Certified Product Owner-SKVv1.0

Cer$fied
Product Owner
Workshop
Let’s MaximizeValue
Sa7sha K Venkataramaiah
CST, CSM, CSP, CSPO, Agile PM, PMP, CSSBB

© leanpitch Technologies Private Limited
Who am I?
•  Over 15 years of IT experience in
soGware development.
•  Agile prac$$oner since 2003.
© leanpitch Technologies Private Limited 2

Empirical Agile Scrum
Principles
Process and Values
Framework
Developing Building
Con$nuous
Product Product
Discovery
Vision Backlog
Priori$za$on
for Agile GeTng it
Incremental Es$ma$on
and Planning Done
Delivery
Empirical Process

What do we do when we are trying to
achieve a goal?
Changing Ac$ons to achieve Goal?
Changing goals to benefit from our

ac$ons?
We Inspect and Adapt

Speed of Itera$on Beats Quality
Observe
Act Orient
Decide
hGp://managingmetrics.com/what-the-f-86-can-teach-us-about-soPware-dev
What do you think?
India vs Pakistan match

announced. Would Team
India seWle on a total?
Now they also know that

its @ Mohali, India.
Would Team India seWle
on a total?
What do you think?
Now they are baTng

first? Would Team India
seWle on a total?
They are 200/3 in 30

overs, Would they seWle
on a total?

No!!!
They work as a team, look

at the current situa$on
and accordingly act, right?

What’s Empirical Process?
The empirical model of process
control provides and exercises control
inspec$on
through frequent
and adapta$on for

processes that are imperfectly
defined and generate unpredictable
and unrepeatable outputs.
Why Empiricism works?
The transparency
Empirical of results and
Process
capaibil$es help
the team inspect
Transparency
Inspect
Adapt
where they stand

with respect to the
goal and adapt
their plans
accordingly.
Why SoGware Development is hard?
Specifica7ons will never be fully understood

Why Solving user Problems is hard?
The user will never be sure of what they want

un7l they see the system in produc7on
Why SoGware Development is hard?
SoPware evolves more rapidly as it

approaches chao7c regions

SoGware Development Process is
Complex
Far from agreement Requirements
Close to agreement
Certainty
Certainty
Far from
Technology
Close to
Source: Ken Schwaber (inventor of Scrum) who adapted it from Strategic Management and Organisa7onal Dynamics, by Ralph D. Stacey
People are different and have different
capabili$es
Dravid(128) and Sehwag(254): 1st Test: Pakistan v India at Lahore, Jan 13-17, 2006
Human imagina$on will always outpace
physics

Ac$vity: Ballpoint Game
  Ball Point: You earn a ball point each

$me a ball passes through everyone in
the team
  Goal: Collect as many ball points as you

can in 2 minutes
  Rules:
§  Balls must have air $me
§  No passing to the direct neighbour
§  Ball on the floor stays on the floor
§  No physical change to the ball
Deming Cycle
Act Plan …is the core of Scrum
Check Do Inspect and

Adapt

Agile Principles and Values

Ac$vity: Puzzle Game
  The whole class is one organiza$on. Each of the table
represents Business, Architect, Development, QA, PMO
etc.
  Requirements:
§  The requirements are to solve puzzles
§  Each developer will solve his own puzzles
independently
§  QA verifies the puzzles if the puzzles are correctly
solved and file bugs
  Goal: Each table has a goal

Business: Charge customer more
Development: Deliver more work
QA: Report more bugs
Architect: Resolve more $ckets
PMO: Deliver project on scope, schedule and budget.
What is Agile?
It’s a philosophy that uses
organiza$onal models based on


Agile Manifesto
Image Source: hGp://udayanbanerjee.wordpress.com/category/agile

What is wrong?

The Agile Manifesto
We are uncovering beWer ways of developing soGware by doing it and helping
others do it. Through this work we have come to value
Individuals and interac$ons over Processes and tools
Working SoGware over Comprehensive Documenta$on
Customer Collabora$on over Contract Nego$a$on
Responding to Change over Following a plan
That is, while there is value in the items on the right, we value the items on the
leG more
Agile Principles :: Principle #1
Our highest priority is to sa$sfy the
customer through early and con$nuous
delivery of valuable soGware.

