Hey everyone, here’s my list of resources and literature for getting prepped for the PSM II examination. I would be tremendously happy if you share yours 🙂
Sidenote: if you are “certificates are overvalued” type of person – I’d agree. This is especially true when it comes to CSM / PSM I – because that certification only mentions that you have been introduced to the basics. However, when it comes to PSM II you need to rely on your experience as a Scrum Master. No more “shu” (of shu-ha-ri), just your experience and daily understanding of agile values.
By the time I write this post, there are 6793 PSM II holders.
PSPO open – because there are questions related to an understanding on how to coach PO and how to work with value. (might I say that you can easily pass PSPO exam in case you’ll pass PSM II)
PSM I – since you MUST know everything in it by heart. Values, roles, events, artifacts.
PAL-E – so that through coaching you could understand higher management, metrics, organizational maturity.
PSK open – foundations of working with the flow.
Nexus open – foundations of official scrum.org scaling solution, although not the most popular one.
Other tests should be treated with the grain of salt. The internets provide you with a wide variety of preparational test suites: some of them are more oriented for passing PMI-ACP (and are overall PMBoK-skewed); other ones should be avoided at all costs as they mutilate the very basic principles of scrum and sabotage your preparation – stay aware.
Coaching, books, training
Lyssa Adkins: Coaching Agile Teams – rather easy-to-read and universal cookbook for Scrum Master’s stances of an agile coach, facilitator, teacher. It perfectly complements your personal experience.
There’s a small section on conflicts, which I find useful (in case you don’t want to dive deep into the science of conflicts). By the way, the book in my experience is greatly enhanced by ICAgile: ATF (Agile Team Facilitator), ICAgile ACC (Certified Agile Coaching) training courses.
In order to let developer work as productive as possible, management should ensure the following bits related to her work are tackled:
Requirements Fallback – whom to ask
Issue Description & Decomposition
We moved closer to ‘no interruption’ bullet by creating on call teams, that are reacting to whatever urgent issues arise. (hållo to Kniberg’s Scrum from the Trenches 2nd edition – our own way of ‘firefighting teams’!).
However, there was no requirements preparation workflow a while back, so as the features grew more complex, more dependencies were discovered, we faced the inevitable given our product size: scope creeps, miscommunication, conclicting scenarios and inconsistency.
In order to bring all departments that were related to requirements eliciting and approval, we’ve created Product Management flow, which had to be highway to hell to better requirements.
Product Management Flow
We aimed to tackle the following areas by creating a formalized workflow:
Easy to understand sequence of steps
Each step has an accountable person, visible to all participants
Workflow encourages Argumentation and Discussion -> no misinterpreted suggestions and details are hashed out collaboratively
Each step ensures higher quality requirements, by providing criterias to be met on the output
Workflow consists of sequential steps: New Issue -> Discovery -> Sign Off -> Analysis
Ticket is created by trigger from multiple sources (marketing, services, tech, customer support forums,..). During this state, the ticket is relatively empty, providing only the request and source of the request.
Transition: In order to move the issue to the next stage, Product Owner reviews whether we’ll ever do this feature. If no – he closes it. Yes, sometime – he moves the ticket to Backlog. Yes, near-future – he moves it to Preliminary Analysis.
Preliminary Analysis (Discovery)
Step Goal: Product owner should outline Feature goal (what we need to achieve, benefits for our company and customers); describe basic business process (general 1-2 sentenses on how it works among the warehouse, since we’re a warehousing solutions company); and add that to wiki-page for that feature.
Brief feature description
Shipments are a way to track sale items that have been shipped to the customer of the Sale. A Shipment exists in SkuVault once a Tracking Number is assigned by the carrier.We want to provide an ability to connect and save tracking numbers, so that our users can have more visibility and editing right inside the app.
What do we want to achieve
Allow people that use shipping providers that don’t integrate with marketplaces as SkuVault How it works on the warehouse
Goal: Allow clients to label products with tracking number, and see shipments in relation to Sale they are attached to
Picker gets to the QC table
QC performing person takes the product, QCs it and labels the product with shipping label and tracking number
The tracking number is added to the system and can be visible in relation to the sale
User tracks the product via tracking number
Stakeholder Sign Off
Since there’s quite a stream of tickets, we let Stakeholders approve bunch of tickets at a time. Someone might say ‘Hey, isn’t that Product Owner’s responsibility, to approve?’. Well, first of all our product is big and includes different areas and domains: services, marketing, tech, operations – all having their own pursuits respectively, even if we’re moving towards the same goal.
Step Goal: approve the idea, general process and timeline for the feature to be developed.
The next step would be to gather related parties and start..
Analysis is biggest, most collaborative and complex part of the workflow. It involves:
[Business Analysts (creating User Stories)] => [collaborative efforts between BAs / UX / Developers (Wireframing)] <=> [BA / Developers (requirements adjustments, brainstorms, decomposition and clarification)].
Outcome: clear and atomized User Stories with Backend Subtasks with estimates, that give you ability to grasp and plan the feature for development. By you I mean us, Project Managers 🙂
Example: User Story – formalized and easy to grasp description, representing user activity and ability to interact with it.
Precondition: user is on Sale Info page
Before the user clicks a Shipment Tab in the Sale Info page, the hint at the top says “Click a Shipment for Detailed Information”
When the user clicks a Shipment line they see complete Shipment details at the top.
list of fields for Shipments can be seen in Shipments – Plans / Technical Requirements
They can click a button for Shipped Items or Total Cost to see detail for the items.
If a Tracking URL exists for a shipment the user can click it to open the URL in a new tab.
After new tab opens, user is navigated to shipping carrier website with tracking url info
If there is not a tracking url user simple sees “Unknown” instead of the url.
If a Label (ie: PDF) is present, the user can view it in a new tab, or download it by clicking on ‘Download’ button
Post-condition: user is able to see related Shipments info
We got strict rules for creating user stories, technical tasks, support requests and bug reports. This ensures same standards across out task-tracking system (Jira, and properly used Kanban magic) for different issue types, and allows to interpret requirements with the single possible way (which is extremely helpful :).
Right, so in a nutshell, this dramatically increased our requirements quality, and gave us ability to start analysing scope creeps properly, visibility for similar projects and better prognosis. There are things to improve, such as redundancy removal from the requirements, optimizing time spent on the workflow, better communication when estimating client requests – we’re getting closed to that!
one more thing: “oh, author, your flow is redundant for smaller features!”. You’re right, just remove sign off phase and ease analysis to accomodate simple story description for that feature / improvement ;).