Product Owner - New Generation
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Product Owner - New Generation

Product owners who deliver value to their customers
0.0 (0 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
4 students enrolled
Last updated 6/2020
English [Auto]
Current price: $69.99 Original price: $99.99 Discount: 30% off
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This course includes
  • 5 hours on-demand video
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
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What you'll learn
  • Product owner skills
  • Agile product delivery
  • Business agility
  • Product leadership skills
  • Product customer feedback
  • Strategy execution and implementation
  • Iterative product development
  • Product managers vs project managers
  • Value stream mapping
  • None

As the speed of change accelerates, organizations need ‘agile product owners’ who can drive product development. Whether that’s your current job or aspiration, this online agile product owner course is for you. You’ll acquire practical techniques for agile planning, iterative product development, change management, quality improvement, value stream mapping, gathering customer feedback, and on-time delivery. Also, this course will help you develop the leadership skills critical for product owners and help you create your product owner development plan.

This course has been developed by Joanna Tivig and Peter Monkhouse based on years of experience delivering products with the customer in mind. Using their extensive experience teaching courses online, Joanna and Peter will share the skills required for the new generation of product owners. Product owners who deliver value to their customers.

Who this course is for:
  • Products owners
  • Interested in product ownership
  • Product managers
  • Business analyst
  • Project managers
  • Business owners
  • Program managers
Course content
Expand all 49 lectures 04:48:58
+ Module 1. Challenge the Status Quo
6 lectures 31:22

In section 1.1 Product challenges, we will be looking at the challenges facing products and their owners. We will start by exploring why products are failing at an extraordinary frequent rate. Then we will talk about some of the reasons why this is happening and introduce a chart that you can use to see what challenges your products are facing today.

Preview 06:16

In section 1.2 Products deliver Strategy, we will be looking at how products are a key ingredient for organizations to deliver their strategy. First, we will have a quick review of what strategy is, the challenges organizations face to implement their strategy, and how products can help organizations achieve their strategy. We will introduce the product strategy map to help you show how your product supports your organization’s strategy.

1.2 Products Deliver Strategy

In section 1.3 Product Journey, we will explore the product life cycle and the importance of using an iterative approach to develop products. To start the section, we will look at the traditional product life cycle and then discuss the iterative product life cycle and how it can help address the challenges organizations face that we discussed in section 1. We will end this section with a discussion of the minimum viable product with an example.

1.3 Product Journey

In section 1.4 Product Owner, we will talk about product owners. In this section, we will explore who are product owners and what skills the new generation of product owners need to help organizations overcome the challenges discussed in section 1.

1.4 Product Owner
1.5 Wrap-up
+ Module 2. Agility in Business
6 lectures 39:53
2.0 Introduction

In section 2.1 Agility starts with Business, we are addressing the fundamental point about agility, the ease of doing things so your business can become efficient and effective. To start, we will define why an agile mindset is important to be successful in the agile journey. We will also explain the sides of the brain and how they relate to agility. Then we will discuss the importance of the right side of the brain in business agility.

2.1 Agility Starts with Business

In section 2.2 The Power of customer feedback, we will discuss the power of listening to customers and using their feedback as a mechanism for product improvement. To start, we will review the key themes of the Agile Manifesto, that apply directly to product owners and product management. Then we will see how customer experience is transforming markets and products in general. These transformations are successful if we listen to the customers, so next, we will discover together the power of listening through the 3R’s.

2.2 The Power of Customer Feedback

In section 2.3 Eliminate Waste to Be Successful, we will go through ways of working to help you find and eliminate waste allowing you to become more productive. First, we will discuss how to calculate waste through a simple formula. We will then review the 7 wastes in a manufacturing environment through the Ford vs Toyota discussion. We will continue to explore the Toyota Production System or TPS and the four principles to achieve success. We will walk through an example of eliminating waste and getting efficiencies in your processes.

