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Simple Techniques for Transforming to a High-Performing Agile Team

A Great Team is all about “People” Incorporating team values, especially in Agile teams is critical to creating a work culture that is collaborative in the first place. It forms the bigger roof that brings together all team members and fosters unity.  In an Agile teamwork environment-  People realize that thinking, planning, decisions, and actions are most effective when done in a cooperative manner.  People strongly support the notion- “none of us is as good as all of us." Everyone in the team takes care of each other’s needs Members plan better things to make the team superior Individuals keep the needs of others ahead of theirs. Culture of team can be transformed completely Each team member can help in making team better Organizations spend on sending teams to Team building events and expect greater results from the team by sponsoring to the team building events which is not true. I would like to share few simple techniques from my experience which does help teams become a high-performing teams (which is a goal of a Scrum Master or an Agile Coach). Technique 1 – Serving each other in the team In one of the Agile teams I coached, there was an individual who always used to ask this question “How can I help you?” very frequently. The question kind of became viral in the team and as a result, there was a massive change in the behaviour of the team. Industry-wide research has revealed that when team members are supportive and motivated enough to help their peers, such teams are automatically high-performing. It has also been observed that the members stay in such teams for longer periods.  The act of serving others is further strengthened by persistent cooperation among team members and eventually transforms to a productivity cult. It is the role of the management to build positive relationship amongst the team members and serving each other in the team helps in building positive relationships. The role of an Agile servant leader is worth mentioning in this context.  This serving cult leads to an effective collaboration of roles, which benefits Agile teams in the long run.  How to build the culture of serving each other in a Team? When teammates serve one another, the level of caring and trust in teams increases dramatically. As an Agile lead, there are two important questions you need to ask to gauge this potential in your team.  What are you currently doing to serve others in your team?  Who in your team can you serve at this moment? STEP 1 – DISCUSS If we all started actively serving each other, what kind of difference would it make in our team? What does or would service look like in our team? How does service affect others?  STEP 2 – ACT Start getting your team to serve each other. Challenge them to do one nice thing today for a teammate. Give them a few minutes to reflect on what they might do after giving them the challenge. STEP 3 – PLAN Have your team create a service plan. In the table below, create a “Service Plan.” List each of your teammates that you can serve now. Next to each name, write an act of service they would appreciate. Include the date on which you will complete the service.  STEP 4 – FOLLOW UP In your meetings to follow, set a few minutes aside to talk about what the service looked like that week in your team. Note: Without follow up you won’t keep the momentum you have gained through the service effect. So, it is important that you ensure this becomes a regular part of your meetings. STEP 5 – ENJOY and WATCH Enjoy watching the service effect take place. It is an amazing thing! Technique 2 – Appreciating, Encouraging and Complimenting Each Other in the Team  Here is one interesting story that has been doing the rounds on Facebook for quite some time.  Too many times a perfectly good day is ruined by someone else’s negativity . You wake up in a great mood because you get to spend me entire day a a job that you absolutely love and then  BOOM you walk into the office and you get an uneasy feeling. You may start feeling drained, unproductive, and unhappy in that job you love so much  - Nicole Tinkham How to Create a Positive Environment in the Team? Take the time to get to know your teammates personally Work through problems together Recognise when personal problems are impacting the work culture and talk them through Be generous when rewarding merit but don’t give it out for everything Take time to explain any changes you implement to avoid anxiety Appreciate each other’s contribution to the work Remain positive (You always have a choice, develop the mindset required to remain positive) Always Smile Don’t become the problem Show gratitude Following activity can be used in building the Positive Environment within the team (either Co-located or Distributed (by making little modifications))  Give everyone in the team an index card and a piece of masking tape. Instruct the team to tape the card to each other’s backs. Once everyone has a card taped to their back, instruct them to think about something they really like or admire about each person, and write it on the index card taped to that person’s back. What you write needs to be something that is genuine and thoughtful. When everyone is done, have each team member find their own space and read what is written on their card. Bring the team back together when done. When you have the team back together, ask the following questions: How did it feel to read positive things from your teammates? Going forward, what can we do to be more positive and encouraging to each other? Note: For Distributed Teams, use Email instead of Index Card for the same activity In the preceding sections we have already seen the significance of “How teammates treated one another” has great impact on team becoming a high-performing team. Following are few more techniques, which can help the team in transforming to a high-performing team -  Technique 3 – Giving and Receiving Feedback in a Team The wrong reasons to give feedback :    The right reason to give feedback:     Defend / excuse your own behaviour To demoralize / condemn You're in a bad mood To  appease a third  party. To make  yourself seem superior / powerful. Commitment / concern for another. Sense of responsibility. To guide / mentor. To support / enhance.   While giving the feedback – Reflect on the purpose of feedback being given Focus on the behaviour, not the person Lead with questions Intent Positivity How to give Feedback? One well known strategy for feedback is the “criticism sandwich,” popularized by Mary Kay Ash.   For preparing to receive the feedback – Ask for feedback often Ask for time to reflect on what you’ve heard, one element at a time Cultivate a growth mindset  Take credit for your mistakes and grow Feedback is truly a gift. You can’t become a great teammate without it. Your teammates have the combination for unlocking personal performance barriers you aren’t even aware of. All you have to do is ask, listen, acknowledge, act, follow up, and repeat. Following activity can be used in creating the culture of giving and receiving Feedback within the team- Create an action plan for getting honest feedback from the members of your team in the next month. The action plan should include your approach to scheduling your one-on-one meetings and follow-up on the feedback you receive. Technique 4 – Establishing Psychological Safety Helping the team succeed is the most meaningful work I’ve ever done.  You need a psychological safety for getting people to open up and discuss anything that is critical for a team to be transformed to a high-performing team. Conversational turn-taking and empathy are the behaviours that create psychological safety.  In some of the best teams, the team members are sensitive and empathetic about their teammates. This fosters an environment of psychological safety. It allows for moderate risk-taking, speaking one’s mind fearlessly and most important- “sticking out your neck without fear of having it cut off”. These are nothing but the types of behaviour that result in major market breakthroughs.  How can you increase psychological safety for your own team? When team members think that their expertise is valued, good things happen Make everyone feel included and important Encourage failure Allow people to ask a lot of questions and think about new ways of working  Everyone on the team isn’t scared to speak their mind or do things like take time off if they need it. Make sure the team is working towards a common goal Share your experiences (mostly the project mistakes you committed in the past) and help people understand that it is safe to talk about mistakes and learn from them Support your team in a manner so that they can rely on you for their problems  An activity called “Johari Window” can be used to increase psychological safety on your own team.  Closing thoughts A high-performing team takes time and effort to build. The most difficult part is to maintain the productivity level in such teams. It comes through team engagement and collaboration. Establishing psychological safety is the key to success in every high-performing team, not just the Agile teams discussed in this article. It is essential on the part of the team members as well as the leads and project managers to instill positivity and encourage reflective thoughts, which are the productivity fuels that help a team grow endlessly.  Transform your Agile teams today!  