What’s Value?
Value
What the customer wants the product
to do

Example:
  Tell me how many license I should buy
  Show me how am I u$lizing my cluster
What’s Value Stream?
Value Stream
All ac$ons required to bring project
from crea$on to comple$on

Types of ac$ons
§ Add value
§ No value added, but unavoidable
§ No value added, avoidable
What's waste?
Muda
Any ac$vity that consumes resources,
but adds no value

Examples of waste
§ Par$ally done work
§ Extra processes
§ Defects
8 Types of Wastes
• Naviga3ng mul3ple
• Making or processing screens to input data
more than is needed
•  Surgeon – Nurse
Overproduc7on
Unnecessary Mo7on
• Broken Light bulbs

•  Rework
• Scratched appliances
•  Entering same data
• Can’t Access the Home mul3ple 3mes.
Page . •  Learning Curve
Defects Excess Processing
• Mul3ple applica3ons
awai3ng approval •  On decisions
•  Product in Warehouses. •  On Systems
• Unnecessary document/data •  On Equipment

storage Wai7ng
Excess Inventory
•  Failure to use good

•  Conveyance of material
ideas from anywhere
•  Delivering Hard Copies

Transporta7on
© leanpitch Technologies Private Limited Unrealized Crea7vity 30
Welcome changing requirements, even
late in development. Agile processes
harness change for the customer's
compe$$ve advantage

Yoder and Foote’s
SoGware Shearing Layers
Foote and Yoder’s advice for avoiding tangled,
hard-to-change soGware is to, “Factor
your system so that Ar$facts that
change at similar rates are together.”


Agile Architecture
Base you architecture on

Requirements
Travel Light
Document just enough
Prove your architecture with

Concrete experiments
Deliver working soGware frequently,
from a couple of weeks to a couple of
months, with a preference to the
shorter $mescale

Horizontal vs Ver$cal Architecture
Facade
Feature N
Feature 1
Feature 2
En$$es
Business Process
Data Access

Database 35
Business people and developers must
work together daily throughout the
project.

Build projects around mo$vated
individuals. Give them the environment
and support they need, and trust them
to get the job done.

The most efficient and effec$ve method
of conveying informa$on to and within
a development team is face-to-face
conversa$on.

Language Barriers

Working soGware is the primary
measure of progress.

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

Flow

Product is in mo$on at all $me

Pull

No product is made un$l the customer
requests it

Requires a process that flows

Con$nuous aWen$on to technical
excellence and good design enhances
agility.

Technical
Excellence

Simplicity--the art of maximizing the
amount of work not done--is essen$al.

64% implemented features are
rarely or never used
Sometimes Rarely
16% 19%
Often
13%
Always
7%
Never
45%
Focusing on customer needs ensures:

  the right features are built
  not was7ng effort (and resources) on
features that are not needed
Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in:
hUp://www.infoq.com/ar3cles/Interview-Johnson-Standish-CHAOS
Sample: government and commercial organiza7ons, no vendors, suppliers or consultants 48
Agile Architect
tu r e
hite c
r y A c
r mergent D e sign
Refactoring
olu$ ona and E
Ev
YAGNI
Design
Spikes

Defer un$l last
responsible
moment
The best architectures, requirements,
and designs emerge from self-
organizing teams.

At regular intervals, the team reflects
on how to become more effec$ve, then
tunes and adjusts its behaviour
accordingly.

