PSPO Versus PSM

0:00Welcome to the Professional Scrum Product Owner Course. This is skill number

0:05one and I hope this

0:06isn't your first time training with me. If it is, congratulations! You have

0:11found the best and most

0:13humble but really the most awesome project management instructor there is at CB

0:18T Nuggets.

0:19Now when I say humble and awesome, probably don't go together but I like to

0:23have a lot of fun and

0:25that's going to work in your favor. If this is not your first time training

0:28with me, welcome back.

0:30I hope you've had a good time. Something must be happening right because you

0:34came back. Okay,

0:35enough of that silly stuff. Let's talk about the PSPO 1. There's a lot going on

0:41with the

0:42Professional Scrum Product Owner that is very similar to the Professional Scrum

0:47Master 1 course

0:49which I previously taught. You may want to consider looking at that one first

0:53and then coming back

0:54to this one. That one was 10 skills. This one's going to be 6. The first skill

1:00is all about comparing

1:02one to the other so we can figure out what that gap is and the knowledge that

1:06you need to understand.

1:08I mean let's face it. If you're going to get your PSM1 cert, you may as well

1:12get the PSPO1 as well.

1:142 for the price of 2. I think you know what I'm talking about. Let's take a

1:18look at it. Right out

1:19of the gate, I'm going to jump off this screen and I want to take you to a

1:23skills comparison

1:26that scrum.org is put together. So hang on. I'll be right back. Okay, so here

1:32we are.

1:32This is Professional Scrum Training Competency Mapping. It was put together by

1:38scrum.org. It has

1:40all of their certifications. We are going to deal with these two right here. PS

1:46M1, Professional Scrum

1:48Master and Professional Scrum Product Owner 1. PSM is more basic than PSPO. I'm

1:56going to try not

1:57to blow these acronyms up too bad but it may happen. But let's scroll down and

2:02take a look at

2:02these so you have an idea of what you're dealing with because I don't want you

2:06to be confused

2:07between the two. So let's scroll down a little bit. Let me grab the cursor.

2:12Here we go. So if you

2:14look over here, you have empiricism and scrum values, scrum team events,

2:20artifacts. All of these are

2:21basically the same until you get down here where it talks about scaling. And

2:27that is not supposed

2:29to be that fat. I have pen problems and I don't know why it happens. So let me

2:34just get rid of that

2:36one. And let's see if we can do this at a level that makes a little more sense.

2:41So there we go.

2:41You have scaling for the Professional Scrum Product Owner which is different

2:46from the PSM. You can

2:48see it's blank. But let's remove that and go down just a little bit more. Let's

2:52keep looking. So when

2:53you get down to the focus areas, you'll see that self-managing teams, fac

2:58ilitation and leadership

3:00styles is pretty important on the PSM1 side because it's the more basic course.

3:05You can also see that

3:06teaching, which I thought was pretty important in the PSM course, comes up for

3:11the scrum product

3:12owner course as well. They're simply teaching something a little bit different.

3:16So let's clear

3:17that and boogie on down the road here a little bit more. Here we go. And here

3:21you can clearly see

3:23there are two key differences here. Well, you have the business strategy down

3:27here for the product

3:28owner and you have stakeholders and customers. And we're going to talk about

3:31these quite a bit,

3:32but I'm going to give you just a taste of it right now. As far as stakeholders

3:37and customers,

3:38the product owner is the voice of the customer. They represent the internal and

3:42the external

3:43client. So they need a very clear understanding. In fact, an in-depth

3:47understanding of what the

3:48client is actually trying to accomplish. And if they understand that, that

3:53should lead them

3:54right back here to the business strategy. What is this product, this result,

3:59going to mean for the

4:00business? The business strategy should be something like capturing new revenue,

4:05decreasing customer

4:07churn, opening new market spaces, whatever it is. There should be a strategy

4:12that takes us from the

4:14present state to the future state. And obviously the product owner as the voice

4:19of the customer

4:21should clearly understand that and then be able to articulate it, with the

4:25right word, articulate it

4:27to the rest of the scrum team, which is the scrum master and the developers.

4:32And if you think about

4:34it, that will take us all the way back up here to teaching. That's probably how

4:40those are tied

4:41together. If not, it sounds really good to me. But let's clear that and go down

4:45just a little bit

4:46more and see if there's any other obvious differences. You get down here, you

4:53can see there's quite a

4:54bit for emergent software development, technical risk, continuous quality.

4:59There's a little bit

5:00less over here for the PSPO. Why? Because I think if it is more of a strategic

5:06level role,

5:07whereas the PSM role is more of an operational slash tactical role. One is

5:13looking down very

5:15clearly at the high definition, the details, the code, the development, while

5:20the other is looking

5:21upward and outward, the business, the vision, the clients, the future state.