Simple Techniques for Transforming to a High-Performing Agile Team

1K
Simple Techniques for Transforming to a High-Performing Agile Team

A Great Team is all about “People”

Incorporating team values, especially in Agile teams is critical to creating a work culture that is collaborative in the first place. It forms the bigger roof that brings together all team members and fosters unity. 

In an Agile teamwork environment- 

  • People realize that thinking, planning, decisions, and actions are most effective when done in a cooperative manner. 
  • People strongly support the notion- “none of us is as good as all of us."
  • Everyone in the team takes care of each other’s needs
  • Members plan better things to make the team superior
  • Individuals keep the needs of others ahead of theirs.
  • Culture of team can be transformed completely
  • Each team member can help in making team better

Organizations spend on sending teams to Team building events and expect greater results from the team by sponsoring to the team building events which is not true.

I would like to share few simple techniques from my experience which does help teams become a high-performing teams (which is a goal of a Scrum Master or an Agile Coach).

Technique 1 – Serving each other in the team
In one of the Agile teams I coached, there was an individual who always used to ask this question “How can I help you?” very frequently. The question kind of became viral in the team and as a result, there was a massive change in the behaviour of the team.

Industry-wide research has revealed that when team members are supportive and motivated enough to help their peers, such teams are automatically high-performing. It has also been observed that the members stay in such teams for longer periods. 

The act of serving others is further strengthened by persistent cooperation among team members and eventually transforms to a productivity cult. It is the role of the management to build positive relationship amongst the team members and serving each other in the team helps in building positive relationships. The role of an Agile servant leader is worth mentioning in this context. 

