The Product Owner Role
The product owner as the voice of the customer is responsible for taking the vision of an organization and delivering well-defined features. The foundational values are reflected in the thoughtfulness of delivery that a product owner provides. Features need to be more than well-written stories. Features should also evolve over the life of a project. As Agile evolves in an organization the role of the product owner also evolves to move from the traditional business analyst with strong analytical skills to a leader who views product ownership as an entrepreneurial responsibility.
Waterfall and the role of the Business Analyst
In Traditional waterfall projects, the life of a project is viewed in linear terms. A project progresses from initiation to analysis, design, development, testing, and delivery.
The business analyst is expected to possess excellent analytical skills and delivery a Business Requirements Document (BRD). The BRD will be holistic, with little room for change during the development phase of a project. This document is an input to the creation of functional and technical design specifications and should be approved by business subject matter experts.
Requirements are typically produced in a list format and may have dependencies noted for clarification. Waterfall delivery methods assume that most if not all requirements can be defined in full during the analysis phase. This approach adds considerable time to the receipt of working features. Requirements should be traceable so that test cases and development components can be mapped throughout the life of a project.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios