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Para ser exitoso con Scrum un Product Owner debe complementar sus competencias con prácticas y herramientas que le ayuden a mejorar la gestión del producto y la entrega de valor a la vez que fomenta la colaboración y la creación de una mentalidad de producto en sus organizaciones. Existen muchas herramientas que el Product Owner puede adoptar en su ruta hacia la entrega de valor. Aquí explicamos algunas. Visión. Proveer una visión inspiradora y trascendental es necesario para ayudar a los equipos de desarrollo a optimizar su trabajo hacia la entrega de valor. El Product Backlog refleja la realización de esa visión. Herramientas como Elevator Pitch (la prueba del ascensor) son de gran ayuda para distinguir un problema resolver, los beneficios a brindar por el producto, ventaja diferenciada del producto para un grupo de clientes. Ruta de Producto. El Product Owner necesita transmitir una visión que muestre la dirección proyectada. Esta visión debe contener elementos trascendentales para inspirar a los miembros del equipo Scrum y la organización. Una forma de conectar esta visión con el Product Backlog es a través de la definición de una ruta de producto. Esta ruta es adaptable durante el desarrollo del producto y puede tener diferentes vistas que permitan el entendimiento compartido con diferentes tipos de interesados o el equipo de desarrollo. Puede ser resumida y ejecutiva con detalles de las métricas de valor tal vez cuando se trate de ejecutivos impacientes por visualizar la entrega de valor y el impacto en la organización. Puede ser detallada de tal manera que facilite la priorización y colaboración con el equipo de desarrollo tal vez a través de un mapa de historias donde se pueda ver los Sprints proyectados y muchas otras formas más de conectar esta visión con la entrega de valor representado en el Product Backlog. Mapa de Impacto. Es una herramienta muy útil fomentar la colaboración y cocreación del Product Backlog a partir de los objetivos de negocio y el impacto en los clientes. Con esta vista se puede identificar entregables que son Product Backlog Items grandes que son el punto de partida para iniciar un refinamiento. Mapa de historias. Es una herramienta visual que facilita la colaboración entre el Product Owner, equipo de desarrollo e interesados en refinamiento del Product Backlog y el ordenamiento del mismo. El mapa de historias puede ser usado durante las reuniones de refinamiento, Sprint Planning, Sprint Review o donde el equipo crea que le aporte valorar para mejor la visibilidad de las características del producto. Desarrollo guiado por hipótesis. Probar las hipótesis ayuda a reducir el riesgo de negocio. Validar o descartar ideas para continuar en el mismo rumbo o adaptarnos. La experimentación es una forma de aprender del entorno que nos rodea y que afecta la entrega de valor. Al experimentar se trata de buscar y encontrar nuevas ideas que generan nuevos productos y servicios, encontrar nuevas oportunidades en nuevos mercados o mejorar nuestra posición en los mercados existentes. Definir y medir el valor. Escuchar y aprender los clientes es la base para sentir y responder a tiempo. Medir el comportamiento de los clientes cuando usan el producto es una forma de mantener una línea directa de comunicación y aprendizaje de los clientes para tomar decisiones y adaptar el Product Backlog. Lienzos de negocio. Mantener el alineamiento estratégico con la visión de la compañía es importante para que el Product Owner inicia la evaluación de modelos de negocio que den lugar a la definición de Productos. Explorar alternativas sobre segmentos de mercado, formas de monetizar con un producto, precio, proposiciones de valor, necesidades de los clientes, métricas claves entre otras ayudan a definir un conjunto de posibilidades para crear productos. Existen varios lienzos como por ejemplo el Business Model Canvas, el Lean UX Canvas, etc. Que se pueden considerar. Les comparto el enlace donde pueden adquirir mi libro Notas de Scrum Profesional: https://www.amazon.com/dp/B082S26DLH Pueden ver la siguiente programación de mis clases en: https://www.discoveryfast.com/certificaciones Me pueden contactar en jfrancia@discoveryfast.com