This serving cult leads to an effective collaboration of roles, which benefits Agile teams in the long run. 

How to build the culture of serving each other in a Team?

When teammates serve one another, the level of caring and trust in teams increases dramatically. As an Agile lead, there are two important questions you need to ask to gauge this potential in your team. 

What are you currently doing to serve others in your team? 

Who in your team can you serve at this moment?

STEP 1 – DISCUSS

  • If we all started actively serving each other, what kind of difference would it make in our team?
  • What does or would service look like in our team?
  • How does service affect others? 

STEP 2 – ACT

  • Start getting your team to serve each other. Challenge them to do one nice thing today for a teammate. Give them a few minutes to reflect on what they might do after giving them the challenge.

STEP 3 – PLAN
Have your team create a service plan.

In the table below, create a “Service Plan.” List each of your teammates that you can serve now. Next to each name, write an act of service they would appreciate. Include the date on which you will complete the service. 


STEP 4 – FOLLOW UP
In your meetings to follow, set a few minutes aside to talk about what the service looked like that week in your team.

Note: Without follow up you won’t keep the momentum you have gained through the service effect. So, it is important that you ensure this becomes a regular part of your meetings.

STEP 5 – ENJOY and WATCH
Enjoy watching the service effect take place. It is an amazing thing!



Technique 2 – Appreciating, Encouraging and Complimenting Each Other in the Team 
Here is one interesting story that has been doing the rounds on Facebook for quite some time. 

Too many times a perfectly good day is ruined by someone else’s negativity . You wake up in a great mood because you get to spend me entire day a a job that you absolutely love and then
 BOOM you walk into the office and you get an uneasy feeling. You may start feeling drained, unproductive, and unhappy in that job you love so much 

- Nicole Tinkham


How to Create a Positive Environment in the Team?

  • Take the time to get to know your teammates personally
  • Work through problems together
  • Recognise when personal problems are impacting the work culture and talk them through
  • Be generous when rewarding merit but don’t give it out for everything
  • Take time to explain any changes you implement to avoid anxiety
  • Appreciate each other’s contribution to the work
  • Remain positive (You always have a choice, develop the mindset required to remain positive)
  • Always Smile
  • Don’t become the problem
  • Show gratitude

Following activity can be used in building the Positive Environment within the team (either Co-located or Distributed (by making little modifications)) 

  • Give everyone in the team an index card and a piece of masking tape.
  • Instruct the team to tape the card to each other’s backs.
  • Once everyone has a card taped to their back, instruct them to think about something they really like or admire about each person, and write it on the index card taped to that person’s back. What you write needs to be something that is genuine and thoughtful.
  • When everyone is done, have each team member find their own space and read what is written on their card.
  • Bring the team back together when done.

When you have the team back together, ask the following questions:

  • How did it feel to read positive things from your teammates?
  • Going forward, what can we do to be more positive and encouraging to each other?

Note: For Distributed Teams, use Email instead of Index Card for the same activity

In the preceding sections we have already seen the significance of “How teammates treated one another” has great impact on team becoming a high-performing team.

Following are few more techniques, which can help the team in transforming to a high-performing team - 

Technique 3 – Giving and Receiving Feedback in a Team

The wrong reasons to give feedback :   

The right reason to give feedback:    

  • Defend / excuse your own behaviour
  • To demoralize / condemn
  • You're in a bad mood
  • To  appease a third  party.
  • To make  yourself seem superior / powerful.
  • Commitment / concern for another.
  • Sense of responsibility.
  • To guide / mentor.
  • To support / enhance.

 


While giving the feedback –

  • Reflect on the purpose of feedback being given
  • Focus on the behaviour, not the person
  • Lead with questions
  • Intent Positivity

How to give Feedback?
One well known strategy for feedback is the “criticism sandwich,” popularized by Mary Kay Ash.

 
For preparing to receive the feedback –

  • Ask for feedback often
  • Ask for time to reflect on what you’ve heard, one element at a time
  • Cultivate a growth mindset 
  • Take credit for your mistakes and grow

Feedback is truly a gift. You can’t become a great teammate without it. Your teammates have the combination for unlocking personal performance barriers you aren’t even aware of. All you have to do is ask, listen, acknowledge, act, follow up, and repeat.