5:28That's why there's

5:28a difference there. And let's go down one more time as soon as I remember how

5:32to do it. And that's

5:33it. That's really where the comparison's in. You'll see that there's a little

5:38bit over here

5:39with the big fat pen. I have no idea why that is automatically changing. And if

5:45you've been in

5:45training with me before, I haven't figured it out yet. I don't know what it is

5:50about my

5:51computer that does that. I feel like it's doing it on purpose just to see if I

5:56can cope. It's really

5:57testing my EQ. Do I have the emotional intelligence to hold it together? And

6:02the answer is most days

6:04I do. But if this keeps happening, who knows? But I digress. If you come back

6:10over here, you'll see

6:11there's a little bit for organizational design and structure, evidence-based

6:15management. And

6:16there's a little bit less over here for PSPO. So I'm going to leave this right

6:21here for now.

6:22And let's jump over here. I think I'll do it in the next nugget. Hold that

6:27thought. We'll do

6:28one more comparison when we talk about the scrum guide reviews, the shared

6:33competencies,

6:34and all that stuff. Yeah. This is a good place for a break. And I'll be right

6:37back.

0:00Welcome back. I thought that was a rousing introduction. Sorry about the fat

0:04pen problem.

0:05I'll probably Google it or chat GPT it and it's probably going to tell me user

0:10error.

0:10I get that a lot. But here's what I want to look at now as we compare these

0:14because

0:15I really need you to understand the differences between PSP, PSM, Professional

0:20Scrum Master,

0:21and the Professional Scrum Product Owner. You're thinking and doing at two

0:26different levels.

0:28But the foundations of what you're doing are almost exactly the same.

0:31So let's check this out. In fact, let me zoom into this a little bit. Let me

0:37come over here.

0:38Here we go. Let's let's sit at 150% there. Let's just come down a little bit.

0:44Let's grab the pen

0:45one more time. Let's try it below and see if I can figure this out. So your

0:49Professional Scrum

0:50Competencies come up all the time. You have empiricism, scrum value, scrum team

0:57events,

0:58artifacts done, the definition of done. But let's take a look at what happens

1:03when you come back

1:04over to the Professional Scrum Product Owner. Let's zoom in on. Okay. So this

1:07one is zoomed in

1:08too. And let's see if they apply. Well, not quite. Let me clear the screen and

1:13just do it one more time.

1:14I feel like we just had empiricism scrum team events, artifacts, and done.

1:20They are virtually identical. And if you just look down here, self managing

1:25teams for developing

1:26people and teams, and then you come back over to the PSM, you have self

1:32managing teams, facilitation,

1:35and coaching. These were different than the PSPL. And if we go just a little

1:42bit further,

1:42and I promise you, this is leading somewhere forecasting, release planning,

1:48product value,

1:49the backlog management stakeholders and customers. And now let's switch gears

1:54one more time to the

1:55PSPO. We had forecast and in release planning, product vision, value, backlog

2:01management. But here,

2:02you have business strategy, stakeholders, and customers. So again, the key

2:09difference here is

2:10not that the information is vastly different. It's your focus. It's your way of

2:16thinking.

2:16We're moving from the strategic level of thinking for the PSPO to the PSM,

2:24which is for the more

2:26tactical thinking, doing thinking, think big, think strategic for PSPO, and

2:34think tactical

2:35for PSM. There are also some differences in your resources. And I may as well

2:41just show you now,

2:42because these resources are super important. For now, let's just leave PSM

2:48alone. Let's just focus

2:50on PSPO. And let's come down a little bit. This is really important. If you

2:55come all the way down,

2:56you have practice assessments. Now you had these for PSM, but it's different

3:03for PSPO because the

3:05information is given to you in a different way. These practice assessments, and

3:09I'm going to drop

3:10this link below. I really need you to use these. And if you sat with me in a

3:15previous course,

3:16you know these are pretty important. These are going to expose you to the kinds

3:20of questions,

3:21the kind of information, the kinds of skills that you need to understand for

3:26the actual exam when

3:27you sit for it. The Scrum Assessment, the Open, as well as the Product Owner

3:33Open, fantastic.

3:36If you go there, I suggest you do it. Start testing maybe one a day just so you

3:41can start to expose

3:42yourself to the kinds of questions you're going to see on the real exam. I

3:47think a huge key to

3:48passing the first time and passing without, you know, praying, not that I'm

3:52against prayer, but I

3:54don't think prayer should be your primary exam strategy. One of the keys, in my

3:59humble opinion,

4:01is taking the practice assessment. I've had both of these certs for a long time

4:06, and I took the

4:06the Product Owner Open the other day, and I missed one. Why? Because I wasn't

4:11paying attention.

4:12I became complacent. I was zipping through it. I got it done in about eight

4:17minutes, and I missed

4:18one because I simply wasn't reading it. I was thinking tactical when I should

4:22have been thinking

4:24strategic. So do yourself a favor. Do me a favor. Start looking at these

4:29assessments. They are free,

4:32they are awesome. Let's see where it takes us. Now, I can only take you so far

4:36because of

4:37copyright rules and all that, but I will take you as far as I can. And again, I

4:42'm going to drop

4:42this link below. Start using it. Maybe one a day until you're ready for the

4:48exam, one every other

4:50day as you study, and that's going to serve you well. So let's click the link

4:55to the Product Owner

4:56Open and see where it takes us. Now, it's going to tell you all the information

5:00you need to know,

5:01PSM 1, the learning path and all that stuff. The key difference here is, for

5:08this one,

5:09you get 15 questions. For PSM, you got 30. 15 is plenty. Now, if you take these

5:17over and over and

5:17over again, you're going to see the exact same questions. But again, one a day

5:22is probably going

5:23to do it. I'm going to take you to one more screen I think I can before I start

5:27getting warned. And

5:28again, I'm not trying to duplicate or copy anything for them. I just want you

5:32to understand,

5:33if you start this assessment, it's going to start spinning it up. Now, this is

5:39as far as I can take

5:40you, but this is pretty important stuff. Let me zoom in a little bit more so

5:45you can see it.

5:46Let me come back up here. I think that's probably going to do it. Let me take

5:50you a little bit further.

5:51There you go. Got your number of questions. 15, you've got 30 minutes, you are

5:56not going to need

5:5630 minutes. I promise you, you need to stay on the test page. If you click off

6:02of it and go some

6:03place else, and it's going to stop your test, you're going to have to restart

6:06it. You have to start

6:08and finish it at the same time. You can't come back. You only have one question

6:13per page. You can go

6:14back and change your answers. Now, it's not going to let you finish if you don

6:19't answer any. Let me

6:20rephrase that. If you have some you didn't answer, it's going to make you go

6:25back and guess. That's

6:26probably a better way to say that. But why would you want to leave any of them

6:30blank? And the answer

6:31is you wouldn't. If you don't know what it is, tag it for review, guess, and

6:37just complete it.

6:39It will let you understand exactly what happened because at the end of this,

6:45you're going to see

6:45all the questions, the ones you got correct, and the ones you got incorrect.

6:51Obviously, click on

6:52the ones you got incorrect and understand why you got them wrong. All right. So

6:57, I'm going to stop

6:58right here. This is a good place and one more time and not the final time. Make

7:03sure you are using

7:04these assessments. They are invaluable to passing. I'll see you in the next nug

7:09get.

0:00Welcome back. It's time to talk about some of these professional scrum product

0:04owner competencies.

0:06And here's the rub. I'm kind of in a tough spot. On one hand, I'd like to say,

0:11look,

0:12there's a bunch of foundational stuff I covered in the PSM, the professional

0:16scrum master one course.

0:18Go check it out so we don't have to do it again. But that means you'd also want

0:23to be PSM one

0:24certified as well as PSBO one certified. And that may not be the case. So what

0:30I'm not going to do

0:31is try to put a square peg in a round hole and force you to do my job, even

0:36though that would

0:37make me incredibly happy. So instead, what we're going to do is we're going to

0:41take a look at some

0:42of the foundational stuff that spans both of them. And then I'm going to show

0:47you exactly where it's

0:48at. I definitely recommend you do some homework, you do some extra reading,

0:53probably 20 or 30

0:54minutes will cover it. And you will be as cool as a cucumber. Let's take a look

1:00at it. Let's grab

1:01Mr. Mouse right here. I'm back on that same page for the PSPO competencies. We

1:07already saw this

1:08earlier understanding and applying the scrum framework. Let's just click this

1:13link. And I'm

1:14going to go through some of these real quick and show you what's important, why

1:19it's important,

1:20and I'm going to cut right through the nonsense and get right to the really

1:24important stuff.

1:25So let us click on empiricism. I started to grab Mr. Penn and talk about this

1:32just a little bit.

1:33Let me see. You know what? I got fat pen one more time, but I got you this time

1:37stuck at all.

1:39You're trying to get me not working this time, buddy. I won. Got it. And you

1:44realize you're talking

1:45to an inanimate object, right? Yeah, I understand that. But I won. So what is

1:50empiricism because it

1:52comes up all the time in the scrum world. It's philosophy that all knowledge

1:57originates in

1:58experience and observation. There is a really good paragraph right here, which

2:05blows my mind.

