Individuals and Interactions over Processes and Tools
A product owner is the owner of business requirements and this role requires him to be a bridge between stakeholders/customer and the development team. He needs to be abreast of the changing needs of the business and communicate on-time and as needed to the development team. He has to create understanding on the product backlog between various stakeholders through interactions with various individuals. He needs to communicate product vision and ensure clarity of stories of next few sprints to all development team members.
Apart from being an owner of the product backlog, product owner also needs to enhance understanding of this value among his team. He needs to empower development team to collaborate and prepare them to adapt to changes.
Working software over comprehensive documentation
Traditional software development models were dependent heavily on documentation. It took a lot of time to develop technical requirements, design documents, test cases, etc. and each document passed through stages of reviews and approvals. Agile does not eliminate documentation altogether but focuses on developing just-enough documents required for the development team to start their work.
In an Agile environment, Product owner and scrum master both work towards creating working software for the customer to make sure that business value can be achieved early. User Stories are built for each requirement and contain enough details for the development team to begin work on the functionality.
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