Develop and deliver products professionally Flashcards
Who may put work into the sprint? what happens, if someone else does?
Only the team, as owner of the sprint, may put work into the sprint - during the planning and during the sprint. If someone else does, focus is lost and team ownership is undermined. If new work emerges during the sprint, the product owner and team must negotiate.
Why can a task/feature grow during development?
Because of poor backlog refinement. This leads to not reaching the sprint goal. In order to solve this, consider whole team in participating in the backlog grooming. Make sure to have a definition of ready also for backlog items.
What is the definition of ready?
- Clear: shared understanding of all team members by collaborative writing of acceptance criteria. The newer the topic to the team or the inexperiences, the more details are needed for the stories, the more the PO has to engage into sharing the vision and details to the team.
- Testable: 3-5 clearly defined, testable acceptance criteria.
- Feasible, meaning that is not so bid and not too complex, so that it can be implemented during one sprint. The sooner the PO can give a feedback, the better.
Why are non-functional requirements important and how to handle them?
They impact user experience and influence architecture and design decisions.
Consider NFR when writing a story or create a public list of NFR and point to that from outside the story.
What are the key 10 questions for a product owner?
- Who are your product stakeholders? Who are the key stakeholders?
- What have you done in the past 5 sprints, to increase the chances of delivering a high-value product?
- How do you know if your product is successful and delivers high value?
- Would you be calm, letting the Dev Team(s) run the next two Sprints without talking to you?
5 How do you know if you’re doing a good job?
6 What have you done lately to increase the value of the Development Team?
7 Where do you want the product to be, in a year? What’s your top concern that it won’t be where you want it to be? What’s your part in helping the Scrum Team achieve that goal?
8 Given what you know today - if you could send a message through time, back to yourself 12 months back, what would that message be?
9 What features should be removed from the product? How do you know they should be removed? How can you tell that you can’t remove a feature?
10 In what ways are you a bottleneck for the software development supporting this product? How can you mitigate slowing down the product’s development?
How do you know if your product is successful and delivers high value?
Interviews? Metrics in the product? Alexa index? More money from stakeholders? Happier employees? Satisfied customers? Competition going out of business?
How do you know if you’re doing a good job as PO?
Does the PO have any metrics to look at? How are they relevant? Money in the bank? More users? More leads? Fewer bugs (reported from in-production systems)? Only high-value features in the product? Decreasing code base?
What have you done in the past 5 sprints, to increase the chances of delivering a high-value product?
Does the Dev Team have access to stakeholders as needed? Does the PO engage with stakeholders frequently? Does the PO act as a matchmaker between the Dev Team and stakeholders rather than a bottleneck? How are different needs from different stakeholders balanced? How does the PO track profit and loss? Does the PO ensure that user or stakeholder satisfaction is measured regularly? Does the PO keep a burn-up chart of “value points” delivered per Sprint, or is there some other way to guess or measure delivered value?
Who are your product stakeholders? Who are the key stakeholders?
Not knowing who your stakeholders are severely limits your chances of knowing how to meet market demand, meet the needs of the stakeholders, and generally being able to deliver a high-value product! It may be two people the PO knows by name, or it may be a set of target audiences around the world. Whatever it is, the PO should know this. In addition, the PO should do everything in their power to involve key stakeholders in Sprint Reviews to increase feedback and chances of always working on the most valuable things.