2:06Empiricism is contrasted with rationalism, where rationalism is perspective

2:12that knowledge is

2:13developed by reason, analysis, or thinking things through. Whenever I think of

2:19rationalism, I think

2:20of waterfall projects or predictive, where you have to think everything through

2:26because it's so

2:27heavy in engineering many times. And it just makes sense. There are so many

2:32things that can go wrong.

2:34The scope many times is so well known that the only thing you really need to do

2:39is figure out

2:40which goes first, the cart or the horse, A, B, C, D, E, F, all the way to Z

2:46string it together and

2:47it makes sense. It works very well. We're not talking about the same thing here

2:52. We are comparing

2:54apples to oranges. So when they talk about empiricism, they're simply

2:59recognizing that some problems

3:01are too complex to be solved by reason and analysis alone. Complex problems

3:07require that we experiment

3:10our way to the solution, meaning we figure it out along the way, which means

3:16for PSPO, for scrum

3:17in general, you have to simply accept the fact that change is going to happen

3:22over and over and

3:23over again. And as soon as you embrace that, the easier that change is going to

3:30be.

3:30Because we are going to talk about something called TIA, transparency,

3:35inspection, and

3:37adaption. Scrum is transparent in all of their artifacts and all of their

3:42commitments.

3:44Then we inspect all of those things along the way we get feedback and then we

3:50adapt to it. And it is

3:51this constant cycle that kind of looks like this ride here. We do something, we

3:57look at it, we inspect

3:59it, we adapt to the results. And then we hit repeat. We do something, we

4:03inspect, we adapt, and then we

4:05hit repeat. And it just goes on and on and on. Because think about it, for a

4:10waterfall project,

4:11you're aiming at an end result two years down the road, maybe 10 years down the

4:16road, depending upon

4:17what it is. But in the scrum space, a sprint can only be no more than four

4:23weeks long. So you have

4:24a chance to adjust on your aiming point no more than every month. And since

4:31there's a daily scrum

4:32for 15 minutes, the team, the developers, they have a chance to redevelop the

4:39correction to

4:39re-aim their focus every single day. Think about how many fewer errors you're

4:46going to have between

4:47everyday adjustments versus one major milestone adjustment every month or every

4:53two months or

4:54every six months or a year. You're going to be a lot closer to where you're

4:58trying to get

4:59with empiricism, transparency, inspection, and adaption. And this is going to

5:05come up a lot.

5:06So let's keep going. What is complex? There's a really good slide here. I need

5:12to find it because

5:13man, it is a brain burner. Here we go. This is so good. Whoever came up with

5:19this deserves some

5:21kind of an award because probably got one too. This is fantastic. We can think

5:25of simple,

5:26complicated, and complex using this right here. Simple where most things are

5:31known.

5:31I always think of waterfall that way to complicated where we know what we don't

5:38know. We have known

5:40unknowns, but then you have complex where you have unknown unknowns. And that's

5:46where the value of

5:47scrum comes in right here. Most things are known. The unknowns are known. We

5:52know there's a bunch

5:53of stuff we don't know about that. You see this a lot in engineering type work

5:57as well.

5:57In cutting edge technology, anything that requires a lot of analysis, but then

6:03you have

6:04complex. The unknowns are simply unknown. We accept it. We drive towards them.

6:10We experiment

6:11along the way, which is where empiricism comes from. Again, I think it's

6:17amazing. I'm probably a

6:19project nerd in my belief, but I don't care. I think it's cool. Let's take a

6:23look at it. There's

6:24some examples here. Software run a bill that succeeds consistently. Medicine,

6:30treat an upset.

6:31Stomach, home, baking, cookie, shopping for groceries. These are things that

6:35are well known. And if we

6:37go just a little bit further to complicated problems, then you have things like

6:42software,

6:42fix a non-trivial bug, extend a feature. Okay, it's a little complicated.

6:48Medicine, diagnose a new

6:50blackage or perform a surgery, do something kind of new, kind of dangerous,

6:55kind of interesting,

6:56buy a house, save for retirement. You can see it, but you don't see all the

7:02steps to get there.

7:03It's complicated. Well, then you get too complex. We know we need to go some

7:09place else. We're not

7:11really sure how to get there, but we know we have to go. So you have create a

7:15new product

7:16for a new market. Well, how do we do that? Find a cure for pancreatic cancer, a

7:22new cure.

7:23And man, raising children. I have four and there's a lot of books written about

7:28raising kids, but

7:29every single one of them is different along with every single parent, every

7:33single day,

7:33every single moment. And so it's even if you had a crystal ball, you wouldn't

7:39be able to get

7:40any one of these done easier than the other. Probably raising kids is a hardest

7:45, but

7:46I'm going down mad cow lane. Just leave me alone. And one more, why is scrum

7:51important? Well,

7:53right here, it encourages a team to continuously experiment, inspect and adapt.

