PSPO II cheat sheet

Scrum defines three accountabilities: Product Owner, Scrum Master, and Developers; the Scrum Team is one unit of 10 or fewer people.

Five events exist: the Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective; each serves inspection and adaptation.

Three artifacts and commitments: Product Backlog/Product Goal; Sprint Backlog/Sprint Goal; Increment/Definition of Done.

A Sprint lasts one month or less; a new Sprint starts immediately after the previous Sprint ends.

Only the Product Owner can cancel a Sprint, and cancellation occurs when the Sprint Goal becomes obsolete.

The Daily Scrum is a 15-minute event for Developers; Sprint Review is timeboxed to 4 hours and Retrospective to 3 hours for a one-month Sprint.

The Definition of Done is created by the Scrum Team; if an organizational standard exists, it must be met, and work not meeting DoD is not an Increment.

The Product Owner is accountable for maximizing product value; the Scrum Master is accountable for Scrum effectiveness; Developers are accountable for creating the Increment.

Sprint Planning addresses why (Sprint Goal), what (selected backlog items), and how (plan); the timebox is 8 hours for a one-month Sprint.

The Product Owner is a single person accountable for product value and Product Backlog management; accountability cannot be delegated to a committee.

Product management spans discovery, delivery, strategy, and lifecycle; Product Ownership is the Scrum accountability focused on value maximization.

A product vision describes a future state for customers; the Product Goal is a long-term objective the Scrum Team plans against.

Backlog ordering considers value, risk, dependencies, cost of delay, and learning; the Product Owner remains accountable for the order.

A Product Owner may delegate backlog work but retains accountability; delegation does not transfer accountability.

Effective Product Owners are empowered, available to the team, and connected to stakeholders and users.

Outcome-based roadmaps express intended customer or business outcomes rather than fixed feature dates.

Product strategy links vision to choices about target customers, value proposition, and measures of success.

Product lifecycle decisions include invest, maintain, pivot, or retire; these are product management decisions.

The Product Backlog is an emergent, ordered list of what improves the product; it is the single source of work for the Scrum Team.

Backlog refinement is ongoing decomposition and clarification; it is not a Scrum event and has no prescribed timebox.

The Product Goal is the commitment for the Product Backlog; the Sprint Goal is the commitment for the Sprint Backlog; the Definition of Done is the commitment for the Increment.

WSJF = Cost of Delay / Job Size (duration); Cost of Delay can combine value, time criticality, and risk reduction or opportunity enablement.

Acceptance criteria define a backlog item's conditions; the Definition of Done applies to the Increment and is shared by the Scrum Team.

Forecasts are not commitments; the team forecasts scope it can complete based on evidence and capacity.

Value can be measured by outcomes such as revenue, usage, satisfaction, retention, and time-to-learn, not only by output.

Splitting backlog items reduces batch size and increases flow; each slice should deliver observable value or learning.

Release decisions can occur at any time; Sprint Review is not a release gate.

A stakeholder is any person or group with an interest in or affected by the product; customers buy, users use, and the roles may differ.

Stakeholder salience can be assessed by power, legitimacy, and urgency; higher combined salience indicates greater priority for engagement.

Sprint Review is a working session with stakeholders to inspect the Increment and adapt the Product Backlog.

Users provide direct evidence through research, interviews, observation, analytics, and usability tests.

Customers may own purchasing and contractual decisions; users may have needs that differ from buyer requirements.

Stakeholder maps identify influence, interest, and impact; they guide engagement frequency and channel.

The Product Owner is accountable for stakeholder engagement related to product value, though the Scrum Master facilitates collaboration.

Feedback should be triangulated across qualitative and quantitative sources to reduce bias.

Excluding users from discovery increases the risk of building low-value features.

Evidence-Based Management focuses on value, not output; it uses empiricism to inspect outcomes and adapt decisions.

The four Key Value Areas are Current Value, Unrealized Value, Time to Market, and Ability to Innovate.

Unrealized Value = potential future value minus current value; it represents the gap between current and possible value.

Current Value metrics include revenue per employee, product cost ratio, customer satisfaction, employee satisfaction, and usage.

Time to Market metrics include lead time, cycle time, release frequency, time to learn, and P95 response time.

Ability to Innovate metrics include feature usage index, innovation rate, defect trends, technical debt, and mean time to repair.

An Evidence-Based Management experiment states a hypothesis, measures the outcome, and decides to pivot, persevere, or stop.

Vanity metrics do not inform decisions; actionable metrics connect to value and can be influenced by the team.

Leading indicators predict future outcomes; lagging indicators confirm results after the fact.