2.3 Eliminate Waste to be Successful

In section 2.4 From Complexity to Simplicity, we will learn about the differences between complex, complicated, and simple systems. To start, we will explore the principle of simplicity and how it will translate in organizations, and further in products. Next, we will explain the difference between complex and complicated organizations and how you can help them simplify their processes and systems through the art of decomposition.

2.4 From Complexity to Simplicity
2.5 Wrap-up
+ Module 3. Crash the Challenges
6 lectures 33:52
3.0 Introduction

In section 3.1 Delegation we will look at one of the key leadership skills required by product owners; delegation. We will start with why delegation is important for product owners. We will then explore the four delegation approaches and the five steps to delegate.

3.1 Delegation

In section 3.2 Change Management we will explore organizational change. Products introduce change for customers as well as for organizations. To be effective as a product owner, you need to understand how to support organizations and customers through the change process. In this section, we will explore the three approaches to implement change: evolution, transition, and transformation.

3.2 Change Management

In section 3.3 Organizational culture, we will examine the impact of culture on your product. To implement change, you need to be able to change the culture of the organization or your customer. In this section, we will examine the four types of culture: tribe or clan, adhocracy, market, and hierarchy.

3.3 Organizational Culture

In section 3.4 Benefits Realization we will look at benefits and how to ensure organizations realize benefits from their products. It is through the realization of benefits that organizations can achieve their strategic objectives. To start, we will first look at the process of how benefits are realized. Then we will look at the ways to measure benefit looking specifically at customer satisfaction.

3.4 Benefits Realization
3.5 Wrap-up
+ Module 4. Hone the Team
6 lectures 33:29
4.0 Introduction

In section 1 SMART Teams we will look at how to create a powerful, self-organizing, and self-sufficient team to support your product, which we call a SMART team. We will start by describing the characteristics of high-performing teams. Next, we will review the ingredients for a SMART team and how you can achieve the three levels of performance.

4.1 SMART Teams

In section 4.2 Product Leadership we will explore what type of leader you are. As a leader of a product team, you need to understand your leadership style and how you will adapt it to a particular situation. First, we will define what product leadership is and introduce five leadership styles and how they apply to product owners. Then we will talk about why product owner leadership is important.

4.2 Product Leadership

In section 4.3 Leading Change, we will look at ways of handling change. Throughout the last module, we looked at how products implement change to deliver value to customers and implicitly to organizations. In this module, we will look at the change cycle and the ways to assess your team’s readiness to change. To do that, we will review the ADKAR model and an example of how the product owner and the team respond to change and the Ready-Willing-Able approach.

4.3 Leading Change

In section 4.4 Team Culture we will examine how to create a product culture that will support delivering value to your customers. In module 3, we talked about how culture can enable or prevent change from happening. In this section, our focus is to create a culture of success in achieving results. To start, we will introduce the five principles of product culture. Then we will look at the four principles of value delivery followed by the process of changing the organizational culture.

4.4 Team Cultures
4.5 Wrap-up
+ Module 5. Iterate to Make it Happen
6 lectures 39:45
5.0 Introduction

In section 5.1 Iterative Development, we will be looking at how the iterative approach for product development works and why it should be used. To start, we define the iterative product development approach and the benefits of using this approach. Then we will explain the iterative product life cycle which includes the agile execution approach and iteration planning.

5.1 Iterative Development

In section 5.2 Product Backlog, we will be looking at how to create, prioritize, and maintain a product backlog. To start, we will describe the product backlog approach. Then we will look at creating the product backlog, how to prioritize the features in the product backlog, and maintaining the product backlog.

5.2 Product Backlog

In section 5. 3 User Stories, we will look at user story mapping and how to create user stories. First, we will describe the value of user story mapping. Then we will look at creating the story map, the characteristics of good user stories, and finally share an example of a user story with you.

5.3 User Stories

In section 5.4 Product Release we will be looking at what makes a product release and when you can use an initial release, which should be the minimum viable product (MVP). To start the section, we will describe the release approach. Then we will look in-depth at the release concept and the MVP including the characteristics of a quality release.