Following activity can be used in creating the culture of giving and receiving Feedback within the team-

Create an action plan for getting honest feedback from the members of your team in the next month. The action plan should include your approach to scheduling your one-on-one meetings and follow-up on the feedback you receive.


Technique 4 – Establishing Psychological Safety
Helping the team succeed is the most meaningful work I’ve ever done.  You need a psychological safety for getting people to open up and discuss anything that is critical for a team to be transformed to a high-performing team. Conversational turn-taking and empathy are the behaviours that create psychological safety. 

In some of the best teams, the team members are sensitive and empathetic about their teammates. This fosters an environment of psychological safety. It allows for moderate risk-taking, speaking one’s mind fearlessly and most important- “sticking out your neck without fear of having it cut off”. These are nothing but the types of behaviour that result in major market breakthroughs. 

How can you increase psychological safety for your own team?

  • When team members think that their expertise is valued, good things happen
  • Make everyone feel included and important
  • Encourage failure
  • Allow people to ask a lot of questions and think about new ways of working 
  • Everyone on the team isn’t scared to speak their mind or do things like take time off if they need it.
  • Make sure the team is working towards a common goal
  • Share your experiences (mostly the project mistakes you committed in the past) and help people understand that it is safe to talk about mistakes and learn from them
  • Support your team in a manner so that they can rely on you for their problems 

An activity called “Johari Window” can be used to increase psychological safety on your own team. 

Closing thoughts

A high-performing team takes time and effort to build. The most difficult part is to maintain the productivity level in such teams. It comes through team engagement and collaboration. Establishing psychological safety is the key to success in every high-performing team, not just the Agile teams discussed in this article. It is essential on the part of the team members as well as the leads and project managers to instill positivity and encourage reflective thoughts, which are the productivity fuels that help a team grow endlessly. 

Transform your Agile teams today!
 

Sandeep

Sandeep Kshirsagar

trainer

Sandeep is an Agile mentor with more than 12 years of experience as a Developer, Test Engineer, Automation Engineer, Scrum Master and an Agile Coach. He is presently working as an Agile Coach at Knowledgehut Solutions Pvt Ltd. Up until this point, he has prepared 800+ programming experts and trained more than 450+ programming experts in Agile journey at different organizations.
 

