Certified Scrum Product Owner 1

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1 Course Objectives Certified Scrum Owner You will learn about Instructor Roger Brown CST, CSC The Scrum framework Planning in Scrum Owner responsibilities and practices And you will be eligible for Scrum Owner Certification All slides 2014 Roger. W. Brown 2 CSPO Class Backlog Scrum Framework Scrum Framework Ownership Agile Principles Scrum Planning Vision User Stories Prioritization Estimation Story Splitting Story Mapping Just-in-Time Elaboration Release Management Working with Stakeholders Working with the Delivery Team Working with the ScrumMaster Ownership Review Where Do Stories Come From? Budget and Finance Scaling Up and Out Electives Close Focus and Flow Other Prioritization Tools Action Plan Scrum has 4 meetings and 3 artifacts Scrum has 3 roles that share the responsibility of creating value in small increments The roles complement each other to create a balanced team Roadmap Backlog Management Scrum Meetings Portfolio Management 3 4 Scrum Framework Scrum Meetings Release Planning Story Time 15 minutes - What did you do yesterday? - What do you plan for today? - Any blockers? 1-2 hours Private process improvement recap Backlog Sprint Planning Sprint Backlog Daily Scrum Sprint 1-4 weeks Sprint Sprint Review Retrospective Potentially Shippable Increment Sprint Planning 2 4 hours 1. Which Items this Sprint? 2. Break down to sharable tasks Daily Scrum Fixed, repeating time-box 1-4 weeks Sprint Review 1-2 hours Public demo Sprint Retrospective 5 6 Certified Scrum Owner 1

2 The Scrum Team Owner Owner Desired Features ScrumMaster o Sets Vision o Manages Backlog o Elaborates Features o Reviews Work o Reports Release Progress Maximizes the value of the work done Delivery Team 7 8 Delivery Team Member ScrumMaster o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered o Change Agent o Facilitator o Protector o Coach o Mentor o Gopher Develops the product with high quality 9 Helps the team improve flow and throughput 10 Ownership Agile provides benefits for business The Owner job has three main dimensions that make it a very large job for one person Certified Scrum Owner 2

3 Profit cprime Training Center Agile Benefits for Business Manage the Profit Strategy competition market penetration customer feedback innovation Faster Time to Market Quicker ROI Lower Total Cost compliance internal stakeholders market changes Time Respond to Change Reduced Risk Stakeholder Relations The Owner balances competing demands to maximize value/time Development Value Stream It s a Big Job Discovery Definition Development Agile product development covers these activities. Delivery Operation Support customer Corporate Strategy Portfolio Alignment Customer Needs Corporate Needs Competition Stakeholders Define the Plan the Vision Revenue Target Backlog Priorities Funding UX Which of these activities involve the Owner? 15 Delivery Team Collaboration Scrum Framework Details Review Release Plan Build the What else? 16 Agile Principles Agile software development implements Lean principles and dynamics The primary driver of Agile work is Value Scrum is one form of Agile, designed initially for software development but applicable to other kinds of work Certified Scrum Owner 3

4 Agile Manifesto What is Agile Software Development? Manifesto for Agile Software Development 2001 We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Team Based Incremental Iterative Frequent Delivery Fully Visible ion Quality Value Driven Value Driven Continuous Improvement Constraints Waterfall The Plan creates cost/schedule estimates Features Plan Driven Cost Agile The Vision creates feature estimates Value / Vision Driven Schedule Empirical Process Act Check Plan Do Transparency, Inspect and Adapt Estimates Cost Schedule Source: Sliger and Broderick The Software Manager s Bridge to Agility Features Deming Cycle Scrum Planning Scrum planning is continuous Scrum planning happens at 5 levels, each with a different time horizon The Backlog is the primary source of work to be completed and value to be delivered Certified Scrum Owner 4

