Personally designed, Professional Scrum Product Owner (PSPO-I) courseware. Trademarks are properties of the holders, who are not affiliated with courseware author.

2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/6 | 2/235

3.  Understanding the underpinning philosophy and
principles of Agile and Scrum
 Understanding Scrum roles and responsibilities
 Product Owner focus
 The artefacts produced by Scrum project
 Scrum events
 Scrum planning, estimating and measurements
Main goal
 Attempt PSPO-I exam with confidence
 Communicate freely within Scrum project,
understanding its principles and philosophy
Secondary goal
 Benefits and value of Agile and Scrum
M00 - Course introduction 3/6 | 3/235

4.  Let’s Get to Know Each Other
 Please share with the class:
 Your name and surname
 Your organization
 Your profession
 title, function, job responsibilities
 What do you know about
project management and agile?
 Experience with to DSDM/AgilePM/
Scrum/PRINCE2/PMBOK
 Personal session expectations
M00 - Course introduction 4/6 | 4/235

5. M00 - Course introduction 5/6 | 5/235

6. M00 - Course introduction 6/6 | 6/235
twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Ministry of Defense
(Poland), Ministry of Justice (Poland), Nokia Siemens
Networks, Oracle, Orange, Polish Air Force, Proama, Roche,
Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra
Steria, Sun Microsystems, Tauron Polish Energy, Tieto,
University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
www.miroslawdabrowski.com

8. 1. Introduction to Scrum
• What is Agile? What Scrum is and is not? Understanding Agile Manifesto
2. Scrum roles and responsibilities
• Product Owner, Development Team, Scrum Master
3. Scrum artefacts
• Product Backlog, Sprint Backlog, Increment
4. Scrum events and time boxes
5. Scrum measurements
6. Scrum planning and estimating
• Planning levels, estimating, defining done
7. Scrum patterns
8. Scrum anti-patterns
M01 - Introduction to Scrum 2/39 | 8/235

9.  A philosophy and a mindset
 Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast feedback
 Working closely and constantly with customer throughout
 Ensuring final solution actually meets business needs
 Focusing on business value/outcome NOT strictly project plan/output
 Focusing on value delivery NOT on fixed product definition
 Deferring decisions about details as late as possible
 No “big design up front” (BDUF), rather Enough Design Up Front (EDUF)
“If a process is too unpredictable or too complicated for the planned, (predictive) approach,
then the empirical approach (measure and adapt) is the method of choice“
Ken Schwaber
M01 - Introduction to Scrum 3/39 | 9/235

10. Agile Mindset 4 Agile Values 12 Agile Principles
M01 - Introduction to Scrum 4/39 | 10/235

11. Agile PracticesAgile Mindset 4 Agile Values
Unlimited
number of
practices
12 Agile Principles
M01 - Introduction to Scrum 5/39 | 11/235

12. Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
M01 - Introduction to Scrum 6/39 | 12/235

13. Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
Being Agile Doing Agile
M01 - Introduction to Scrum 7/39 | 13/235

14. M01 - Introduction to Scrum 8/39 | 14/235

15. Fuller Approaches
(scalable to more than one team)
Lightweight Approaches
(mostly one team)
PRINCE2 Agile (P2A)
Dynamic Systems Development Method (DSDM)
Agile Programme Management (AgilePgM)
Agile Project Management (AgilePM)
Agile Unified Process (AUP)
Open Unified Process (OpenUP)
Large-scale Scrum (LeSS)
Scaled Agile Framework (SAFe)
Disciplined Agile Delivery (DAD)
Scrum at Scale (Scrum@Scale)
Scrum-of-Scrums
…
Scrum
Lean software development
Kanban (process + method)
Extreme Programming (XP)
Continuous Integration (CI)
Continuous Delivery (CD)
Feature-driven development (FDD)
Test Driven Development (TDD)
Crystal Clear
…
M01 - Introduction to Scrum 9/39 | 15/235

16. Portfolio
Programme
Project
Team
Development /
Delivery /
Deployment
(mostly IT focused)
AgilePM
Scrum
Non Agile
(just for
comparison)
AgilePgM
Disciplined
Agile
Delivery
(DAD)
ScaledAgileFramework(SAFe)
Management
of Portfolios
(MoP)
Managing
Successful
Programmes
(MSP)
Large-Scale
Scrum
(LeSS)
Large-Scale
Scrum
(LeSS)
Huge
Scrum@
Scale
Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / Mob Programming / Refactoring /
Test Driven Development (TDD) / Feature Driven Development (FDD) / Behavior Driven Development (BDD) /
Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous Deployment (CD) /
DevOps / Rugged DevOps …
DSDM
AgilePF
AgileBA
PRINCE2
Scrum
Nexus
Kanban
ScrumBan XSCALE
Programmer
Anarchy
PRINCE2
Agile
M01 - Introduction to Scrum 10/39 | 16/235

