Scrum PSPO clarifications
I did not pass my previous attempt, but I slowly seem to be getting there. So I am keeping my positivity and not focusing on the money going into the examinations :)
I had a few questions that needed clarification
1) What tools does the PO use?
In this there was an option of burndown and release burndown. I would choose burndown but I am not sure which other tools are available for the PO to use. Anyone has insight into this
2) Who hires the PO
In my opinion, the PO needs to be available in the beginning, so I would assume management does this hiring. But if the choice is SM or DEV, would DEV be the right choice since they are self organizing
3) For the Scrum review, can the stakeholders re-align the priorities in the PB? true/false/
This felt more of how do you interpret this question.
true - stakeholders need to priorities what they need
false - the PO only can change the PB, besides it could be possible that another technical task is more important
Glad to hear your views on this
For 1) Is the gnatt chart also considered a tool for the PO?
> 1) What tools does the PO use?
The principal tool at the PO's disposal is the Product Backlog
> 2) Who hires the PO
Whoever it is that holds the PO accountable for the return on investment he or she is responsible for assuring.
> 3) For the Scrum review, can the stakeholders re-align the priorities in the PB? true/false/
> false - the PO only can change the PB
> ...besides it could be possible that another technical task is more important
Technical tasks are more likely to be derived when planning a Sprint Backlog.
For 1) In the scrum papers of Ken, he also mentions using charts and work breakdown structures.
There are many techniques and practices for assessing the progress and probable success of
projects. Scrum provides four simple and effective artifacts for managing and monitoring project
performance: Product Backlog, Product Burndown, Sprint Backlog and Sprint Burndown.
Building on these, we are integrating a Functional Work Breakdown Structure and a technique
for measuring Earned Business Value
For 2. There was only an option for dev and SM, in this case I can assume that if there is a conflict then the dev team can pick t up with the SM and the SM would be the one who speaks to management to discuss about a possible hire of another PO. Would this be correct?
What about burndown charts , that should also be a tool for the PO right
in addition, is revenue the only measure of succes? what if its for a non-profit orgnaization. Shouldnt it be business value which can be measured using revenue or not.
Yes, it is value which is the most important measure of success. Together with other measures such as customer satisfaction, employee satisfaction etc it will lead to revenue.
> For 2. There was only an option for dev and
> SM, in this case I can assume that if there is
> a conflict then the dev team can pick t up
> with the SM and the SM would be the one
> who speaks to management to discuss about
> a possible hire of another PO. Would this be correct?
Neither option would be correct for hiring a PO. However if the context of the question is one of removing an impediment, such as a breakdown in the relationship between the Development Team and the PO, then a self-organizing team may look to their Scrum Master to facilitate a resolution.
A good Scrum Master would try to resolve matters amicably by challenging the problem rather than the person, and would be careful to liaise with product stakeholders and not just management.
Generally speaking, it is inappropriate for either a Development Team or a Scrum Master to pass judgment on whether their PO should be replaced, as neither of those roles are directly accountable to stakeholders for the product.
> What about burndown charts , that should also be a tool for the PO right
Burndown charts *could* be a tool for the PO, not should, since they are not a core part of Scrum as evidenced in the Scrum Guide.
> in addition, is revenue the only measure of succes?
No, what matters is ROI or Return On Investment. ROI does not have to be revenue based, although it should always be possible to measure it empirically. The Product Owner is accountable for ROI including how it is determined and measured.
Thanks Ian, that makes more sense.