7:59That is Tia,

8:02transparency, inspection and adaption. And when we finally get to the flow of

8:08the scrum events,

8:09you'll see that with the product backlog, the product goal, the sprint backlog,

8:14the sprint goal,

8:16the working increment and the definition of done. It all surrounds transparency

8:22, inspection,

8:24and adaption. It's going to be really important you wander through some of this

8:28stuff throughout

8:29this course here and there and everywhere. It's going to serve you because

8:33these kinds of questions

8:34are what I call softballs on the exam. But if you aren't familiar with it, you

8:39might get thrown.

8:40So don't be surprised when I drop this link below to give you an opportunity to

8:44check out in

8:45paracism some more. So hang on, we're going to look at some other competencies

8:50when we come back.

0:00Now that we've talked about empiricism a little bit, let's move on to some of

0:03these other focus

0:04areas. Scrum values, I'm not overly concerned with this one, but let's just go

0:09through them real quick.

0:10You can see them over here. Courage, focus, commitment, respect, and openness.

0:16There's nothing wrong with

0:17that. There are some great examples here. Well, the help if I would move that

0:21circle, that's a funny

0:22thing about using a digital pen. Sometimes you remember to take the stuff off

0:26that you wrote and

0:27sometimes you don't. Now the Scrum team hasn't changed for the PSPO. Let's take

0:33a look at it.

0:35This stuff is actually pretty important. Scrum team is typically tenor fewer.

0:40You're probably

0:40going to see that on the exam. Don't be shocked. They use a Scrum framework to

0:45create something

0:46valuable. Now this is the Scrum team. You've got a product owner, one. You've

0:52got a Scrum Master,

0:54one, and you have some developers, probably seven, eight of them. That'll give

1:00you about tenor fewer.

1:01Everyone is accountable. The whole is accountable for creating a valuable,

1:07useful increment in

1:09every sprint. There you go. Everyone has their own accountabilities within

1:14their area of work,

1:16and let's take a look at those real quick. Let's come down here and look at the

1:19product owner,

1:20which this is really about. Here we go. The Scrum guide, and I'm going to show

1:24you where that is,

1:26well spell these out. Effective backlog management, including developing and

1:31communicating the product

1:33goal. That's one of your commitments. Communicating the backlog items. Why?

1:39Because the backlog items

1:41are then checked out by the developers and they select those items. They

1:46clearly understand to

1:47pull into the sprint backlog. So if they aren't straight in the product backlog

1:52, they really can't

1:53be pulled into the sprint backlog. So they can be turned into a useful working

1:58increment by the

2:00end of the sprint. That means a product owner has to order the backlog items.

2:04Why? Because he or

2:05she is maximizing value. That looks terrible. Let me try that again. They are

2:12maximizing value,

2:14one of their key responsibilities. Why are they trying to maximize value? So

2:19they can produce the

2:20greatest something in the shortest amount of time based on transparency,

2:27inspection, and

2:28adaption. Why are we adapting because of feedback? That feedback loop is in

2:35effect all the time.

2:37Stakeholders, customers, end users, all being funneled to the product owner,

2:43which is why the

2:44product owner is the voice of the customer, which is why the product owner is

2:49tasked with

2:50maximizing the value in the backlog. Oh, look, it's transparent, visible,

2:57understood, because of

2:59Tia, transparency, inspection, and adaption. And if you train with me before,

3:05you know that I will

3:07talk about this until you are sick of it. And I don't care. Is there anything

3:12else useful here?

3:13Let's back up a little bit more. I want to leave the product owner alone for

3:17now.

3:18Let's talk about the developers. We're going to talk about the product owner

3:21some more.

3:22Well, what do the developers do? Create a plan for the sprint and the sprint

3:27backlog. They're the

3:28ones doing the work they adhere to the definition of done. Think of it as the

3:32quality standard. How

3:34do we know the useful increment is actually useful in working because of the

3:39definition of done.

3:40They adapt every day through the daily scrum. I lost my mind for a minute, and

3:48they hold each

3:49other accountable as professionals. And let's make one more jump back to the

3:55scrum master,

3:57and then we will eventually make our way over to the product owner. This is

4:01really important

4:01stuff because it all comes up on the exam scrum master is accountable for their

4:07effectiveness

4:08and establishing the scrum. Basically he or she makes sure they adhere to the

4:13framework. And if

4:14there are anything any impediments, any blockers, they get them out of the way

4:19so they can do their

4:21work. The last thing a scrum master wants to see is the scrum team get to the

4:26end of the sprint and

4:27they don't have a working useful increment. That means something got sideways

4:32and that sprint

4:33for all intents and purposes, purposes, if you will, you know what I'm saying,

4:39failed. That should

4:41not happen. To help him improve, let's see. They understand and talk about the

4:47theory of scrum,

4:48the purpose, why it's beneficial, delivering value, the why. Excellent scrum

4:55master's helped

4:56the team drive and deliver value. Pretty simple. Again, I don't want to stay on

5:01the scrum master too

5:02much because this one is all about the scrum product owner. However, you need

5:07to understand

5:08the interactions between the product owner, the developers, and the scrum

5:12master because there are

5:14interactions among them as a team and as pairs. So we'll talk about that in the

5:20next nugget. So hang

0:00Okay, in this section, we're going to talk about the scrum events. It's part of

0:04the scrum framework.