5 Scrum Planning cprime Training Center Drawbacks of Traditional Planning 5 Levels of Planning Strategy Portfolio Vision Roadmap P1 P2 P3 P4 P5 Backlog Release 1 Release 2 Release 3 Done when we know the least Written words become a commitment Too much information to grasp at one time Confuse What with How Details are open to interpretation Everything is Priority One Success is measured by adherence to schedule 25 Release Sprint Day s1 s2 s3 s4 sn 26 The Elements of Agile Planning Backlog What capabilities are needed for financial success? Release Plan How long will it take or how many can we do by a given date? s1 s2 s3 s4 sn Priorities Which items are most valuable? Estimates How much effort is required for each item? Velocity How much can the team complete in a Sprint? Vision Know Your Market The Vision describes the purpose of the product to be created or enhanced There are several ways to present the vision as a common goal for the Scrum Team The Vision is the inspiration for the Backlog What is the target market? Who are the target customers? What are the sales channels? What are the top benefits? What are the pricing and revenue models? Certified Scrum Owner 5

6 Vision Backlog The Big Picture of how the product creates value Aligns team and business to the same goal What is the name? Who is the target customer? What are the key benefits? What are the differentiating features? items are added priorities change Story Story Story Spike Story Refactor Story Defect Dynamic set of items to be done Prioritized Constantly in flux as the situation changes items are removed Process Change Vision Board Roadmap Roadmap Roadmapping is a tool for creating a longer term release strategy Roadmaps describe the product in very high level terms Backlog Releases Health Care s Information Health Care s Retail Sales Health Care s Wholesale Sales Time First sub-setting of Backlog for a long product development time frame How many releases? When? What is included in each? The roadmap will be reviewed and updated as things change Certified Scrum Owner 6

7 Release date Roadmap an example Q1 Nacho Release name Q2 Q3 Q4 Theme and/or Taco Enchilada target Combo Plate customers For all users, free access to linked and original content For writers, content management For Sales, SEO access Core Engine CMS Manual SEO Keyword Search Community Article rating Shopping Cart Platform User accounts For all users, retail sales for For all users, wholesale OTC products sales for OTC products For providers, manual and For all users, retail sales API catalog access for Rx products For Sales, CRM Functionality Objectives by Core Engine Core Catalog feature area CRM API Community rating Shopping Cart Typical retail functions Credit card support Community Supplier ratings Shopping Cart Purchase Order support Platform Scalable to 1M transactions/day For all users, wholesale RX For all users, international access For BusDev, credit support Core Hippa Community I8N Shopping Cart Line of credit Platform Mobile access Platform Transactions Billing Architectural Build-out User Stories User Story Template User Stories are simple descriptions of desired functionality Stories are elaborated just-in-time for implementation Stories are used for planning The INVEST Criteria help us write good stories As a <user role>, I can <do something> so that <I get some value>. Card Conversation Confirmation Sample User Stories Where are the details? As a registered user, I can purchase OTC products online so that I do not have to drive to the store As a purchaser, I can print a receipt for a past transaction so that I can keep my own off-line records As a purchaser, I can search for generic equivalents of name-brand items so I can save money As a vendor, I can see monthly sales reports so I can see which products are selling best (front) Story 6: Catalog Demo As a prospective user, I can browse the catalog to see if it has the kinds of products I am interested in. Automated Tests Speclet formula UI design algorithm business rules (back) Story 1 Acceptance Criteria [ ] Use standard design layout [ ] Has full catalog actions except for adding to shopping cart or wishlist [ ] Item click leads to product detail page with same restrictions [ ] Show product review star ratings only, no comments [ ] Call to action: Become a Member links to registration page Certified Scrum Owner 7

8 Backlog Hierarchy INVEST Criteria for User Stories Business Goal Epic User Story User Story User Story Planning Implementation Task Task Task Task Task Task Task Task Task Task Task Task I Independent Can deliver value by itself N Negotiable Details can be worked out by conversation V Valuable The value to the user is clear E Estimable Team understands it well enough to estimate S Small Fits in one Sprint T Testable We have clear test criteria Backlog Bill Wake, 2003 Sprint Backlog User Story Tips As a User As a <Scrum Role> Who, How, What instead of Who, What, Why Will it take more than 2-3 days? Would a user really ask to do that?? How can we know when it is done?? How can we test it?? How would we demo that at the sprint review? > 1 And, Or, Plurals, Comma > 1 Too many acceptance criteria (>12) > 1 Too many tasks (>10) INVEST Prioritizing Priorities help the Scrum Team decide what to do next Priorities help with long term planning Prioritization can be done in many ways, based on many criteria The Right What you deliver is much more important than how much you deliver! Gold or dirt? Certified Scrum Owner 8