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The Product Owner is a very task-oriented person. He / she will write down software requirements, test the product developed by the development team, participate in the sprint review and make sure user stories are completed one after the other.What do Product Owners do?Ever since I embraced agile, I got to work with several Product Owners and mind you, this role is really critical as it collaborates with both the development team and the stakeholders. On the one hand, the Product Owner works with the stakeholders to get the right requirements or devise the requirements which they might not see or comprehend at that point. This not only improves the relationship with our customers but also helps to build trust. And on the other hand, the Product Owner helps the delivery team/development team understand the vision and the requirements. Hence, this role is similar to a bridge between the two ends that effectively paves the way for smooth communication.Deep dive into the Product Owner’s role:According to Roman Pichler, a leading Agile expert and the author of “How to Lead in Product Management”, the ultimate responsibility of a product owner is to ensure that the product creates value for its customers and users, as well as for the company. Think of the product owner as the person who champions the product, who facilitates the product decisions, and who has the final say about the product.” Pichler also says. “This includes if and how feedback is actioned, and which features are released.”The roles and responsibilities of a Product Owner include making sure that they understand the core of the product as well as how to facilitate collaboration at a 360-degree level, being both a liaison and the face of the user.At the most rudimentary level, as defined by the Scrum Guide, the Product Owner is responsible for maximising the value of work done by the development team. Let’s chalk out a few of the Product Owner’s responsibilities.1. Defining the vision: The purpose of the product is defined in the product vision. It is the Product Owner who creates this vision, manages it for the entire life of the product and owns the same. The Product Owner has the responsibility of creating a vision so that the development team clearly visualizes the expected outcome by the user. It is the Product Owner who interacts and collaborates with the users to understand their requirements, so that it can be effectively communicated with the team. Also, it is equally significant to communicate to the stakeholders the vision and goals so that they have a clear-cut understanding of the outcome.  The Product Owner has to be very passionate about this product vision. The product vision is not developed at one go but rather over many iterations, and improves over a period of time. The Product Owner makes sure that this product vision is in line with the vision of the company. He / she also creates a product roadmap for this product vision. Roadmap is a visual summary of the vision spread across a period of time. The vision will define the future state of the product and the motivations that the product tries to fulfil.2.  Managing the product backlogThe primary responsibility of the role of a Product Owner is managing the product backlog. Today’s market is really dynamic and every customer wants to stay on the top of the latest trends in the industry. This product backlog is derived from the roadmap created by the Product Owner. Even the items in the product backlog might require some movement due to changing priorities. It is the Product Owner’s responsibility to build up a stack of items in the backlog and prioritize them as per the business goals and the global approach. The product backlog is a dynamic list of items and as we call it in agile, it is a ‘live document’ that should be frequently updated, based on changing project requirements, all the way through to development. The Product Backlog exists as long as there is a Scrum team that works on the product.3. Prioritizing and Ordering Items in the Product Backlog: Another area where the product owner focusses on is to prioritize the needs of the stakeholders. A product owner should be able to determine the priority of product backlog items in order to deliver the maximum outcome. The Product Owners are constantly in touch with the stakeholders and understand the environment in which the product operates. When the needs and market conditions for the product change, the Product Owner will change the priorities in the Product backlog. He / she may add new items in the Product Backlog and remove the ones which are now obsolete due to new stakeholder needs. This means that the Product Owner must order the items in the Product Backlog to best achieve goals and missions. There are many tools to help Product Owners do this. The Product Owner is required to have the Backlog sequenced prior to the Sprint Planning Meeting. This means that each user story must be ordered by relative importance. The Product Owner will determine what needs to be developed in each iteration and how the product element will be developed over the life of the product.4. Overseeing development stagesOnce we have the basic entities in place – vision, product backlog, and the prioritization, the product owner has to make sure that he/she is participating in the overall development stages of the product. The team might need their Product Owner to get the clarity on a few queries or they might need to demo the committed item. The Product Owner will participate in the ceremonies with the team. In some ceremonies, this role can be active such as planning or backlog grooming but can also be passive or inactive such as in the daily Scrum.5. Anticipating client needs  In today's competitive environment, it is really important for someone in the role of a Product Owner, to understand the client/customer’s needs. The product owner should understand the market, the competition, and the users’ pain points. With those valuable pieces of information, the product owner can determine what features should be implemented, and in what order, with respect to time and importance. Sometimes the Product Owner can help the customers in configuring and penning down the items which they want but are not able to comprehend. And here communication plays a big role.6. Acting as primary liaison  As we have talked about at the start of our discussion, a product owner role involves acting as a primary liaison between the teams and the customers. The person in this role has to make sure the information flow is quick and clear so that there is no misinterpretation. The Product Owner has to make sure that the goal and the vision are correctly aligned with the work items on the product backlog. The Product Owner also acts as a liaison for business stakeholders and end-users, determining whether each story meets their shared expectations. When we say stakeholders, we mean the end users, or their representatives; they could be sponsors (who are paying for the product) or stakeholders who are also a part of the company's management. A stakeholder could be anyone with an interest in or an influence on the product. A Product Owner understands these stakeholders' needs and builds a vision that will drive the development team to develop the vision. Good product owners ensure that development teams can communicate directly with stakeholders, as long as they work on the priorities as chosen by the product owner.7. Evaluating product progress at each iteration   In every iteration, a product increment is created by the development team. The product owner inspects this product increment and decides if this is developed as per the vision created for the product. If it not as per the vision he / she may direct the development team to revise it in later sprints. Work that is either not complete or un-done needs to be re-prioritized or sequenced. The Product Owner makes sure that the development delivers the expected outcomes from the stories they worked upon and accepts it.  