Ac$vity: Puzzle Game
Discuss on your tables how would you

play the puzzle game differently based
on what you learnt from Agile
Principles

Agile Methodologies
A G I L E

Scrum DSDM Atern
Lean Agile Unified Process (AUP)
Extreme Programming (XP)
Kanban
Lightweight Approaches Fuller Approaches (but s7ll agile)

Why do companies adapt Agile?
  Accelerate Time to Market

  Manage Changing Priori$es
  Increase Produc$vity
  BeWer Align IT/Business
  Enhance SoGware Quality
  Improve Project Visibility
Benefits Obtained from adap$ng Agile?
  Ability to manage changing priori$es

  Improved project visibility
  Increased Produc$vity
  Improved team morale
  Faster $me to market
  BeWer alignment between IT &
Business Objec$ves
Agility in Indian Villages
Illiterate villagers in
India, learn Epics like
An Empirical process (like Scrum) can
Ramayan and
be used for solving any complex
problems(legal case, Bangalore traffic
Mahabharat
problem etc.). Although Agile Values
itera7vely and test
and Principles predominantly include
their preparedness
references to SoGware, Agile
mul7ple 7mes in-
philosophy can be applied to any
complex problem. front the village
crowd before staging
the final epic with
Costume.
Ques$ons

Scrum Framework

What is Scrum?
A framework within which people can

address complex adap$ve
problems while produc$vely and
crea$vely delivering products of the
highest possible value”

Influences of Scrum
The New New

Product
Development Game
Lean
Smalltalk
Engineering
Tools
Scrum
Itera$ve and

Incremental
Development,
Timeboxes

The New New Product Development
Game
The New New Product Development Game

by Hirotaka Takeuchi and Ikujiro Nonaka
  Built-in instability
  Self-Organizing project teams
  Overlapping development phases
Mul$learning
  Subtle Control
  Organiza$onal transfer of learning
Lean Principles
1.
Eliminate
Waste
7. See the 2. Amplify

whole Learning
6. Build
Lean 3. Delay
CommiWm
Integrity In
ent
4.
5. Deliver
Empower
Fast
the Team

Framework doesn’t define interiors

Its an..
Empirical
Process
Transparency
Inspect
Adapt

Transparency

5 Scrum Values
Focus Commitment
Respect
Openness Courage
Ac$vity: Scrum Values
Discuss and write on a

post it
•  What do the Scrum
values mean to you?
•  How do you already
“live” them daily?

Scrum Framework : 3 Roles
responsible for
maximizing the value of
the product and the
work of the
Development Team
responsible for Responsible for

ensuring Scrum is conver$ng the product
understood and backlog into releasable
enacted product increment
The SCRUM Team

Scrum Framework: 4 Ac$v$es
the scrum team

demonstrates to the
stakeholders what it
the team meets each
has completed
the team meets
day to synchronize
during the sprint
with the product
the scrum team inspects
ac$vi$es and plan for
owner to choose a
itself and create a plan for
the next 24 hours
set of work to
improvements to be
deliver during a
enacted during next
sprint
sprint.

Timeboxing
Every event in
Scrum including the
Sprint is
Timeboxed.

This helps the team
in maintaining the
sustainable pace. 73
Scrum Framework: 3 Ar$facts
An ordered list of everything that
might be needed in the product and
is the single source of requirements
for any changes to be made to the
product.
required result of every
sprint. It is an
integrated version of
set of Product Backlog items selected for
the product, kept at
the Sprint plus a plan for
high enough quality to
delivering the product Increment and
be shippable
realizing the Sprint Goal
Scrum Framework: A bit more on Product
owner

Product Owner [PO]
Maximize the value of the product backlog and

the work of the Development team.
Create Product’s Vision
to build a place where

people can come to
find and discover
anything they might
want to buy online.

Drive Product’s Success

Manage Product Backlog
The PO is the sole responsible person for
managing the Product Backlog.
The PO may be assisted by others to manage the backlog but PO

remains accountable.
Work with all the stakeholders
The PO decides what goes in a release

aGer consul$ng all the stakeholders.

