to the agile practices

DOD, Sprint Goal,
Acceptance Increase product Should use hamburger menu
Criteria responsiveness Definition of

Done
style on iPhone
Complies with legislation on Address debit card overdrafts

drug interactions
Increase capacity to 100K

Documentation is updated customers
Data collection is set up to

Sprint Goal Use latest Yuan to Euro
support validations
conversion algorithm
5
Works with keyboard and
gamepad User Acceptance Test
instructions are updated
Accepts Visa, Mastercard,

minutes American Express Reviewed by the stakeholders
Acceptance
Use UK English on screens Criteria No unreachable components

Upcoming Product Backlog Items are Refined to Ready
Requirement
Requirement
• Top ordered PBIs are well understood
Sprint 1
Requirement and easily selected in Sprint Planning.
Requirement
Requirement • Product Backlog is continuously refined
Sprint 2+3 Requirement to increase understanding, granularity
Requirement
Requirement Product
and transparency.
Goal
Requirement • When, how often and how long is up to
the Scrum Team to decide.
Sprint 4-…
Requirement
• Whether the PBIs are ‘Ready’ is
Requirement
determined by the Scrum Team.

Story Mapping
Product Backlogs are one-dimensional

• This makes it difficult to see the
workflow, relationships, and
dependencies
Story maps help visualize and plan

upcoming work
• They foster collaboration by providing
a different perspective

Class Project
Create a Product Create a preliminary Product Backlog for your

team’s Product.
Backlog
• What is your Product Goal?
• Create a card for each Product Backlog
Item
• Consider both functional and non-
functional capabilities
Prepare to present your Product Backlog

15
minutes
to the class.
Do not strive for perfection, just do the best you can!

Product Backlog Supports Emergent Architecture Development
Infrastructure / Architecture Functionality
100%
80%
60%
40%
20%
0%
Sprint 1
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10
Sprint 12
Sprint 2
Sprint 11
Exercise
How Do You Why is it important that the Product Backlog

Prioritize Work? is always ordered?
• Discuss in your team how your company or
product area prioritizes work?
• How do you resolve conflicts that occur
when people think their “stuff” is more
important than other people’s “stuff”?
• Do you quantify the results?
5
minutes
• How do you handle dependencies?

Product Backlog Order Influenced by Many Factors
SIZE
Size Risk Exposure
Too large or small
• Smaller • Feature
• Less uncertainty Refine • Technical
• Re-orderable • Dependencies
• Market Trends
Small but
Do First
impactful
RISK
VALUE Low High High Low EXPOSURE
Value
• ROI
• Existing Customers Value + Risk Exposure ≈ Order
• Prospects
• Cost of Delay Size Rank
• Discovery
Techniques for Product Backlog Ordering & Value
Business Value Poker (aka Planning Poker)
Assign relative value points (instead of size)
Buy a Feature
Innovation Game using money
Have you used
20/20 Vision
Innovation Game for simple ordering any others?
Thirty Five
Collaboration activity for ordering

Class Project
Product Backlog Order your Product Backlog:

Ordering 1. Select a technique for ordering by Value
2. Add value to each PBI card
3. Sort PBI cards

to the class.
10
minutes

Use Product Backlog to Create a Quick Roadmap
0-6 Months 6-12 12+

Future
Months Months
Requirement If nothing
Roadmaps help Requirement Idea Fuzzy Idea changes,

Sprint 1 then…
Requirement
align with key Requirement

Requirement
Idea
stakeholders Sprint 2+3

Requirement
Requirement
Requirement
Requirement
Sprint 4-… Requirement
Requirement

Make Value & Validation of PBIs Transparent
Product Goal: (this is where the product goal would be communicated)
Current Sprint +2 - Next By End of Not
Sprint + 1 Value Proposition Validation (Metrics)
Sprint 5 Release Year considered
NONE
NONE
= high value PBI = medium value PBI = low value PBI = area of concern

Product Backlog Management Recommendations
TRY FAVOR AVOID
• Delegating the detailing of • Seeing “Problems to solve” • Making PBIs tasks or

over “Solutions to component layers
PBIs implement” narrative
• Deleting PBIs that haven’t • Using one complementary
• Having Developers assist in practice for everything
been touched in the past ordering the product backlog
9-12 months (e.g. User Story)
• Using tools from this class,
• Having defect corrections, help others see the reasons
• Thinking success is
architecture, and non for the Product Backlog completing a full feature
functional work as part of order • Having deadline driven
the product backlog • Considering more than just development
• Resolving dependency value when ordering the
root causes product backlog

TAKE • Product Backlog holds all the work for the Product.
• Product Backlog gives transparency.
AWAY • Product Backlog is a living artifact.
Product Backlog • There are many techniques beyond Scrum to help
Management create and order Product Backlogs.