9 Selection Criteria Buy a (Baseline) Manage Catalog Content Find s Support Suppliers Community Functions cprime Training Center Managing Value Prioritization - MoSCoW Return on Investment Benefits Costs Costs Benefit is not so easy to determine Cost is easy with a fixed team size and Sprint length Elements of Business Value Increased sales Accelerated sales Decreased expenses Customer satisfaction/retention External compliance Market differentiation 49 o Business value o New knowledge o Risk/Complexity o Desirability 50 Theme Screening + = better than 0 = same - = worse than Themes Draws new customers Generates Q1 revenue Attracts Investors Builds out platform Net Score Rank Continue? Y Y N Y N Source: Mountain Goat Software Estimating Story Estimation Basics Agile estimation is done at both the high level and the low level Estimates are used for planning and for tracking progress Estimates are done quickly, by the Delivery Team Estimates are not commitments Story 1: Home Page As a prospective user, I can view the home page so that I can decide if I want to try the service. 2 Quick More than 2x effort required Quick Relative Guess Done by Team Story 17: Generics As a purchaser, I can search for generic equivalents of name-brand items so I can save money Certified Scrum Owner 9

10 Sample Architecture Stack User Story 1 User Story 2 Story Points Completed cprime Training Center Velocity Using Agile Estimates Is measured, not managed How many story points can the Team complete in a Sprint? Team Velocity Velocity is sum of estimates of stories completed How much we have to do Forecast of scope to be completed Varies by circumstance, increases with experience Sprint Aggregates Team dynamics and organizational factors 55 How much is done 56 Story Splitting Smaller stories are easier to work with and enhance flow Smaller stories gives us more options to reduce scope Smaller is Better Vertical Slices 20 Smaller Stories are easier to work with Presentation Business Logic Increased Throughput helps flow quicker feedback unbundle priorities Decreased Complexity easier to estimate fewer test cases easier to focus cleaner designs Domain Persistence Data Store Each story will should deliver end-user value Certified Scrum Owner 10

11 Priority cprime Training Center Two Levels of Scope Control In Scope for Release Out Epic 1 Epic 2 Epic 3 Epic 4 Story Splitting Patterns Workflow Steps Business Rule Variations Major Effort Simple/Complex Variations in Data Data Entry Methods Defer Performance Operations (CRUD) Spikes Story Mapping Story Maps are a 2-Dimensional representation of the Backlog Story Maps are an easy way to visualize what is in and what is out of the next release Story Map Epic I can buy things Theme Browse Search Cart Transact History Must I can browse by type I can search by product name I can add to my cart I can check out I can print the receipt I can browse by price I can remove from cart I can save for later Should I can browse by sku I can search by company I can see total with shipping I can get month s total Could I can browse by popularity I can search by barcode I can move items to wish list I can print an old receipt Certified Scrum Owner 11

12 Backlog Management A well-managed Backlog keeps the Delivery Team running smoothly A 1-sprint look-ahead on stories will help the flow The Team needs details Just In Time Defining Ready and Done will dramatically reduce time waste Backlog Grooming Owner spends 30% of their time working on the Backlog Identify new stories Splitting epics and stories Updating Release Plan with current velocity data Adjusting priorities Preparing next stories Designing user experience Story Time Delivery Team spends 5-10% of Sprint with the Owner preparing for the next Sprint Reviewing candidate stories Getting details and acceptance criteria Some technical design Looking at new stories Considering new ideas Definition of Ready Negotiate with your Team - What they need for each story - When they need it Sample Right size Screen sketches Acceptance criteria Dependent stories? Speclets Often a regular meeting 1 hour/week or 2-3 hours mid-sprint Definition of Done When estimating size, consider all the work needed to complete the story The Definition of Done may evolve over time Can also have one for sprints and releases Sprint Flow Continuous Backlog Grooming Sprint N Sprint N+1 Story Time Sprint Planning Sample Unit tested to 90% coverage Code reviewed Acceptance tests pass UI Tested User Help updated Deployment scripts updated Screen Designs for N+1 (LoFi) Candidate Stories for N+1 (1.5 x velocity) Definition of Ready Definition of Done Certified Scrum Owner 12