Plan the release

Ques$ons

Building Product Vision

Vision Statement using Elevator Pitch
For Agile Enthusiasts
(End user)
Who are passionate about building impacts over software

(Statement of need)
The Let’s MaximizeValue is a is a CSPO workshop

(Product Name) (Product Category)
that provides fun and practical way of learning Scrum and

continuous product discovery
(Key Benefits, compelling reasons to buy)

Unlike online training, self-learning
(Primary compe7tors)

our product helps participants learn by doing it through a
real life project (Features that differen7ates your product from others)
84
Product Name: _ _ _ _ _ _ _ _
Developing Vision by Designing a Box
What is it called and what’s What are the key features ?
the tagline?
How does it look? Do you have any

tes$monials from delighted
customers?
What are the compelling

benefits?
What are the requirements
to use your product?

Developing Vision by Crea$ng an Empathy
Map

Vision Board

Class Project: Get Off the Road
Bangalore is growing day by day.

The traffic condi7ons have
become worse and reaching
office from home takes 2 hours
for even 10 kms. Bangalore
Development Authority(BDA) has
been building flyover,
underpasses since last 5 years but
it doesn’t seem to work as the
number of vehicles on the road
have been increasing steadily.
Class Project: Get Off the Road…
BDA in associa7on with Bangalore

Traffic Police (BTP) has decided to
take up the ini7a7ve to reduce
the number of vehicles on the
road. Now, you have been hired
as the Product Owner to work on
this ini7a7ve. The goal is to
reduce the number of vehicles
on the road by 30%

Ac$vity: Build Product Vision
Being a Product Owner, work with

your stakeholders and write vision
statement for the Get Off the Road
ini$a$ve.

Product Canvas
Vision/Goal Name
Your overarching goal Name of the Product
Target Group Big Picture Product Details
The desired user experience(UX): the user journeys, the

The goal of the next itera7on and
The users and the customers with product features, the visual design and the non-
specific ac7onable items to reach the
their needs func7onal proper7es
goal.
hGp://www.romanpichler.com/tools/product-canvas/
Ques$ons

Con$nuous Discovery
(The points discussed in this sec$on are not a prescrip$on given by Scrum)

Con$nuous Discovery
Credit: Mar7n Christensen @ Kaeru

Collabora$ve Chartering : Impact
Mapping
Who?
Impact Mapping is a Strategic
Why? How? What?
Who can produce the desired effect? Who
Planning Technique:
can obstruct it? Who are the consumers or
What can we do, as an organiza$on or a delivery
Why are we doing this? This
How should our actors' behaviour change? How
-  It is based on a method invented by an
users of our product? Who will be impacted
team, to support the required impacts? These are
is the goal we are trying to
can they help us to achieve the goal? How can
interac$on design agency
by it? These are the actors who can
thedeliverables, soGware features and
achieve they obstruct or prevent us from
-  It visualises assump$ons
influence the outcome.
organisa$onal ac$vi$es
succeeding? These are the impacts that we're

trying to create
hGp://impactmapping.org
Impact Mapping: Example
Provide preferred
Parking for car
poolers
Build exclusive
lane for Car
Pooling
Car Pool
Promote Car
Card Drivers Pooling through
hoardings
Take Public
Transport
Provide mobile
app to find
buddies
Be nice to public
Reduce number
of vehicles by 30 BMTC Bus Drivers
%
Be On Time
Increase Road
Tax for 2
wheelers
Take Public
Bikers
Transport
Increase
frequency of
Public buses
Ac$vity: Collabora$ve Chartering
You are working on this ini$a$ve

together. Each team pick up a branch
for the following target group and
expand.
1.  Car Drivers
2.  Bikers
3.  BMTC Bus Drivers
4.  Auto Rickshaw Drivers
User Research: Build Experience Map
•  See the process of the service through the eye
of the customer
•  Describe the customer experience over $me
•  Mark posi$ve and nega$ve points in the
experience
•  Lay the grounds for cross channel analysis
•  Iden7fy opportuni$es for service improvements
and service innova7on
Example
Credit: hGp://www.antrop.se/blog/2011/08/31/experience-mapping-a-useful-tool-to-gain-customer-insights/
Ac$vity: User Research
For respec$ve branches chosen on the

impact map, develop build an
experience map for the user.