Suggested Reading
“User Stories Applied” “Impact Mapping” • “User Story Mapping”

(Mike Cohn) (Gojko Adzic) (Jeff Patton)

“The most reliable form of self-marketing is to have a
long history of stunningly great work, shipped.”
- Seth Godin
7
Releases
Exercise
Release Release
• Definition of a Release
• Why do we want them?
5
minutes

Not All Releases are of Equal Desirability …
Customer Desires • A value that the customer is very passionate and excited about
• Changes that take advantage of an opportunity to gain market

Market Opportunity share or grow the market
Required Release • Made to comply with a legal requirement
• Meets agreement to deliver specific functionality to a customer,

Commitments prospect, or partner
• Changes to ensure offering matches or exceeds competitors’

Competitive Response capabilities
• Commitment to the market to release new features and/or fixes,

Major Release driven by a certain schedule
Maintenance • Correction of defects

Release Strategies
MAJOR MINOR • FUNCTIONAL
• Many large changes • Broad changes • Individual functionality

• Infrequent (often aligns • Pre-scheduled (often • Continuous delivery
with organization timelines) aligns with Sprint boundaries) (often during a Sprint, even daily)
• Freezes other work • Often not cohesive • Immediate value

• High customer • Often bug fixes and • Low customer
absorption costs patches absorption costs
• High business risk • Less business risk • Minimal/no business
risk
Different release processes involve different investment into testing
Build Plan as Needed
Already funded, • Trust and history exist

underway initiative • Detail inventory for next several Sprints
Minimizing Inventory
Unfunded, new • Trust and history exist
Funding in Place
initiative with • Detail inventory to level needed to Detail initial Next several
history estimate based on history Release Sprints
Detail
Unfunded, new • Trust has not been built Detail all
Inventory for
initiative without • Detail inventory to level of reasonable Inventory
likelihood of meeting initial plan initial plan
history
Delivery History & Trust
Unfunded, new • Distrust exists
initiative with • Detail all inventory and build trust during
distrust initiative

Techniques for Sizing
Planning Poker
Assign numeric values by collaboratively playing card
T-Shirt Sizing
Assign xs, s, m, l, xl, xxl sizes instead of numeric value
Wall Estimation
Assign numeric values by collaboratively moving or placing cards on a wall
”Same-Size”
Break items small enough to be roughly the same size.
”Right-Size”
Items are small enough for intake (often associated with a flow-based
process)
Class Project
Sizing Size your Product Backlog:

1. Select a technique for sizing
2. Write the relative size on the PBI
3. Total the sizes
to the class.
10
minutes

Class Project
When Will It Be The management committee wants to know

Ready? when your product will be ready.
• What do you say?
• How would you proceed?
2
minutes

Velocity Is One Option to Measure Progress
Velocity is an
indication of the 40
ability to turn Last Observation = 36

Average (Last 8) = 33
Product Backlog into 30
Average (Worst 3) = 28
shippable
functionality across 20
time, or for a
specified price. 10
0
1 2 3 4 5 6 7 8 9
Sprints

Exercise
When Will Item At a Sprint Review one of the PRODUCT BACKLOG

stakeholders wants to know Size: 13
“A” Likely Ship? when item A is likely to ship. Size: 21
Size: 21
How would you deal with this Size: 3
question? Size: 5
Size: 1
• Average Team Velocity = 33 Size: 8
• Sprint Length = 2 weeks Size: 13

A Size: 3
Size: 21
Size: 13
2
minutes

Exercise
What Is Likely to At a Sprint Review one of the PRODUCT BACKLOG

stakeholders wants to know
Ship in 8 Weeks? what is likely to ship in 8
Size: 13
Size: 1
weeks. Size: 2
Size: 8
How would you deal with this Size: 5
question? ? Size: 13
Size: 3
• Average Team Velocity = 18 Size: 13
• Sprint Length = 2 weeks Size: 5