13 Just-in-Time Elaboration Story elaboration is done just in time to reduce wasted time defining details that may never get used Details are provided to the Delivery Team as conversations, acceptance criteria and speclets Details may also lead to story splits Elaborating Stories As a user, I can get a receipt for a past transaction so that I don t have to keep a paper copy How far in the past can data be retrieved? How can the transaction be identified? Can the receipt be printed? Can the receipt be ed? The receipt will be itemized with a total, date and purchases contact information Can the user re-order the same items easily while looking at the receipt on-line? Details as Acceptance Criteria (front) As a user, I can get a receipt for a past transaction so that I don t have to keep a paper copy (back) Data are available for 3 years User can search by date User can search by order number User can search by item name etc Details as Smaller Stories Speclets personalize As a user, I can get a receipt for a past transaction so that I don t have to keep a paper copy As a user, I can print a past receipt to file for my tax records As a user, I can have a past receipt ed to me so that I can forward it to my accountant show local time show state of sales tax Certified Scrum Owner 13

14 Time cprime Training Center Release Management There are two basic product release strategies based on time and scope Risk is reduced by including slack in the plan Release tracking and forecasting are based on real data about actual product completed Release Plan Feature-Based Release Strategy Must Should Could Won t Backlog Release Backlog Include extra Sprints to handle the unexpected Sprint N Velocity is used to forecast the answer to: When it will be done? - or - How much we can get done by a date Interim Deployment Release Event Release Backlog Release 1: Conventional health care products Release 2: Alternative health care products Release 3: health care services When will it be done? Time- Based Release Strategies The Importance of Slack Release Backlog Q1 Release Q2 Release Q3 Release How much will we complete? % of schedule overrun comes from emerging requirements Change needs room Pressure does not speed up work People are not Plug & Play Cannot plan for the unexpected Leave room for new ideas From Slack Tom DeMarco Certified Scrum Owner 14

15 Visibility Release Planning Meeting The more we know, the better we can adapt And the better we can manage risk Report what we know, not what we hope 1-2 days Align Vision Identify User Roles Identify features/epics Brainstorm User Stories List Priority Criteria Prioritize Stories Estimate Stories Check Priorities Forecast Team Velocity Forecast Release Working with the Delivery Team The Dev Team may propose stories for the Backlog Teams take time to mature The Dev Team is self-organizing Awareness of effective motivators can help build a high performance team Team Priorities Performance Boost Refactor the transaction engine to handle 10,000 per second Stories may come from the Team Technical Debt can slow down development Establishing Goals Vision Why are we doing this? Release Goals Quality, function, process, performance Make them SMART Sprint Goals Overall goal is much more than just completing the tasks Certified Scrum Owner 15

16 Effectiveness cprime Training Center Tuckman's Team Development Model Motivation Teams go through four stages Teams can regress when membership changes Storming Norming Performing Financial rewards often give poor results Intrinsic vs. extrinsic motivation People are motivated by autonomy mastery purpose Forming Applies to the Delivery Team and the whole Scrum Team See Dan Pink, TED.com and Drive Time Working with the ScrumMaster The ScrumMaster is your partner in achieving a smooth flow and continuous improvement The ScrumMaster is a productivity multiplier for the Team Value of the ScrumMaster ScrumMaster 7 Team Members ivity Manage impediments Facilitate meetings Mediate disputes Teach Scrum Manage the process Assist the Owner Observe and coach the Team Protect Team from distractions Communicate with stakeholders Keep track of time Encourage excellence Help with organizational change Certified Scrum Owner 16

17 Working with Stakeholders Customers are not your only Stakeholders You can t please everyone all the time Customers Execs Ecosystem Identification Prioritization Elaboration Innovation Desired Features Marketing Ops Owner Agile Team ScrumMaster Sprint Review Validation Delivery Consultation Strategy Refinement Delivery Team Who are your Stakeholders? Balancing Priorities Customers Other end-users Management Upper Marketing Sales Operations and Support Who Else? Stakeholder Preferences Internal and external Politics: is each one represented? Strategic Alignment Some stories map directly to corporate goals Driving Profit Value Exchange Model How do you trade money for value? Ex. transactional, licensed Profit Engine How do you enable people to buy more? Ex. freemium, standards, value-add services From Luke Hohmann, Enthiosys Scrum Meetings Scrum organizes work into 1-4 week time boxes called Sprints Each Sprint has 4 primary meetings The bulk of the time is spent creating value in the form of a product Certified Scrum Owner 17

