Enterprise Product Ownership (ICP-EPO)

Course Outline

Section 1: Welcome and Introductions

• Summary: Opening and general logistics for the class.

• To get started we will get to know each other and understand the objectives of the course.

• Topics covered:

• Opening

• Course Objectives and Agenda

• ICAgile Certification Overview

• Introductions

• Class Working Agreements

Section 2: The Need for Product Ownership

• Summary: There are common problems and challenges with product ownership. This section focuses on the need for product ownership and the challenges in a VUCA world.

• Topics covered:

• Product Ownership Challenges

• It’s a VUCA World!

Section 3: Product Ownership as a Team Sport

• Summary: Product Ownership is a distinct discipline that applies at many levels, crosses many initiatives, and encompasses many roles. We will better understand the extended Product Ownership Team and how Product Owners interact with other roles and disciplines.

• Topics covered:

• The Product Ownership Team

• Product Ownership Interaction with Other Roles and Disciplines

• Product Ownership at the Enterprise Level

• Organizing for Value

Section 4: Value Leadership

• Summary: To maximize value to the organization, the Enterprise Product Owner must understand organizational goals and strategies and move to an outcome-based approach. In this section, we will look at connecting our initiatives to enterprise goals, how to select initiatives, and select scope. In addition, we will look at how to facilitate value outcomes and reach decisions.

• Topics Covered:

• Understanding Vision and Strategy

• Defining Strategic Outcomes

• Selecting Initiatives and Scope

• Model and Mentor Value-Based Thinking

Section 5:  Facilitating Value

• Summary: Product Ownership often involves facilitating events to help others focus on value. To do so requires facilitation skills and techniques. We will look at techniques to help stakeholders focus on overall value rather than just an initiative.

• Topics Covered:

• Facilitate Outcomes Regarding Value

• Reaching Consensus of Multiple Stakeholders

• Decision Making for Value Optimization

 Section 6: Value Context Around Initiatives

• Summary: To achieve organizational value, change initiatives must be aligned with the organization’s strategic goals. In this section, we will look at the multiple dimensions of value and value in the context of time.

• Topics covered:

• Aligning with Strategic Value

• Value to the Customer and Organization

• Multiple Dimensions of Value

• Value Over Time

Section 7: Value Beyond Initiatives

• Summary: We will look at a variety of tools to select initiatives to fund. As complex communication and social environments, we cannot forget the impact of change initiatives on people. We will look at change management concepts and frameworks.

• Topics covered:

• Articulate Value Proposition

• Any Change is People Change

Section 8: The Bigger Picture

• Summary: Shifting focus from detailed tasks to the big picture helps the Enterprise Product Owner view an initiative at the right level. They need to step away from the details of the problem being solved and focus on ensuring the correct value elements are identified. This requires an understanding of stakeholders. In addition, the Enterprise Product Owner must understand the range of initiatives that are underway and the process for moving ideas through the pipeline.

• Topics Covered:

• The Discovery Process

• See the Whole Initiative

• Enterprise-Wide Stakeholder Analysis

Section 9: Analyzing Beyond an Initiative

• Summary: Key to discovery and value creation is ideation and invention. We will add to our toolbox of techniques with ideation activities. This section also covers the constraints and the risks that we undertake with change initiatives.

• Topics Covered:

• Ideation and Invention

• Know the Constraints, Manage the Risks

Section 10:  Building for Discovery

• Summary: Sometimes the value from our initiatives comes from what we learn or discover. In this section, we will look at building for discovery versus building for delivery – experimentation, rapid feedback, and learning.

• Topics Covered:

• Discovery Through Building and Feedback

• Business Value Assumptions

• Pivoting

Section 11:  Discovery Beyond an Initiative

• Summary: Agile methods emphasize the delivery of value to the customer. This section looks at the various forms of waste, prioritizing to build the right things, and ongoing alignment with enterprise goals.

• Topics Covered:

• Avoiding Waste

• Prioritizing for Value

• Ensuring Alignment with Enterprise Goals

Section 12:  Summary

• Summary: Summarize key takeaways from the course and pull it all together.

• Topics Covered:

• Review Key Takeaways

• Review ICAgile Learning Objectives and Video