0:05Super important. Let's jump right into it. There are only five scrum events. So

0:12easy peasy,

0:13lemon squeezy. You have the sprint, which is the umbrella encompassing the

0:19others. At the

0:20beginning of it, you have sprint planning. That's where you plan for the sprint

0:25. That's why it's

0:26at the beginning. Every day you have a daily scrum where the team gets together

0:31and they talk.

0:32Well, at the end, you have a sprint review. Here you are looking at the

0:38increment. Think

0:39product, think result. Think whatever this thing is we're supposed to have

0:44created during this

0:46sprint. So that one's all about the product. Well, after that, you have the

0:51retrospective,

0:52which is all about the process and the people. Are there time boxes? Yes, there

0:58are. There's a

0:59really cool graphic right down here to help explain this in greater detail. So

1:04let's take a look at

1:05it. Let me grab Mr. Penn. Let me see if he's going to act right. I think he is.

1:10So once again,

1:12let's talk about the sprint. Where did it go? We know the sprint is the

1:18umbrella. It encompasses

1:22all of these. Well, a sprint can't last no more than four weeks, but sometimes

1:29they say one month.

1:30I prefer four weeks. It's just my preference. Most of them are simply two weeks

1:37long. But again,

1:38the real important part is can't be no longer than four weeks or one month. Dep

1:43ends on how you're

1:43looking at it. And it encompasses the rest. Well, at the beginning of it, you

1:49have sprint planning.

1:51It can last no more than eight hours for a one month sprint. Obviously, if you

1:58have a shorter

1:59sprint, you're probably going to have a shorter sprint planning meeting, if you

2:04will. Every day,

2:06there is a daily scrum. It is now my apologies. Let me take a half step back

2:12for sprint planning.

2:14The entire scrum team is their product owner, scrum master developers. Now we

2:20can move forward,

2:21my apologies. Sometimes I just shift gears really fast. It happens. Back to the

2:27daily scrum.

2:28It can only be 15 minutes long and it is only for the developers. It usually

2:34happens at the same

2:36time in the same location to reduce complexity during the sprint, which is why

2:41they do it.

2:42Can they move it? Sure, they can. Do they skip it? Not very often. If they do

2:47skip it,

2:48the scrum master gets involved and says, hey, why are we skipping this? You

2:52know it's part of the

2:53framework. You have to do it. And they're basically answering three questions.

2:58What did I do yesterday?

2:59What am I going to do today? Is there anything impeding me from doing that?

3:03There's no set format

3:05other than that they actually have it. At the end, the entire scrum team and

3:10the stakeholders

3:12think customers get together for the sprint review. And here they are looking

3:17at the product.

3:18This lasts no more than four hours for a one month sprint. And they are looking

3:25for a working

3:26increment. In one example, let's say they have a software app for banking.

3:31Maybe this sprint was

3:33all about being able to create an online account from an Android phone and an

3:38iPhone. So that's

3:40what they worked on this month. When they get to the sprint review, they

3:44actually show the customers,

3:45hey, look, here's my Android. Peep, peep, peep, peep. That's the sound of an

3:50Android. And they

3:51actually show them that they have a working increment, the app, the frame, the

3:56shell, whatever you want

3:57to call it, will actually allow someone to go online and create an account for

4:02that bank. And

4:04then they do the same thing for their iPhone. Great. Now that they have a

4:10working increment,

4:11which is what they were driving towards, now they will get feedback, which they

4:16will incorporate

4:17into the next sprint, if necessary. Again, think Tia, transparency, inspection,

4:25and adoption. After

4:26they're done with the review, they have the retrospective. This is all about

4:31the people in the process.

4:33What was difficult during the sprint and why? Was it a person? Was it a group

4:38of people? Was it a

4:40process? What did we learn that went really well? Excuse me. What did we learn

4:45that could be better?