18 Priority cprime Training Center Sprint Time Box Sprint Planning Meeting Focus No one can change the Sprint plan except the Scrum Team to add or remove a PBI 1-4 weeks Goal 1: What? Which PBIs can we commit to? What is our Sprint Goal? Ex. Build the shopping cart Sprint Backlog Goal 2: How? What tasks can we identify for each item? How long do we think each will take? Item S1 Steady cadence, fixed length S2 S3 S4 Abnormal Termination If the Sprint Goal cannot be reached for unexpected reasons, stop and plan a new Sprint 103 Backlog Time-box is 4 hours for a 2 week Sprint Attended by Owner, Delivery Team, ScrumMaster Other interested stakeholders 104 Daily Scrum Daily Progress and Planning 15 Min Item Sprint Burndown The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you? Task Board Sprint Review Purpose Demonstrate the completed stories 2 Hours Get feedback from the Stakeholders Attendees Owner, Delivery Team, ScrumMaster Any other stakeholders Last day of Sprint ~2 hours for a 2 week sprint Preparation Who will show what? Deploy to a preview server Show actual running code! Any documentation needed? Update and show release burnup chart What is the Team status? Sprint Retrospective Team meets privately Goal is process improvement Format Gather Data Start Stop Continue Reflect on what worked well, what didn t Generate Insights Discuss results and new ideas Decide Action Items Consider adopting new practices Stop doing things that are not working Keep it interesting Appreciations Food Variety 1.5 Hours Certified Scrum Owner 18

19 Close Parking Lot More information for Owners Wrapping up Learn More Certification Forums Certified Scrum Owners group on LinkedIn Self-study Local Scrum Groups Scrum Gatherings Class Evaluation Class Picture Scrum Certification Options Instructor The Scrum Alliance is a nonprofit organization committed to delivering articles, resources, courses, and events that will help Scrum users be successful. Roger Brown Agile Coach Scrum Alliance Certified ScrumMaster Certified Scrum Owner Certified Scrum Developer Certified Scrum Professional Certified Scrum Coach Certified Scrum Trainer roger.brown@cprime.com Twitter: rwbrown Blog: LinkedIn: Theory Practice Guide 113 V Certified Scrum Owner 19

20 Elective Topics Where do Stories Come From? Where do Stories Come From? Budget and Finance Scaling Up and Out Portfolio Management Focus and Flow Other Prioritization Tools Action Plan Agile Teams may build product faster than traditional methods can discover user needs There are few more Agile methods for finding customer needs Innovation Games Customer Development Box Parallels product development Find out who your customers are What kind of market are you in? What is the Minimum Marketable Feature Set? Phase product with company growth Iterate to Learn Speed Boat Me and My Shadow 117 See also: Lean Startup discussions 118 Pragmatic Marketing Lean UX Tune into the Market. Gain practical techniques for learning about your market and competitors. Discover tools and techniques that allow you to identify the entire market, listen to it and become its messenger. - User Research Design Studio 119 Story Maps 120 Certified Scrum Owner 20

21 Estimate Variability cprime Training Center Budget and Finance Quicker Return on Investment Budgeting relies on Release Planning Velocity is the primary unknown in budget requests Some organizations are moving to more Agile budgeting models Estimating Release Cost Cone of Uncertainty Must Have Stories Should Have Stories Could Have Stories Release Backlog s1 s2 s3 sn sm-1 sm Planned scope = 300 sp Forecast velocity = 30 sp Planned Sprints = 10 Sprint cost = $100,000 Release Cost = $1,000,000 Ex. Sprint cost is cost of people on the team for 2 weeks Agile release forecast improves with each Sprint based on actual data as the Team matures Incremental Funding Beyond Budgeting Annual budgeting, like Waterfall development, is at odds with innovation, adaptability and responsive investment. Success is defined by keeping to the budget at any cost Sales targets trump customer sat Internal competition with other products Risk aversion Ask for more than you need and always spend it all maintenance cost is someone else s problem Initial budget request is based on cost estimate for 2 Releases becomes self-funding in Release 3 Denne, Mark; Cleland- Huang, Jane (2003). Software by Numbers: Low-Risk, High-Return Development Common Cause Transparency Self-managed Teams Ambitious Goals Reward financial performance Continuous Planning Just in time resourcing Manage by feedback 126 Certified Scrum Owner 21