Size: 8
Size: 2
2
minutes

Monitoring Progress and Uncertainty
PRODUCT BACKLOG
70 How likely are we to
meet this date? A
60 B
Remaining Product Backlog
Cone of C
50 Uncertainty D
E
40
F
30 G
H
20
I
10 J
K
0
8 9 10 11 12 13 14
Sprints

Cycle Time and Percentiles Can Provide Insight
Y axis marks
Elapsed Time for a
specific item 79 items complete total
Some dots represent >
1 item
Cycle Time (Days)
74 items 95th Percentile = 19

19 Days Days or Less

16 Days Days or Less

8 Days Days or Less
X axis marks the

date a specific item For more on
was completed this topic
Completion Date V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 154
Undone Work & Technical Debt Increase the Actual Work
Perceived Work
Remember: Actual Baseline

Undone Work
Undone Work & Perceived Baseline Technical Debt
Technical Debt Actual Work Required
do not Actual Work

Trajectory
accumulate Product
Backlog
linearly Perceived Work
Undone Work
Trajectory & Technical Debt

Accumulation
Time

Exercise
The Impact of List the EBM value metrics that could

Technical Debt on be negatively affected by Technical Debt.
Future Value • ______________________________
• ______________________________
• ______________________________
• ______________________________
• ______________________________
• ______________________________
• ______________________________
5
• ______________________________
• ______________________________
minutes
Question: Is there ever a good reason to incur
Technical Debt?
Exercise
Good Velocity In your team, decide what is a desirable

velocity.
What can you do for teams that don’t have
the velocity you want?
5
minutes

Class Project
Your team thinks they can deliver ~11 points in one Sprint
Refinement (Velocity). Sprints are two weeks.
• Refine the PBIs of the two upcoming Sprints into PBIs with
no greater relative size than 3 points.
• Suggest a candidate Sprint Goal for Sprint 1.
Present your Release Plan to the class.
Sprint 1 Sprint 2 Sprint 3 & 4
10 Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
minutes

Class Project
Your client needs to make significant investments in getting

Urgency this system installed and replacing their old one.
You have a predicted velocity of 11 units of work per 2-week
Sprint. Assume you have a team of 6 people and that their
cost is ~$10,000/month each.
Your client wants to know:

• Can it be done?
• When will it be done? (So, they can cancel
existing vendor contracts)
10
minutes
• How much will it cost? (So, they can secure a
budget)

Releases Recommendations
TRY FAVOR AVOID
• Considering a release an • Releasing inspectable • Assuming your customers

experiment and validation product increments can adopt continuously
(possibly with feature frequent • Planning too far ahead
flags) • Explicitly communicating a • Not having a goal for your
• Adopting a flow-based customer centered reason release
approach to releases and for the release
• Using upfront release
cadence • Using technology and plans with fixed scope
• Plan follow up of a release practices to help release and fixed date
to validate the value early and often
• Not answering questions
• Decoupling releases from around delivery
Scrum cadence

TAKE • Product Backlog holds all information needed for
forecasting, planning, and reporting.
AWAY • Increasing release frequency of new features or
enhancements is a competitive advantage.
Releases
• There are many techniques beyond Scrum to help
size Product Backlogs.

Suggested Reading
“Agile Estimating and “The Principles of Product • “Actionable Agile Metrics

Development Flow” (Donald
Planning” (Mike Cohn) Reinertsen) …” (Daniel Vacanti)

“The journey of a thousand miles begins with a single step”
- Lao Tzu
8
Closing
Exercise
Product Owner List the skills and traits a Product Owner

Skills needs to be effective and successful.
SKILLS TRAITS
10
minutes

Three Things You Wanted to Know (Re-Visit)
• Did we cover what you absolutely wanted to know?

