Product Learning Journey

Embark on a Shu Ha Ri journey—an ancient Japanese path rooted in martial arts, offering personalized growth. Shu, the foundation phase, mirrors a moose learning from a guide. Ha means freedom, exploring variations like a moose dancing and flying.

Progressing to Ri, the moose embodies innovation. Similarly, we evolve from learners to creative leaders, forging unique paths. Embrace Shu Ha Ri as your compass, where stages aren’t linear, but open to your interpretation.


Shu

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Begin your coaching journey with a structured foundation. Similar to a moose under expert guidance, this phase imparts foundational coaching principles and techniques, ensuring a strong coaching framework.

Shu

Shu

Explore the essential building blocks of our products. Just as a moose learns from the basics, this phase delves into the core principles and methodologies, ensuring a solid groundwork for innovation.

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Ha

Embrace the spirit of adaptation and exploration. Like a moose branching out into new territories, this phase encourages experimentation, variation, and open-mindedness, allowing our products to evolve dynamically.

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Ri

Witness the birth of novel ideas and inventive solutions. As the moose takes flight, this phase empowers us to redefine norms, think creatively, and usher in pioneering concepts that drive our products to new heights.

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Scrum Product Ownership, 3’rd Edition

The agile evolution, and the challenges that accompany it, have inspired me to write the third edition of this book. My overarching goal is to maintain its usefulness as a guide to the beginning product owner, but also provide a relevant resource for experienced product owners who are struggling with today’s real-world problems.

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LIVE Fireside Chat with Bob Galen: Putting the “story” back in User Story

https://www.youtube.com/watch?v=Y1JvYdrQdR8. LIVE Fireside Chat with Bob Galen: Putting the "story" back in User Story. If you're using User Stories for your agile requirements, you're not alone. It has become the ubiquitous vehicle for communicating customer requirements to agile teams. However, many teams are experiencing problems with it. You see, we often forget the "conversation" part of the story and, more importantly, the story-telling part. When Kent Beck originated the idea of the User Story, this was his original intent. It was to initiate or inspire a story-level conversation between a stakeholder or customer and the team implementing something to meet their needs. It was face-to-face and interactive. It was intended to inform but also inspire. Join Bob Galen as we practice improving your story narrative.

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Lean Agile Network – What does “Good” Look Like? The 4-Quadrants of Product Ownership with Bob Galen

https://www.youtube.com/watch?v=7eqGaR9P9i0. Lean Agile Network - What does “Good” Look Like? The 4-Quadrants of Product Ownership with Bob Galen. The product owner role was introduced in Scrum in 1993. So, the role has been around for ~25 years. Yet, still, we struggle with the nature of it. Is it simple or complex? Is it inward or outwardly facing? It is about backlogs and stories or something more? And is ‘ownership’ the whole point? In this talk, Bob Galen will be sharing his 4-Quadrants model for what effective (good) product ownership looks like in the real world. It will start with balance because the role is so broad and deep in its nuance. The essence of the 4-quadrants says that there are product, project, analyst, and leadership parts to the role. We’ll explore each in turn and talk about cross-connecting each area. We’ll also explore the partnerships that are key to success. And finally, we’ll even explore product ownership at scale, which is its own can of worms. So, we’ll help with that too. You’ll leave this session certainly understanding what Product Owner Excellence looks like and how crucial it is for team success.

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AFH 004: Agile transformations with Bob Galen

https://www.youtube.com/watch?v=kXX9KvGQRZg. AFH 004: Agile transformations with Bob Galen. Agile isn’t simple anymore. We talked at length about the added complexity that has emerged in the agile community and the impact on transformations and projects. Amitai offered a lean start-up approach that we all agreed could be a competitive advantage to companies in years to come. We focused on organizing companies around products to limit risk and maximize value. We moved on to what’s leading edge and new in the agile world. Bob shared his finding from many informal polls and discussion – that we are not leading edge. 70-90% of people polled acknowledge “bad agile” in their organizations. This has proven consistent when other speakers and coaches pose the questions to large groups and teams. Next the team discussed meeting the needs of the people we serve and how trust, safety, empathy, compassion, kindness, and love play in to that end. Some of the questions covered include: Is it safe to say you don’t know something? Can you fail quickly in your organization? Do we trust one another to not cause harm in the workplace? These insights led us down the past of advocating for coaching at the leadership level. This practice is critical, as pressure and adversity can cause people to revert to comfortable patterns and practices. Leadership, however, can limit this by “being agile” through thick and thin. Ryan • Kindness is the missing agile value • Lean Startup by Eric Ries • Teaching Pointy Haired Bosses to Be Agile Enablers Amitai • 5th Discipline: The Art and Practice of the Learning Organization by Peter Senge • Agile Roots • Self.Conference • Agile in 3 Minutes – The simplest podcast that could possibly work Bob • Scrum Product Ownership: Balancing Value from the Inside Out by Bob Galen • Three Pillars of Agile Quality

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Value – Revisited

Value – Revisited. Cost of delay Economic value added Net present value Net promoter score Prioritization matrices Value considerations Value points And I would prefer that value consist of a solid component of honest cost and rework variance. And under rework, I would include – external interruptions, priority changes, and business shifts. You see, while agile is change friendly, change is not cost free. Let’s start focusing on that as well when we’re managing value/priority in our work backlogs.

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