4:47They incorporate that into the next sprint because they're always trying to be

4:53better. Are they

4:54perfect? No. No one is perfect, but we can aim for better all the time through

5:00empiricism,

5:01transparency, inspection, and adoption. So let me clear the board. Again, this

5:08is a really good

5:09graphic. I'm going to leave this link here so you can find it. This thing is

5:14fantastic. All of this

5:17is within one more time the sprint. So there are your scrum events. One, two,

5:26three, four, five,

5:28to show you that there are five. This is one month as a time box. These are

5:34your time boxes over here.

5:37These come up on the exam all the time. Let me show you how. Let me come down

5:42here. So there are

5:43anti-patterns, meaning you're doing things that aren't part of the scrum

5:46framework.

5:47So let's say the product owner says, "Hey, let's go ahead and have a six-week

5:53sprint

5:54because we can get more work done." Well, the product owner wouldn't say that

5:58except on the

5:59exam and only to trick you because it's an anti-pattern. You never want to

6:03exceed your time box.

6:04Or the product owner only listens to the senior developers. It's not going to

6:09happen.

6:10But they will use that on the exam to try and trick you. Or the scrum master

6:16acts large and in

6:17charge and turns everything into a status meeting or the product owner

6:21facilitates the daily scrum

6:23or demands that the developers work on certain things from the product backlog.

6:29All of this is nonsense. It simply would not happen. And if you see something

6:34on the PSPO1

6:35exam that looks like it's baloney, it probably is. Slap it between some bread,

6:41put some mustard on

6:42it, and eat it because that's all it is, baloney. Other things that might come

6:45up. Team members just

6:47realize there's a problem and they wait until the next sprint to talk about it

6:51or do anything about

6:52it. They're not going to do that because of TIA, transparency, inspection, and

6:57what?

6:57Adaption. I already said that the scrum master acts large and in charge like a

7:02project manager.

7:04That's another anti-pattern on the exam. There are no project managers on the

7:09scrum team.

7:09If you see that, it is WR-O-M. Wrong. Don't fall for it. And the scrum team

7:16members don't show up

7:18or they have different events or they have different people involved, not part

7:22of the scrum team,

7:23or they're passive. They don't participate. Again, there are some anti-patterns

7:29that scrum will try and trick you with on the exam. Don't fall for it. So here

7:34's my takeaway advice.

7:36Learn the basics of the five scrum events and their time boxes, the

7:42participants, and you're

7:43probably going to be okay.

0:00As we continue this review, let's talk about the Scrum artifacts.

0:04There are three easy peasy.

0:07I really like this section because you have artifacts and you have commitments.

0:12Meaning the product backlog is the artifact and the commitment,

0:17the results of using that artifact is the product goal.

0:22Product backlog, product goal, it kind of makes sense.

0:26Then you have the sprint backlog and the sprint goal.

0:29You see that pattern?

0:31Sprint, sprint.

0:33Yeah, I know you do.

0:34And then you have the increment and the definition of done.

0:39Definition of done, again, is basically the quality standard,

0:43the functionality standard that you're trying to achieve in the working

0:48increment.

0:49And here's kind of how it works.

0:52The product backlog, think of as all of the functionality,

0:56all of the characteristics that they want in any particular app.

1:00Okay, and the product owner controls it.

1:02Well, the items at the top are going to be the most detailed

1:06and/or the most important to the product owner who is representing the client

1:12as the voice of the customer.

1:14He or she is going to work very closely with the developers

1:17to move some of those important items into the sprint backlog.

1:24Now, to sprint backlog, those are the items they're going to work on during the

1:28sprint,

1:28the developers.

1:30Typically, you can think of them as story points.

1:34And a story point is really nothing more than a level of effort.

1:37A story point of one means low level of effort.

1:41It's not a one-for-one, one-story point is one hour.

1:44It's not that kind of thing.

1:45It's about level of effort.

1:47A level of effort of one story point is pretty simple.

1:50Three, also pretty simple.

1:52Five, a little more complicated.

1:54Then you get into eight and thirteen.

1:56And they're rarely going to go beyond that because it's just too big.

2:00It's typically not well enough understood.

2:03And remember, a sprint only lasts so long as a scrum event.

2:08They hit what's called a velocity to deliver a certain number of story points

2:14every sprint.

2:15Well, the first sprint, they hit twenty.

2:17And the second sprint, they hit twenty-two.

2:19And the third sprint, they hit twenty again.

2:22And the next sprint, they hit twenty-one.

2:25This is going to come up again in forecasting later on in this course.

2:28Well, why do they do it?

2:30Because the team knows their capacity to get work done

2:34to achieve the quality standards that they're trying to achieve in each sprint.

2:39So they are not going to take too many items from the product backlog

2:44and bring it into the sprint backlog and then not be able to deliver a working

2:50increment.

2:51A smart team is not going to do that.

2:53A product owner is not going to push him to do it.