User Research: Build Personas

Impact/Effect Story

Ac$vity: Develop Product Backlog
For the Project you have chosen,

develop personas and write impact
stories.

Building Product Backlog (User Story
Workshop)

What is the best way to understand the
requirements?

Product Backlog
An ordered and emerging list

of user needs plus anything
else that is required to fulfill
the Product Vision.
Each item in the product is called Product

Backlog Item [PBI]

A good product backlog is
Detailed enough
Emergent
Es$mated
Priori$zed
Product Backlog is emergent
Fine grained with details and

ready to be pulled in next sprint.
Coarse-grained requirements
The amount of detail that each PBI has depends on

its posi$on in the product backlog.
Why is it emergent?
The product backlog starts with a

vision statement
Build a website that fulfils

every need of a traveller

The details get added over period of
$me
Build a website that fulfils

every need of a traveller
Flight Hotel Taxi Travel

Booking Booking Booking Needs
Modify
Booking Cancella$on Re-booking
Booking

How does the product backlog emerge?
Ideas as the working Feedback from the

soGware is used stakeholders and
customers
Conversa$ons Refinement
ac$vi$es 113
What happens if
the Product
Backlog don’t
emerge? Source: Thanks to Jeff PaWon, CST

Product Backlog Item [PBI]
Each PBI is a
Frequent flyer can re- q  User’s need

book the last journey q  Feature descrip$on
q  Planning item
q  Token for conversa$on
q  Mechanism for deferring
the conversa$on

What gets added to PBI’s as they
emerge?
Acceptance
Criteria Addi$onal
Documents
Mockups
Algorithms Data points

PBI should cut across all the layers
User Interface
Presenta$on Logic
Feature 1
Feature 2
Feature 3
Feature 4
Business Logic
Persistence
Infrastructure
The architecture evolves secondary to the value created
by early regular releases of working soGware
How does the product backlog gets
refined?
Customer Interac$on with

feedback the stakeholders
The product backlog gets refined
con$nuously
Product Backlog
Conversa$ons Refinement ac$vty
Product Backlog Refinement
-  It is the act of adding detail, es$mates, and
order to PBI
-  It’s a ongoing ac$vity throughout the project
-  It’s best considered as an ongoing process of

collabora$on between PO and the
Development Team

Product Backlog Refinement: Ac$vi$es
-  Enrich PBI with new details
-  Split large PBIs
-  Write new PBIs
-  Es$mate PBIs.
-  Re-priori$ze PBIs as needed.

Priori$za$on for Incremental Delivery

Why Priori$ze?
The products that we build will be used in real
environment and the real world changes very oGen.
Real world changes very oGen and
Let’s see:
our products are only a means to
q  Dec 2013: Sheila Dixit was Chief Minister of Delhi
help people achieve a goal or solve
a problem in the real world. So we
and she supported Foreign Direct Investment in
India. need to con$nuously test our
assump$ons, which is possible only
q  Jan 2014: Arvind Kejriwal became Chief Minister of
thorough con$nuous and
Delhi and removed Foreign Direct Investment.
incremental delivery.
q  Feb 2014: There is no Chief Minister for Delhi and
president’s rule is imposed.
How is the Product Backlog ordered?
Its ordered based on
q  Business Value
q  Customer sa$sfac$on
q  Risk
q  Opportunity cost
q  Budget etc.

MuSCoW Priori$za$on(from DSDM)
Must Have: Minimum Usable SubseT
Should Have: Expected in this release
Could Have: Possibly have them in this

release
Won’t Have: Out of Scope for this
$meframe
Requirements that cannot be de-scoped without causing the project to fail
Requirements that can be de-scoped as a last resort to keep the project on track
Requirements that can be de-scoped without causing significant problems
Kano Model
hGp://www.kanosurvey.com
provides an online version to
conduct survey on your
features.
Purpose Alignment Model

Priori$za$on by Business Value
Reten$on Value: Value of the contract that we
may lose if we don’t build this feature.
Acquisi$on Value: Projected value of contracts in
pipeline to buy our product if we build this feature.