5.4 Product Release
5.5 Wrap-up
+ Module 6. Enable Effective Ownership
6 lectures 34:50
6.0 Introduction

In section 6.1 Product Ownership we will explore what it means to own a product. We will start by defining what ownership of a product is. Next, we will talk about four different types of product ownership and the impacts on the product. Later on, we will talk about the five characteristics of product ownership, or what we call the 5Ps.

6.1 Product Ownership

In section 6.2 Who is the Product Owners, we will look in detail at the overall product owner role in an organization. First, we will assess how a product owner can set objectives and deliver them. Then we will explore the different roles the new generation of product owners should play in an organization, for the entire product life-cycle, business, technology, sales, sponsorship, and marketing roles. This will give us an opportunity to focus on the 4Ps of marketing.

6.2 Who is the Product Owner

In section 6.3 Product Delivery, we will look at the elements that product owners employ to deliver a product successfully. For that, we will first look at 5 keys to product success. Then we will examine some of these keys: iterative approach, team culture, and product focus.

6.3 Product Delivery

In section 6.4 Circle of Trust, we will review how to create trust and why trust is important for product teams. To start, we will talk about the capacity of trust as a key enabler for product ownership. Then we will take each of the three sides of trust and will explain them in the context of product delivery.

6.4 Circle of Trust
6.5 Wrap-up
+ Module 7. Value Sustained Delivery
6 lectures 35:02
7.0 Introduction

In section 7.1 Reliability and Sustainability, we will look at delivering long-time value to your customers with products that are reliable with high quality and created in a sustainable way. To start, we will introduce the three elements that provide long-term customer value, quality, delivery, and sustainability. Then we will explore each one in more detail.

7.1 Reliability and Sustainability

In section 7.2 Value Stream we will look at the value stream mapping technique. Value stream mapping is used to reduce waste in organizations. To start, we define value stream mapping and the steps to perform value stream mapping. Then we will look at an example of how value stream mapping can be used to identify and eliminate waste by creating a current state map and a target state map.

7.2 Value Streams

In section 7.3 Customer feedback, we will look at four channels that can be included in the product delivery approach which was introduced in Module 6 where customer feedback must be collected and used to inform the product team on the next steps. First, we will look at where these four channels are in the product delivery approach where customer feedback needs to be collected. Then we explain the type of feedback and tools that can be used for each of the channels, backlog prioritization, product review, product acceptance, and team retrospective.

7.3 Customer Feedback

In section 7.4 Continuous Improvement we will look at quality. As mentioned in section one, quality is defined by the customer as conformance to requirements and fitness for use, which is closely related to value. To start the section, we will review the four principles of total quality management. Then we focus on customer satisfaction and continuous improvement using the quality circle and Kaizen.

7.4 Continuous Improvement
7.5 Wrap-up
+ Module 8. Excel as Product Owners
6 lectures 34:36
8.0 Introduction

In section 8.1 The product owner solution, we will first review the acronym ACHIEVE introduced in Module 1 and referenced throughout this course. Then we will look at the ways you can invest in yourself, build the skills, the motivations, and create the opportunities to apply those skills. We will also go through a comparison between the product owner role and the project manager role to highlight the way these roles complement each other.

8.1 The Product Owner Solution

In section 8.2 Solving the Challenges, we are ready to look at how product owners can support their organizations in implementing their strategies and in delivering value to their customers. After a high-level review of the five challenges, we explore how product owners can help organizations overcome each of these challenges: culture, structure, focus, execution, and change.

8.2 Solving the Challenges

In section 8.3 Product Owner 5 Tips, we will give you our top tips to use and become a great product owner. In this section, we will summarize these five tips that should be the focus of your role, to support you and your team to deliver successful products: active listening, value-driven delivery, focused approach, informed marketing, and continuous learning.

8.3 Product Owner 5 Tips

In section 8.4 Next Steps we will summarize how you can apply the knowledge that you acquired during this course. We will map your journey to become the new generation of product owners and the skills you need to continue to evolve. The section will end with a chance to create your development plan as your next step to joining the new generation of product owners.

8.4 Next Steps
8.5 Wrap-up