2:56And a scrum master is going to be paying attention to see why, if at all, it

3:00may ever happen.

3:02And if he or she sees it's about to happen, they're going to shut it down,

3:06Jackie Brown.

3:07This is a synchronicity of ideas and needs.

3:13So again, everything is into product backlog.

3:17The stuff for this particular sprint is going to be in the sprint backlog.

3:21And when it's done, they should deliver a working increment.

3:27Easy peasy.

3:29Let's clear that one.

3:30Man, I don't know why I'm saying easy peasy so much, but I really am and I need

3:34to quit it.

3:35So let's do a quick look at these real quick.

3:37The product backlog is what I said just a moment ago.

3:41Here's a great representation of it that I was saying.

3:44You have sprint one, two, and three, four.

3:47And again, this can change at any time because of backlog refinement.

3:51But the stuff that's really well known or really important is going to be up

3:55here at the top,

3:57which is where the developers are going to be selecting items from that they

4:00can pull

4:01into their sprint backlog.

4:03Super duper cool stuff.

4:04And man, I am really a nerd for this.

4:07I know I shouldn't be.

4:08I don't care.

4:10Single, transparent, current, ordered.

4:14Let's back out of that one.

4:15So we have a product backlog, which means we have a product goal.

4:19It is the commitment, meaning it's the focus for the scrum team and the target

4:24by which

4:25progress is measured.

4:28That's really it.

4:29Really easy to understand.

4:31I'm not even going to drag that one out.

4:33So again, artifact commitment, product backlog, product goal.

4:39Let's back up and take a look at the sprint backlog and then the sprint goal.

4:43Here you go.

4:44The easiest way to explain it, as I like to say in Tennessee.

4:49Here's a can ban.

4:50This is the stuff we need to do.

4:52This is the stuff we're doing.

4:54That's the stuff that's done.

4:55And what you want to see is all this stuff get moved over there to ensure they

4:59have a

4:59working increment.

5:01Typically, if they get it there, they get it done.

5:03If they get it there, man, I got to stop watching he-haw reruns.

5:09Let me back up over here for just a second and see if there was anything else.

5:13Why is it highly visible?

5:15This is also a good one.

5:17Well, it would be better if I had to pen here.

5:19Why is it highly visible?

5:21Because of Tia, transparency so they can inspect it so they can adapt to it.

5:28I love that.

5:29A real-time pitcher.

5:31And yes, I'm overly excited about this.

5:34I don't care.

5:36Sprint backlog, sprint goal.

5:38This is what they are trying to achieve.

5:40Here you go.

5:42There's the commitment for the Sprint backlog.

5:45Again, how can progress be measured?

5:47And we're going to have some more examples of these as we go.

5:51Let's do one more artifact, one more commitment, and then we will shut it down

5:55because there's

5:56only three.

5:58The increment.

5:59I like this.

6:01The latest version that conforms to the definition of done.

6:05Anytime you had an app on your phone because we all have plenty and you saw you

6:11open the

6:11app and it said, "Oh, an update is available."

6:14Version 3.4.2.

6:16Well, that's the latest version of the product that conforms to the definition

6:20of done.

6:20Maybe they fixed the background color or maybe they offered you another

6:24function or maybe

6:25they allowed you to hook a billing app to it like PayPal or Venmo or something

6:31like that

6:31or maybe they allowed you to upload a profile pitcher.

6:35That's what increments do and that's why it must work during the Sprint review.

6:41They have to show that it works.

6:44And there are some really good examples down here.

6:47Products for sale to the public, a mobile app or a hairshaver delivered to the

6:51public

6:52are internally internal software applications, maybe some sort of collaborative

6:58tool.

6:58Anything else?

6:59No.

7:00Then taking a look at the definition of done and that will wrap this section up

7:07.

7:07Well, what is it?

7:09And I feel like I said this before, it's basically the quality standards.

7:14Think of Six Sigma.

7:16Six Sigma means out of one million possible defects, you have something like

7:20two and a

7:20half errors.

7:22I think it's two and a half errors out of one million possible defects.

7:27That's crazy.

7:28You can measure the speed of your vehicle by looking at the speedometer.

7:32You can measure how great your sheets are by looking at the thread count.

7:37You can measure the awesomeness of your socks if you have a whole pair.

7:42Two socks, one for the left foot, one for the right foot and that works really

7:46well

7:47for most people except for those people who may not have both feet.

7:51But you get the point and I'm not picking on anyone, I'm simply telling you if

7:56you can't

7:57measure it, how do you know it's done?

8:01Because quality is not an accident.

8:04Quality is an intentional act and that is why the commitment must be the

8:09definition of

8:10done.

8:11If you can't define done, you can't achieve it.

8:15So let's leave it right there because guess what?

8:17For this section, we done.