Use any weightage to arrive at a business value for
the feature (like: Business Value = RV*.1 + AV*.2)

Agile Es$ma$on and Planning

Es$ma$ng Product Backlog
Scrum doesn’t prescribe any es$ma$on

techniques. Instead it promotes
empiricism.

Problem with Planning & Es$mates
Delay
Wishful
Accumula$on
Thinking Student
Syndrome
Perfec$onism Planning Fallacy
Parkinson's Law
Op$mism Bias
Procras$na$on

So what do I do about es$mates?
Use whatever technique your team is

comfortable with. Scrum provides more
opportuni$es to inspect and adapt

What are we es$ma$ng?
How far is it?
How long does it

take?

What we es$mate is
-  How big are the Product Backlog
items based on the complexity,
uncertainty and the work involved.
-  Not how long does it take to
implement them.
Rela$ve Sizing
1 – Goa
3 – Tripura
12 – Punjab
6 – Kerala
40 – Orissa
50 - Karnataka


Which one is Complex?
  10 piece Jigsaw Puzzle

  1000 piece Jigsaw Puzzle

Which one is Complex?
  Links to PM Portal, JIRA, Helpdesk,

HRIS etc.
  Single Sign on to Pm Portal, JIRA,
Helpdesk, HRIS etc.

Planning Poker*
-  The whole scrum team

par$cipates but es$mates are
given by the development
team
-  Everyone es$mates overall
size of the item (not just part
of the work)
* Planning Poker is not part of core scrum but a prac$ce widely used by Scrum teams.
Planning Poker: Mechanics
q  Create a common understanding of the User Story.
q  Choose a reference card.
q  Es$mate size in rela$on to reference – but don’t tell
yet
q  Show your cards at the same $me
q  Discuss differences
q  Repeat es$ma$on un$l consensus
q  Es$mated user story becomes new reference
Triangula$on
Find three stories as reference:
smaller, larger and equal sized
1 2 3 5 8 13 20 …
A user A user A user A user A user A user A user Break the

can… can… can… can… can… can… can… stories
A user A user A user A user A user and re-
can… can… can… can… can… es$mate
A user A user A user
can… can… can…
A user
can…

The Release Planning
…..Planning for the Season

Iden$fying the Skeleton: Story Mapping
Build a map of User Ac$vity over a

$me to achieve certain goal and
tasks that they perform to get
Credit: Jeff PaGon there.

Iden$fy Release Scope based on the
flow

Release Planning*
Product
Backlog
Just Enough
Design *Release Planning is not prescribed by Scrum. This is one
of the prac7ces used in the community
Updated
Product
Technical Backlog
Dependencies and
Risks 143
Release Planning Steps
Es$mate Product Backlog
ü  Go through the backlog and es$mate each

item.
ü  Use Poker Planning or any other method
ü  If required split the stories

Decide the Sprint length
ü  The most common Sprint length is two weeks

ü  The automa$on infrastructure and how long
you need to deliver valuable soGware dictates
the length
ü  Remember that at the end of the sprint you
deliver releasable product increment
Choose the Velocity*
Velocity is how much product

backlog that the team can handle in
a Sprint.
*Velocity is not a Scrum term but used widely in Scrum
community

Velocity
  Sum of story points associated with

work done in a Sprint.
  Used to calculate approximate cost of
release and track release progress

  Velocity doesn’t include bugs and
rejected stories.
Velocity
  Velocity of two teams are not

comparable
  Velocity is not produc$vity:
  Velocity changes with team
composi$on.
  Velocity increases with team’s tenure

Calculate the number of Sprints
Best Case : Size of Product Backlog/ Max Velocity
Worst Case : Size of Product Backlog/ Min Velocity
Most Likely Case : Size of Product Backlog/ Avg. Velocity

Fixed Scope
100
Story
points

Fixed Date

You got the release date now

Ac$vity: How many Sprints do you
need?
For the Minimum Viable
Product(MVP), you have find out how
many Sprints(Range), you need for
delivering.