Thus, a Product Owner wears multiple hats throughout the product development effort.8. Participating in daily Scrum, Sprint Planning Meetings, and Sprint Reviews and RetrospectivesScrum ceremonies give a chance for the Product Owner to inspect and adapt. And as a result, being present at these ceremonies is identical to success. It is important for the product owner to join the Scrum meetings as it not only keeps the development team up to date with the priorities, but also helps the product owner understand the perspective of the team if there are any impediments.9. Terminating a Sprint if it is determined that a drastic change in direction is requiredIf the Sprint goal has no meaning (will not deliver business value) because of the extreme change, the product owner can terminate the sprint. The termination is most frequently the outcome of an intense change in business priorities; something previously considered important is no longer needed, or something even more significant is learned.How to become a Product Owner?Becoming a product owner requires a thorough understanding of the product as well as analytical and strategic skills. The person who wants to deep dive and become a good product owner needs to understand the market and the stakeholders. He/she should be able to create a vision and know when to juggle with the items in the product backlog so that the bucket is always prioritized.You can opt for some good certification programs provided by different authorities and gain a confidence in this area. As per my experience, I would recommend you to select a domain and master it!How to be a Good Product Owner | Product Owner Best PracticesWhat is A Certified Product Owner?As defined by the Scrum Alliance, a Certified Scrum Product Owner® (CSPO®) is someone who has been trained by a Certified Scrum Trainer in Scrum terminology, practices, and principles that will enable them to fulfill the role of Scrum Product Owner.Is the Product Owner the Project Manager?Both a project manager and a product owner watch over teams who work to carry developments across the finish line together. But the path to that finish line deviates entirely from the start. The Product Owners are product driven and customer focused. They need to be actively engaged with the team because they are the ones responsible for deciding what features will go into the final product.Also, there is a confusion between a Product Owner and Product Manager. Let us understand the difference between the two.A Product Manager is a high-level role that has responsibilities for the entire product lifecycle. The role starts by focusing on customer discovery to product delivery. The product manager will drive the overall product strategy. This is a multidisciplinary role and is very strategic in nature.  The product owner works primarily with the production team to ensure that the development team develops a product that is aligned with the product roadmap.To summarize, the product manager decides on what products to build next, and the product owner coordinates with the development team to build these products.What are the challenges a Product Owner comes across?Below are the major challenges a Product Owner is more likely to come across:1. Missing product road map2. High-level acceptance criteria3. Spending too much time dealing with product support instead of grooming the backlog4. Changing priority while sprint is in progressProduct Owners can escape these usual snares by working around the product road map, centering on high-value backlog items, defining crisp acceptance criteria, concentrating on grooming quality backlog item, and avoiding disturbing sprints.What is the learning path for a Product Owner role?Are you a business analyst who is now unable to figure out his / her new duties as Product Owner? Are you looking to venture into a Product Owner role? Or are you looking to clear your understanding of Scrum Framework and understand the Product Owner role? Then embark on this journey with us in becoming a great Product Owner.Why should you go for a CSPO certification?  Every high-functioning Agile team has a well-trained Product Owner making critical product decisions. A Certified Scrum Product Owner® (CSPO®) is one such certification that helps holders become successful product owners by training them on aspects of on-time delivery of high-value releases and maximizing the ROI. The globally recognized CSPO certification, therefore, is a career-defining credential for anybody willing to take up the challenging role of a Product Owner on a Scrum team in an organization.Increasing Demand for CSPO® Certified Professionals The industry today is ripe with endless opportunities for Product Owners. With 90% of modern teams using Scrum, the demand for Certified Scrum Product Owners has seen a steep rise. Their presence on an Agile team is guaranteed to ensure early ROI while maximizing business value.Scrum Alliance  underlines the importance of Product Owners as follows:38% of the Product Owners act as an intermediary and are responsible for maintaining relationships with the Stakeholders.24% of the Product Owners set project business priorities and work directly with the customers.15% of the Product Owner work directly with the Scrum team.The Future of a Product OwnerA Product Owner is indispensable for the Scrum teams. This role can be compared to that of a deeply rooted tree which has a firm foundation on the product side and provides vision, approach, and planned execution on the outer side. The product owners carry the ownership of the product in terms of quality and delivery as per the expectations set with the stakeholder.A Product Owner needs to have an all-inclusive view of the product along with all the other factors like business understanding, go to Market, organizational readiness, and product capabilities. All of these should be collectively managed, coordinated and aligned to drive product success.Product Owner Training:  Be an efficient Product Owner to raise product value & manage product backlog effectively!  Get trained by Scrum Alliance approved Certified Scrum Trainers® (CSTs)  Get certified from the globally acclaimed accreditation body, Scrum Alliance  Earn 16 PDUs and SEUs in just 2 days  Excel in addressing challenges through Scrum as an effective Product Owner  Advance your knowledge with an experiential learning format  Get Free E-learning Access to 100+ courses  The Scrum Product Owner Certification from the globally renowned Scrum Alliance endorses and validates your Scrum expertise while enabling you to take on the Product Owner role and responsibilities with dexterity, as you lead successful projects and ensure high-velocity releases of marketable products. 
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