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42 Cards in this Set
- Front
- Back
definition for Agility |
Agility is the organizational state envisioned by moving to
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Purpose of the PSPO course |
Teaches how to wring more |
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why Agility is important |
Improved relationship with customers, regaining trust |
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Crafting the futures - Impact matrix (scenario planning) |
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Scenario planning |
1. Framing the challenge 2. Driving forces 3. Crafting the futures 4. Seeing the signposts |
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Framing the challenge (Scenario planning) |
Understand your ‘why’
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Seeing the Signposts (scenario planning) |
What are the signposts indicating in what
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Product Vision |
Concise, visual and short Core concept – Not a feature list
• Scrum has no rules to describe the format |
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Geoffrey Moore Product vision template |
VISION TEMPLATE
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The Peanut Butter Manifesto |
Yahoo lacked the ability to be decisive and cohesive. Was spread too thin.
Demonstrates the need to have the ability to say NO |
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Problems with KPIs |
KPIs Have Unintended Consequences
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Usage Index |
What % of your product is |
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Securing Success By Securing Scope?
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Based on the premise that |
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Take-Away About Value-Driven Development |
Value in itself is hardly quantifiable. |
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Predictive process - Predictions are impossible |
Too many variables A predictive, plan-driven approach is
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Empirical Process - Predictions are not necessary |
Inspection and adaptation occurs An empirical, adaptive approach is
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Definition Of Scrum (n)
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–framework |
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The Product Owner In Scrum |
Manages the Product Backlog |
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Key points for the Product Owner |
Product Backlog is ordered by the PO, and • During the Sprint, the Product Owner continues to
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On-Product Index
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Percent of time a
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Roles, Artifacts & Events |
Roles
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Abnormal Termination Of Sprints
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Sprints may be cancelled early |
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Sprint Review Reveals Opportunities |
Removing completed functionality from the Product Backlog. |
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Done |
Have a complete Definition of Done that mirrors “ready to |
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Sprint Retrospective |
• Scrum Team inspects how the |
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Agile Product Manager’s Job |
Value •More collaboration (w/team & customer)
Just in time ROI
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Who Cannot Be Product Owner?
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• A committee |
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How Could You Assign Value? |
• Develop a formula using all appropriate variables. |
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Ways to sort requirements |
Value to existing customers
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Product Backlog |
Inventory of things to be done
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Characteristics of Product Backlog |
The single
Transparent, i.e. posted and understandable |
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Valid Product Backlog Items
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Feature definitions Constraints Behaviors User actions or stories Bugs/defects Use Cases Desirements Non-functional requirements |
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Emergent Architecture Development
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Architecture and infrastructure are high ordered non-functional |
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Methods Of Backlog Organization
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Cohesion simplifies development and
Priority |
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Strategic Alignment Index
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Formulate A Release |
1. Develop a release goal |
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Build Plan As Needed |
(minimizing unordered inventory) |
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Major release |
Lots of changes, happen infrequently, freezes other work, relatively stale functionality, high |
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Functional Release |
Individual pieces of functionality, happen often, most important piece of functionality at the time, relatively low customer absorption costs. |
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Minor Release |
Lots of broad changes, happen more frequently, often not cohesive, often bug fixes instead of new functionality |
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Customer absorption constraint |
Customers can’t necessarily use everything you give them. |
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Velocity |
An option to measure
Velocity is an indication of the ability to turn Product Backlog into shippable functionality across time, or |