22 Real Options Defer commitment until the last responsible moment Take steps to increase knowledge and stop early if assumptions are proven false Invest incrementally as assumptions are confirmed Reallocate capital based on new knowledge Scaling Scrum Up and Out Scrum can scale to many Teams Distributed Scrum is constrained by the laws of physics but there are patterns that can help Reduce budget cycle 12 mo 6 mo 3 mo 1 month Rudd, The Business Case for Agility Scaling Scrum Up Multi-Team Team is the scaling unit Divide work across multiple small teams by feature by component Organize with Chief Owner Team and Scrum of Scrums CPO strategic SoS tactical Team 1 Team 2 Team 3 Team 4 Distributing Scrum Out How well does it work? Scrum is the best way to manage distributed Teams. Distributed Teams are not the best way to do Scrum. But distributed teams are a common reality so Prefer whole teams at each location Start project co-located Have ambassadors who travel Have buddies across locations Expect more documentation Don t let anyone go dark Use video, IM, artifact sharing tools Portfolio Management Teams Increase Value/Time Agile and Scrum concepts can be applied at the product portfolio level Certified Scrum Owner 22

23 Meta-Scrum Portfolio Management Tips Manage allocation of investment in products Owner is Upper Management Members are project Owners Backlog is releases Priorities can change Teams can be re-allocated to different products Balance investment in Project Types Support the org Grow the business Create new opportunities Rank products/projects by value Stop Starting Start Finishing Meta Scrum Reduce the budget cycle for greater agility Don t throw good money after bad 133 Rothman, Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects 134 Focus and Flow Pull Systems Scrum works best when the Team achieves a smooth flow of work Scrum dynamics are based on the mathematics of queuing theory that we use to manage the Internet Continuous improvement is an underlying goal of Scrum Push Push systems overwhelm capacity, creating turbulence, rework, waste and delay Pull systems have a steady flow that provides predictability Small Batches Other Prioritization Tools Item Single-pieceflow reduces the wait time and moves risk to the margin Relative Weighting can be applied to Stories Financial Projection can be applied to Releases and Features Innovation Games can quickly get input from your customers Small batches move through a system quicker Minimize work in progress Certified Scrum Owner 23

24 Prioritization Factors Factors to consider Value How much revenue will it generate? How much present cost will it save? Cost The estimation process gives us a figure May change with time of delivery New knowledge About the project (means) About the product (ends) Risk In schedule, cost, functionality Business or technical Relative Weighting Relative Weighting applies at the story/feature level - Choose a manageable set of features - Assemble a set of Subject Matter Experts - For each feature, query the SMEs to give a 1-9 weight to How much benefit is there if this is implemented How much penalty is there if this is not implemented - Create the summary chart and add estimates of cost to get the value to cost ratios as a priority indicator Relative Weighting Calculation Financial Projection Benefit and penalty may be weighted differently Add benefit and penalty to get total value Priority = Value % / Cost % Financial prioritization (Profit and Loss Statement) Look out N years (product lifetime) Estimate New revenue Incremental revenue Retained revenue Operational efficiencies Balance with development cost to get net cash flow Approaches Innovation Games Net Present Value Internal Rate of Return Payback Period Buy a Feature 20/20 Vision Source: Agile Estimating and Planning, Mike Cohn 143 Prune the Tree 144 Certified Scrum Owner 24

25 Kano Analysis Kano Analysis applies at the theme level - Group features into - Threshold (must have) - Linear (the more, the better) - Exciters (drive people to buy) - Get opinions from - Experts - User Survey Kano Survey Small user sample is sufficient Ask both functional What if this feature is included? and dysfunctional questions What if this feature is missing? Categorize and aggregate results In your product include All threshold features Some linear features A few exciters 145 Agile Estimating and Planning Mike Cohn 146 Action Plan Things we can do to improve value delivery: actions What new opportunities do you see for improving product ownership and value delivery? What concrete actions can you take as a group to achieve those improvements? The Testing Pyramid Certified Scrum Owner Instructor Roger Brown CST, CSC Manual Tests through UI Automation Suites Unit Tests Exploratory testing Automated UI Tests Automated Acceptance Tests Unit Tests Traditional (find bugs) Agile (prevent bugs) All slides 2014 Roger. W. Brown 150 Certified Scrum Owner 25