17. Agile
(empirical/adaptive process control model)
Traditional
(defined/deterministic process control model)
People and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan
“We are uncovering better ways of developing software by
doing it and helping others do it”
Through this work we have come to value
While there is value in the items on the right; we value the items on the left more.
(but Agile is not just about delivering software, it applies to all types of project)
www.agilemanifesto.org
M01 - Introduction to Scrum 11/39 | 17/235

18. Examples:
Assembling, construction,
transporting, accounting
Examples:
Sales, marketing, painting,
music, creative writing
Empirical Predictive/Deterministic
 Frequent inspection and
adaptation occurs as work
proceeds
 Processes are accepted as
imperfectly defined
 Outputs are often unpredictable
and unrepeatable
 Work and outcomes are
understood before execution
 Given a well-defined set of
inputs, the same outputs are
generated every time
 Follow the pre-determined steps
to get known results
M01 - Introduction to Scrum 12/39 | 18/235

19. When to use Scrum When to use traditional methods
 Scope is not clearly defined
 The product will gradually appear during the
project
 Scope is clearly defined upfront
 Clear product description is available upfront
 Similar projects were done before
 Requirements change frequently
 Customer learns more about what they want
as the project goes on
 Requirements are well defined up front
 Few changes are expected during the project
 Products are not expected to change much
 Activities cannot be well defined upfront
 Estimating (planning) is difficult
 Activities can be well defined upfront
 Estimating is possible and reliable
 Process is iterative (numerous cycles)
 Each cycle heavily depends on the previous
ones
 Process is more long term
 Project might be split into phases
 Success is mostly measured by customer
satisfaction
 Success is mostly measured by achieving the
 project goals for time, cost, scope …
 Incremental results have value and can be
used by users
 Users cannot normally start using the products
 until the project is complete (e.g. a bridge)
M01 - Introduction to Scrum 13/39 | 19/235

20.  Simple (straightforward)
 Everything is known
 Complicated
 More is known than unknown
 Complex
 More is unknown than known
 Chaotic (unpredictable)
 Very little is known
TECHNOLOGY
REQUIREMENTS
Far from
Agreement
Close to
Agreement
Close to
Certainty
Far from
Certainty
Source: Strategic Management and Organizational Dynamics by Ralph
Stacey in Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle.
Agile thrives
here
M01 - Introduction to Scrum 14/39 | 20/235

21. https://www.youtube.com/watch?v=N7oz366X0-8
M01 - Introduction to Scrum 15/39 | 21/235

22. Type Characteristics Leader’s/Manager’s job
Chaotic
 High Turbulence
 No clear cause-and-effect
 Unknowables
 Many decisions and no time
 Immediate action to re-establish order
 Prioritize and select actionable work
 Look for what works rather than perfection
 Act, sense, respond
Complex
 More unpredictability than predictability
 Emergent answer
 Many competing ideas
 Create bounded environments for action
 Increase levels of interaction and communication
 Servant leadership
 Generate ideas
 Probe, sense, respond
Complicated
 More predictability than unpredictability
 Fact-based management
 Experts work out wrinkle
 Utilize experts to gain insights
 Use metrics to gain control
 Sense, analyze, respond
 Command and control
Simple
 Repeating patterns and consistent events
 Clear cause-and-effect
 Well establish knowns
 Fact based management
 Use best practices
 Extensive communication not necessary
 Establish patterns and optimize to them
 Command and control
Agile thrives
here
M01 - Introduction to Scrum 16/39 | 22/235

23. Plan Design Code Test Release Review
Decision Demo
Value to business after
deployment
Working solution
M01 - Introduction to Scrum 17/39 | 23/235

24. Plan
Review
Plan
Review
Plan
Review
Plan
Review
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Decision Demo Decision Demo Decision Demo Decision Demo
Working solution
Plan Design Code Test Release Review
Project adaptation for changed/new business
requirements
M01 - Introduction to Scrum 18/39 | 24/235

25. Product Visibility Ability to Change and Adapt
Delivered Business Value Risk level
time
time time
time
Waterfall
M01 - Introduction to Scrum 19/39 | 25/235

26. Waterfall Agile/Scrum
Product Visibility Ability to Change and Adapt
Delivered Business Value Risk level
time
time time
time
M01 - Introduction to Scrum 20/39 | 26/235

27.  A Development Team commits to delivering working
software in 30 days or less
 A time is scheduled to show the solution
 The business sets the priorities and the Development
Team creates the solution
 Teams self-organize themselves to determine
the best way to deliver the highest
priority features
 The Team offers their work for inspection
and adapts the plan for the next cycle
M01 - Introduction to Scrum 21/39 | 27/235

