IIBA CPOA flashcards
IIBA CPOA · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Product Ownership Analysis
- The continuous set of analysis activities used to define, prioritize, and validate product value across the full product lifecycle, extending traditional project-scoped business analysis.
- Value dimensions
- Customer value (outcomes users achieve), business value (revenue, cost, risk, compliance), and technical value (quality, maintainability, reuse). Prioritization should weigh all three.
- Need versus requirement
- A need is a problem or opportunity existing in a context; a requirement is a validated, actionable statement describing what must be delivered to satisfy that need.
- Product lifecycle stages
- Ideation, growth, maturity, and decline or retirement. Analysis emphasis shifts from discovery at ideation to optimization at maturity to decommissioning at decline.
- Backlog hierarchy
- Vision, product goal, themes or epics, features, user stories, and acceptance criteria. Each level refines and constrains the level beneath it.
- Definition of Ready
- A shared checklist confirming an item is clear, valuable, estimable, small enough, and testable, so it can enter delivery without further clarification.
- Definition of Done
- A shared checklist confirming an increment meets acceptance criteria and agreed quality standards, making it potentially releasable and eligible for value measurement.
- Product Owner accountability
- In Scrum, one person accountable for maximizing product value by owning and ordering the Product Backlog and keeping it transparent and understood.
- Product Manager versus Product Owner
- The product manager usually owns strategy, market fit, and lifecycle outcomes; the product owner usually owns tactical backlog ordering and delivery-facing value decisions.
- Business analyst in product team
- Elicits needs, writes and refines stories and acceptance criteria, facilitates stakeholder alignment, and supports value measurement, working continuously alongside the product owner.
- Product trio
- A discovery team of product manager or owner, designer, and technical lead who share continuous discovery and make joint decisions rather than sequential handoffs.
- Outcome over output
- A product mindset measuring success by changed customer or business behavior rather than by features shipped or story points completed.
- Decision rights
- The product owner decides what to build and in what order; the delivery team decides how to build it and how much to take on.
- Servant-leadership stance
- The product owner removes impediments to value flow, shields the team from unprioritized requests, and makes trade-offs explicit instead of deferring them.
- Stakeholder map
- An inventory of customers, sponsors, delivery team, operations, compliance, and sales or marketing, each with distinct value criteria and influence over product decisions.
- User story format
- As a role, I want a capability, so that a benefit. The benefit clause states the value hypothesis and must be testable after release.
- INVEST criteria
- Independent, Negotiable, Valuable, Estimable, Small, Testable. A story failing two or more criteria should be split or deferred.
- Story splitting patterns
- Split by workflow step, business rule variation, data variation, interface variation, or acceptance criteria, delivering the happy path first and edge cases later.
- MoSCoW prioritization
- Must have, Should have, Could have, Won't have. Categories express commitment level for a timebox, not absolute business value ranking.
- WSJF formula
- Weighted Shortest Job First equals Cost of Delay divided by Job Duration. Cost of Delay sums business value, time criticality, and risk reduction or opportunity enablement.
- Acceptance criteria forms
- Rule-oriented bullet conditions or scenario-oriented Given/When/Then statements. Both must be verifiable, unambiguous, and free of implementation detail.
- Backlog refinement
- An ongoing activity to add detail, estimate, and re-order backlog items. A common heuristic refines the top one to two sprints of work to Ready.
- Outcome-based roadmap
- A now, next, later view expressing sequence and intent through outcomes rather than fixed dates, so distant items can change without breaking commitments.
- Kano model
- Classifies features as basic (expected), performance (more is better), and delighter (unexpected). Categories shift over time as delighters become basic expectations.
- Value hypothesis
- A testable statement linking a planned feature to an expected customer or business outcome, with a defined metric and review point after release.
- Scaling backlog ownership
- Frameworks assign ownership differently. In SAFe the product manager owns the program backlog and product owners own team backlogs.
- Value stream mapping
- A technique distinguishing time work is transformed from time it waits. The product owner targets the largest delay rather than the busiest team.
- Governance fit
- In regulated contexts, acceptance criteria, decision logs, and traceability serve as compliance evidence and are produced as work happens, not retrofitted.
- Product funding model
- Allocates persistent teams and reviews value at defined checkpoints, in contrast to project funding that fixes scope, date, and budget upfront.
- Flow metrics
- Lead time, throughput, and work in progress measure how work moves through the system. Velocity is a planning input, not a productivity target.
- Single backlog alignment
- One prioritized backlog visible to all stakeholders replaces competing request queues, reducing escalation and making trade-offs transparent across the organization.
- Portfolio level prioritization
- Epics and initiatives are evaluated for cost of delay and strategic fit; the portfolio backlog feeds product backlogs and is re-evaluated on a fixed cadence.