Fixed Scope and Fixed Date
100
Story
points
You are expected to burn at the same rate,

which is next to impossible
Technical Debt
Technical
Debt
Planned Forecasted
Release Date Release Date

GeTng it Done

Sprint
-  It’s a $mebox of one week to four weeks and is a
Deming cycle
-  Its an itera$on in which the team produces a
shippable product increment
-  There will be no change in the Sprint dura$on or
Sprint Goal

During the Sprint
Sprint Sprint
Goal Dura$on
However, the scope may be
clarified and re-nego$ated
Team
Composi$on

All the classic SDLC ac$vi$es happen
during the Sprint
Analyze and Design
Feature A Implement
Test
Feature B
..but con$nuously
and all the $me
Feature C (not as a mini-
waterfall)
Sprint

Sprint Goal
-  An objec$ve that will be met within the Sprint
through the implementa$on of the Product Backlog
-  It provides a guidance to the Development team on
why its building the increment
-  may be a milestone in the larger purpose of the
product roadmap

When is a PBI is done?
Defini$on of Done[DoD]
-  A shared understanding within the Scrum Team on
when a PBI is considered as “Done”.
-  A checklist of valuable ac$vi$es required to produce
releasable product increment.
ü  Fully implemented
ü  Tested
ü  All Acceptance Criteria fulfilled.
ü  No known issues etc.
What happens
when you don’t
adhere to “DoD”?
Adverse Effects of undone work.
The technical debt

increases and pulls
down your velocity.
You will end up with

hardening sprints.

The Sprint Planning
…..Planning for the Game

Sprint Planning Overview

Sprint Planning Part I: “What”
1.  The product owner presents the ordered PBIs to the
Development Team.
2.  The Development team Pulls and discuss PBIs, ask
clarifying ques$ons and understand the acceptance
criteria. Select the PBI for Sprint.
3.  Con$nue 2 un$l Sprint backlog is full
4.  The Scrum team craGs the sprint goal.

What details are discussed in part I?
Acceptance Demonstra$on
Criteria
Mockups
Algorithms, Data points

workflows
Sprint Planning Part II: “How”
Discuss how to achieve the Sprint goal and

deliver the product increment
1.  Discuss the rough architecture
2.  Make design decisions
3.  Iden$fy tasks the team needs to do
The team may renego$ate

the Sprint Backlog items
with Product Owner
Crea$ng a rough design
q  Iden$fy components and interfaces
q  Iden$fy dependencies
q  Iden$fy the external integra$on points
q  Iden$fy Data to be used and data sources
q  Discuss Architectural paWerns to be applied
q  Discuss Tes$ng strategy

Sprint Backlog
Feature Tasks Es$mate 1 2 3 4 5

Custom Create custom ac7ons tab with 2
Ac7ons the list of ac7ons performed on
the job with the status
Custom Create stdout and stderr viewer 10
Ac7ons in custom ac7ons tab
Custom Create dynamic Input Dialog with 4
Ac7ons input parameters configured
The Product Backlog items
with app associated with the
selected job
selected for this Sprint plus
Submission Basic data model for job 3
Form submssion form the plan for delivering
Submission
Form defini7on [M2]
them is called the Sprint
service to get applica7on 5
Backlog
Sprint Burndown Chart(Based on PBI)
Sprint Burndown
60
50 50
50
40
40
32
work leG
30
20
10
0
1 2 3 4 5 6 7 8 9 10
Days

Sprint Burndown Chart(based on tasks)
Sprint Burndown Chart

200
180
160
140
Work leG
120
100
80
60
40
20
0
1 2 3 4 5 6 7 8 9 10
Days
Expected Burndown Actual Burndown

Life of a Product Backlog Item in a
Sprint

The Daily Scrum
…..Planning for the Moment

Daily Scrum Mee$ng
Dura$on: 15 minutes
AWendees:
–  Scrum Master (Facilitates)
–  Development team
–  Product Owner
Purpose:
For Development team to synchronize the ac$vi$es
and create plan for next 24 hours
Inspect and adapt
Are we there yet?
q  Ensure that you update the sprint
backlog and Sprint Burndown as
you want to know where you
stand before star$ng the DSM.
q  The focus of DSM should only be “Are we

there yet?” and “What we need to get
there?”. Discuss the details of “How” outside
the DSM.