28.  Scrum (n): A framework within which people can address
complex problems, and productively and creatively deliver
products of the highest possible value
 Scrum is:
 One of the many agile approaches
 Lightweight
 Extremely simple to understand (theory)
 Extremely difficult to master (practice)
M01 - Introduction to Scrum 22/39 | 28/235

29. Scrum
Transparent
InspectionAdaptation
Check your work
as you do it
We all know
what is going on
Ok to change
tactical direction
M01 - Introduction to Scrum 23/39 | 29/235

30.  PART 1 – REDUCING WASTE AND PROJECT
FAILURE, AND STIMULATING ECONOMIC
GROWTH
 „12. Government will ensure that technology
requirements are considered earlier in the
policymaking process. This approach will be
supported by the application of lean and agile
methodologies that will reduce waste, be more
responsive to changing requirements and reduce
the risk of project failure.”
 13. Where possible, government will move away
from large ICT projects that are slow to
implement or pose a greater risk of failure.
Additionally, the application of agile ICT delivery
methods, combined with the newly established
Major Projects Authority, will improve
government’s capability to deliver projects
successfully and realise benefits faster.
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/85968/uk-government-government-ict-strategy_0.pdf
M01 - Introduction to Scrum 24/39 | 30/235

31.  Quotes:
 Most attempts to solve the problems with
government IT have treated the symptoms
rather than resolved the underlying system-
wide problems. This has simply led to doing
the wrong things ‘better’.
 Most government IT therefore remains
trapped in an outdated model, which
attempts to lock project requirements up-
front and then proceeds at a glacial pace.
The result is repeated system-wide failure.
 March 2011
http://www.instituteforgovernment.org.uk/publications/system-error
M01 - Introduction to Scrum 25/39 | 31/235

32.  US Department of Defense
(DoD) is going agile with the
help of Dr. Jeff Sutherland
 Early and continual involvement of
the user,
 Multiple, rapidly executed
increments or releases of capability,
 Early, successive prototyping to
support an evolutionary approach,
 A modular, open-systems approach.
 15 December 2010
https://www.mitre.org/sites/default/files/pdf/11_0401.pdf
M01 - Introduction to Scrum 26/39 | 32/235

33. M01 - Introduction to Scrum 27/39 | 33/235

34. When is it time for integrating the solution?
a) At the end of the Sprint
b) Before releasing the Increment
c) At the end of the project
d) During the Sprint
M01 - Introduction to Scrum 28/39 | 34/235

35. What should the Product Owner do in the middle of the
Sprint, when the Development Team realizes they are not
able to finish all the Sprint Backlog items?
a) Help the developers adjust their work and meet the
Sprint Goal
b) Cancel the Sprint
c) Remove some of the Product Backlog items from the
Sprint Backlog
d) Ask management for more resources
M01 - Introduction to Scrum 29/39 | 35/235

36. The Product Owner should track the performance of the
project at least …
a) After each Daily Scrum
b) Once per release
c) Once a week
d) Once per Sprint
M01 - Introduction to Scrum 30/39 | 36/235

37. Which of the following is not allowed is Scrum?
a) Velocity tracking
b) Refactoring
c) Release planning
d) Hardening Sprints
M01 - Introduction to Scrum 31/39 | 37/235

38. A company has three products. Which two of the following
are acceptable way of forming Scrum teams?
a) There can be a single Product Owner for all products
b) There should be one Product Owner for each product
c) There should be a single Product Owner for all products
d) There can be one Product Owner for each product
M01 - Introduction to Scrum 32/39 | 38/235

39. The Product Owner usually ensures value by maximizing …
a) Customer satisfaction
b) User acceptance
c) Return on investment
d) Employee satisfaction
M01 - Introduction to Scrum 33/39 | 39/235

40. Ordering the Product Backlog items is part of the Product
Backlog refinement.
a) True
b) False
M01 - Introduction to Scrum 34/39 | 40/235

41. Who owns the Sprint Backlog?
a) The Development Team
b) The Product Owner
c) The Scrum Master
d) The Scrum Team
M01 - Introduction to Scrum 35/39 | 41/235

42. The Product Backlog is reordered by the stakeholders at the
Sprint Review meeting.
a) False
b) True
M01 - Introduction to Scrum 36/39 | 42/235

43. The Product Owner is using split testing to measure the end
users’ satisfaction, to judge the success of the project and
use the information for the remaining Sprints. Is it a right
way of product ownership in Scrum?
a) Yes
b) No
M01 - Introduction to Scrum 37/39 | 43/235

44. M01 - Introduction to Scrum 38/39 | 44/235

45. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
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highly appreciated! 
(your feedback = more free stuff)
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