• Did we set some questions aside that we still need to go into?
P
Exercise
Now that you have an understanding of what an
Dear Scrum effective product owner does, pair with another
student craft an email to your Scrum Master with
Master the top 4 or more things you can try in the next 2
sprints.
Dear Scrum Master,
I just finished a 2-day Professional Scrum Product Owner class
Solidify actions based on most and I’d like to start using what I learned.
impactful learnings in the class
Can you help me with the following items (or work with the scrum
team to collaborate on these topics)?
❑ Create a product box or vision statement for the product
8
minutes
❑
❑
Understand or use better Sprint and Product Goals
Implement the following value metrics …….
❑ Help me to facilitate …. meetings
❑ ….. etc. …..
Inspect Your Knowledge – Feedback in 14 Days or Less!
Over the past 2 days, you have learned the importance of inspection,
adaptation, and fast feedback cycles. To reinforce these concepts, if
you attempt the Professional Scrum Product Owner I (PSPO I)
certification assessment within 14 days and do not score at least 85%,
you will be granted a 2nd attempt at no further cost.
• Test your basic knowledge of Scrum and learn from immediate feedback by
taking an Open assessment:
www.scrum.org/assessments/open-assessments
• Use the Open assessments to prepare for Level I assessments

Professional Scrum Competencies www.scrum.org/professional-scrum-competencies
The Professional Scrum Competencies

help guide an individual’s personal
development with Scrum.
Benefit from a common understanding of
the competencies and focus areas to
evaluate and balance your team’s
proficiencies based on your unique needs.
See how all Scrum.org courses map to the
competencies and focus areas by visiting:
www.scrum.org/courses/professional-
scrum-training-competency-mapping
✓ The Focus Area is covered in the class

✓+ The Focus Area has deep coverage in the class

Continue Your Learning www.scrum.org/pathway/product-owner-learning-path
Additional Pathways include:

• Advanced Product Owner
https://www.scrum.org/courses/professional-scrum-
product-owner-advanced-mastering-product-owner-
stances-training
• Scrum Master
https://www.scrum.org/pathway/scrum-master
• Developers
https://www.scrum.org/pathway/team-member-
learning-path
• Agile Leader
https://www.scrum.org/pathway/agile-leader-
learning-path
• Evidence Based Management
https://www.scrum.org/pathway/product-owner-
learning-path/evolving-the-agile-
organization/evidence-based-management

Review Your Class Experience Using Trustpilot
Share your experience with other potential students!
Your review will be visible on our website:

Your Scrum.org Profile

Feedback
Feedback is important, and we take it seriously. Your feedback

helps us to continually inspect and adapt our courses.
Share your feedback on the class you attended at:

www.scrum.org/feedback

Scrum.org Is a Community. Connect.
Forums Twitter LinkedIn Facebook RSS

Scrum.org @scrumdotorg LinkedIn.com Facebook.com Scrum.org/RSS
/Community /company/Scrum.org /Scrum.org

Thank You!
KEEP
CALM
AND
SCRUM
ON

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Professional Scrum

PRODUCT OWNER @ScrumDotOrg

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 2

@ScrumDotOrg V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 3

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 4

• Agile Product Management • The Scrum Framework

With joyful exercises along the way!

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 5

Develop guidelines for how to work together during this class.

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 6

Team Start-Up Make roughly even-sized, multi-disciplinary teams of

Post for all to see:

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 7

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 8

The Professional Scrum Competencies

✓ The Focus Area is covered in the class

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 9

• Teaches how to wring more • For those responsible for the

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 10

• 3 Accountabilities • Product Goal • Backlog Refinement

• Burnup/Burndown Charts • Story Mapping • Velocity

• Continuous Delivery • Impact Mapping

… and many, many more.

@ScrumDotOrg V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 12

As a product owner, what

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 13

”14th Annual State of Agile Report” - Digital.ai - 2020

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 14

Product Mindset Project Mindset

Leads to less waste, Leads to less business

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 16

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 17

Scribe Proxy Business Sponsor Entrepreneur

Come up with a definition

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 20

•User: Anyone who gets value from your

Every product has a •Revenue increase

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 21

Come up with a list of

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 22

Analyzing the Maximizing Identifying

Creating the WHICH ARE EXPLICITLY PART OF Strategic

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 23

• Approaches the product with a

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 24

COST STRUCTURE REVENUE STREAMS

TYPES FIXED PRICING

businessmodelgeneration.com V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 27

Identify key value metrics

• What could make your customer’s job or life

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 29

Business Explore a Business Strategy for your product.

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 31

Have you used

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 32

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 33

FOR … [target audience]

THAT … [one key benefit]

* From “Crossing the Chasm” Geoffrey Moore

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 34

Product Vision Craft a Vision for your product:

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 36

Product Owner Should a Product Owner be technical?

V5.7 Dev © 1993 – 2021 Scrum.org All Rights Reserved 37