Some may confuse the word “Foundation” in the name of the Professional Scrum Foundation course to mean simple or basic. But in truth this means it is a course for everybody to build a solid base of knowledge, understanding and practical application of Professional Scrum. Everyone in your Scrum team and the managers/leaders who interacting with your team should be able to answer What is complexity? How does Scrum framework help us develop and sustainable deliver complex products? What is empiricism? How do the Scrum Roles, Events, Artifacts enable and ensure this empirical process works? What is self-organisation? How does the Scrum framework help an organisation and its reams become self-organising? Who should attend? Are you curious about what Scrum can bring to your products and organisation? Are you supporting Scrum Teams in a leadership role, stakeholder, or other capacity and want to understand how Scrum works and how to collaborate together? Are you interested in a career change and have no experience in Scrum? Are you doing Scrum in name only and nothing has changed? No mindset, culture, or increased agility change? Are you NOT delivering a “Done” Releasable Increment at least once per sprint, therefore enabling transparency, trust, and greater business agility? Are you NOT gaining better customer outcomes and business benefits? Is Scrum NOT helping you manage risk and complexity? The Professional Scrum Foundations course is the perfect introduction, reboot or refresher to Scrum. This course is for organisations, teams or anyone wanting to experience the Scrum way of working. PSF provides the base knowledge needed for anyone interested in taking role-focused training's. How? Over the 2 days, students experience Professional Scrum with the practical application of Scrum. Students work together as a team in a series of Sprints to build a product, thereby facing real-life problems. The rules, roles, and principles of Scrum are leveraged during the exercises. From its emphasis on the practical application of Scrum, the course exposes common missteps and misunderstandings so students grow a higher awareness of the associated symptoms. The course provides prescriptive guidance to avoid going off track and keep Scrum healthy. What previous students have said? We ran a small experiment with students who attended a PSM course and had little or no knowledge or experience of Scrum beforehand. We offer them to attend a PSF the following week, if they could gives us feedback on - "Which would you recommend to someone, PSF or PSM, who has the current experience & knowledge you had before taking either course?" "I enjoyed both courses honestly but if I had the opportunity to choose which to take first I would take the PSF first. My reason is that the PSF is broad and covers all areas of scrum, and obviously has a lot of fun exercises. It's fun to work as a Scrum Team in Sprints to deliver a product & the exercises to learn Scrum. The PSF is also more laid back on the second day which relaxes everyone. The PSM on the other hand is more specific and detailed compared to the PSF. It would greatly benefit someone who has some knowledge on what scrum is. My recommendation is the PSF first." Fortunate Ngwang - Changing career "As with the PSM course, the PSF was fantastic! I will be suggesting that people take this one before they decide to take on either PSM or PSPO. Despite being a virtual class, the level of interaction was amazing and your teaching style speaks volumes in terms of the number of people, including myself, who crack the not-so-easy assessments with flying colours. Thank you! " Abhijeet Basu - Project Manager What you get for taking the course Facilitation and coaching from highly experienced Scrum.org Professional Scrum Trainers Debunk myths, dispel misconceptions, and gain a true understanding of Scrum Gives students the knowledge and direction to start using Scrum and cutting practices immediately after the class Create a transformation plan for the adoption of Scrum within your organization/team in the class with the support of the trainers’ transformation experience 2 attempts at the Scrum.org Professional Scrum Master I certification and a 40% discount from Professional Scrum Master II certification If your ready to take the next step you can find BAgile’s Professional Scrum Foundation course schedule at www.bagile.co.uk/psf

The focus of this article is on one of the most important things giving lifeblood to the Product Backlog and promoting its characteristic of long-living artifact, the Innovation.