Why should we meet everyday?
Helps you focus by crea$ng an “an$cipa$ng
culture”
Promotes “Openness” as everyone shares
informa$on
Helps team to respect each other for their

knowledge
Reinforces commitment
Provides enough data so that you can face tough

situa$ons
Sprint Review Mee$ng
Dura$on: 4 Hour for One-month

Sprint
AWendees:
-  Scrum Master (facilitates)
-  Product Owner,
-  Development team
-  Stakeholders
Purpose:
Inspect the product increment and adapt the product
backlog
Sprint Review
Focus on Work done. PO iden$fies the

work done and what has not been
done.
Development team discusses how the

last Sprint went and demonstrate the
working product increment.
PO discusses Product Backlog as it stands

and project the likely comple$on dates
based on the progress to date.
Sprint Review Overview

Release Burndown Chart

The Sprint
Retrospec$ve
…..how did we do?

Retrospec$ves bring out the real
problem
At the end of India tour At the end of India tour of
of England and 0-4 loss Australia and 4-0 loss
“Pitches were not helpful” “Pitches were not helpful”
tour of India and 1-3 loss

At the end of England
“God, I shouldn’t have

skipped retrospec$ves”
“Pitches were not helpful” 184
Sprint Retrospec$ve Mee$ng
Dura$on: 4 hours for a four week

sprint

AWendees:
•  Scrum Master (facilitates)
•  Product Owner,
•  Development team
Purpose:
q  Inspect how last sprint went with regards to people,
rela$onship, process, and tools
q  Iden$fy and order the major items that went well and
poten$al improvements
q  Create a plan for implemen$ng improvements to the way
the Scrum Team does its work
Let’s MaximizeValue
Call me @ 9901622788 any $me you need help

Write to me @ sa$sha@leanpitch.com

You can download all the materials used in the

class from www.playscrum.com

Certified Product Owner-SKVv1.0

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Cer$ﬁed

© leanpitch Technologies Private Limited 2

© leanpitch Technologies Private Limited 4

Changing goals to beneﬁt from our

We Inspect and Adapt

India vs Pakistan match

Now they also know that

Now they are baTng

They are 200/3 in 30

© leanpitch Technologies Private Limited

They work as a team, look

© leanpitch Technologies Private Limited

and adapta$on for

where they stand

Speciﬁca7ons will never be fully understood

© leanpitch Technologies Private Limited

The user will never be sure of what they want

SoPware evolves more rapidly as it

© leanpitch Technologies Private Limited 14

Far from agreement Requirements

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Ball Point: You earn a ball point each

Goal: Collect as many ball points as you

Act Plan …is the core of Scrum

Check Do Inspect and

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Goal: Each table has a goal

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Image Source: hGp://udayanbanerjee.wordpress.com/category/agile

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Individuals and interac$ons over Processes and tools

Working SoGware over Comprehensive Documenta$on

Customer Collabora$on over Contract Nego$a$on

Responding to Change over Following a plan

© leanpitch Technologies Private Limited 26

• Broken Light bulbs

• Product in Warehouses. • On Systems

• Unnecessary document/data • On Equipment

• Failure to use good

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Base you architecture on

Prove your architecture with

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© leanpitch Technologies Private Limited

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Focusing on customer needs ensures:

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Discuss on your tables how would you

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© leanpitch Technologies Private Limited

Accelerate Time to Market

  Ball Point: You earn a ball point each

  Goal: Collect as many ball points as you

  Goal: Each table has a goal

• Broken Light bulbs

•  Product in Warehouses. •  On Systems

• Unnecessary document/data •  On Equipment

•  Failure to use good

  Accelerate Time to Market

  Ability to manage changing priori$es