TL; DR: Lipstick Agile — Happiness in the Trenches? Have you noticed how many people in the agile field are unhappy with their work situation? A situation where an organization already struggles doing agile, not to mention ‘becoming agile?’ This is what I call lipstick Agile. Scrum Masters and agile coaches are close to either burnout or indifference. Product Owners who “own” the product by name only, and developers questioning why “Agile” is imposed upon them and often turns out to be just another form of micromanagement. 📅 Join the 25th Hands-on Agile meetup on August 20, 2020, to explore the virtual Ecocycle Planning. Do you want to get this article in your inbox? Then sign up for the Food for Agile Thought newsletter and join 26k other subscribers. Lipstick Agile in Statements and Observations Here is a personal list of quotes, issues, observation, and challenges that have made me think about being a member of an organization — shall I stay or shall I go, so to speak: Quotes from Stakeholder and Clients “How many teams can you handle at the same time — three or four?” (This quote is from a prospective client who was looking for a Scrum Master for several newly-formed Scrum teams without any experience.) “The availability of meeting rooms is a difficult topic here.” (There was no space at all available. And improvising by using the walls in hallways, for example, was strictly prohibited.) “We don’t need physical boards; we use Jira.” (“When you put problem in a computer, box hide answer. Problem must be visible!” Hideshi Yokoi, former President of the Toyota Production System Support Center in Erlanger, Kentucky, USA.) “Test automation does not work for us. We always test manually.” (A manager from a corporate QA silo w/o an engineering background on test-automation. He had a large number of subordinates in East-Asia for manual testing.) “We deploy once a week so that the governance team has a chance to sign-off our work.” (The Scrum team in question created an excellent build pipeline and could deploy at will.) “As a Scrum Master, you will also report the performance metrics of the team to the project manager after each sprint.” (A “Scrum Master task” stressed by a prospective client.) “We can invest more in learning once we have delivered [the application] and proven our usefulness.” (Knowledge sharing as a reward. That’s the equivalent to insisting on that any R&D project must pay for itself.) “I think pair programming is a waste of resources. Remember, it is twice the work in half the time.” (Thank you, Mr. Sutherland, for not pointing at the fine-print so every business guy gets the message wrong. Spoiler alert: It is about maximizing the amount of work not done.) “Why would you include the developers in the user interviews? They are supposed to write code. The business analysts can do the talking.” (Classic taylorist thinking from the industrial age applied to knowledge work. It is not about the quantity of code developed; it is about creating the right code. In that respect, nothing is more valuable than developers directly talking to customers.) “We need to meet numbers and deadlines. That’s more important than living up to some fancy initiatives of the C-level like ‘becoming agile.’” (Charlie Munger: “Never, ever, think about something else when you should be thinking about the power of incentives.”) “We know what we need to build, talking to users is a distraction.” (If the waterfall approach is working for you, why venture out into the realms of agile product development?) Observations in the Past Stakeholders do not participate in ceremonies, for example, Sprint Reviews. Never. Stickies on a physical board seem to have been aligned with a bubble level by the previous Scrum Master. (A prospective client, looking for a new dedicated, full-time Scrum Master for a Scrum Team comprising five people.) The walls in the office are strictly off-limits, enforced by the facility management. (The CEO was massively proud of the (unsuited) office design by a well-known architect, showing around visitors regularly. Consequently, the Scrum had no boards.) The Scrum Master had to process office-supplies order requests of the Scrum team. (No comment.) Lipstick Agile — The Conclusion Shall I stay, or shall I go? That’s the question in situations like the ones sketched above. Suppose you decide to stay, roll-up your proverbial sleeves and get going. If you choose to leave, do so quickly before you fall victim to the singing of the corporate sirens. What I cannot recommend is shrugging your shoulders because you have to make ends meet. What has made you reconsider your job situation in the past? ✋ Do Not Miss Out and Learn more About Lipstick Agile: Join the 7,900-plus Strong ‘Hands-on Agile’ Slack Community I invite you to join the “Hands-on Agile” Slack Community and enjoy the benefits of a fast-growing, vibrant community of agile practitioners from around the world. HoA BANNER If you like to join all you have to do now is provide your credentials via this Google form, and I will sign you up. By the way, it’s free. Related Articles 13 Signs of a Toxic Team Culture 22 Scrum Master Anti-Patterns from Job Ads Speaking Truth to Power 2.0 — Taking A Stand as an Agile Practitioner 📖 Download the ‘Agile Transition – A Hands-on Guide from the Trenches’ for Free 📖 Download the Remote Agile Guide for Free.