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Thanks for liking

Hi. You can call me on 703-200-9921

Hi. Thanks. Please call me on 703-200-9921

Hello Mr. Mohammed Chowdhury. First of all, thanks for watching and glad you liked it. My name is Chetan Mehta. I was doing my masters back in 1997 (lol...). Thanks & Regards, Chetan Mehta Founder and Lead Instructor Skillcubator Training Institute www.skillcubator.com info@skillcubator.com chetanvmehta@skillcubator.com +917032009921

Hello Enehi, Thanks for watching and glad you liked it. Thanks & Regards, Chetan Mehta 703-200-9921 www.skillcubator.com chetanvmehta@skillcubator.com info@skillcubator.com

Thanks a lot

Hello, Thanks for watching it. Glad you liked it. Thanks & Regards, Chetan Mehta chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com 703-200-9921

Hello Piyushi, Thanks for watching it. Glad you liked it. Thanks & Regards, Chetan Mehta chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com 703-200-9921

Hello Gurjantsingh, Sorry for the delayed response. I try my best to give my to respond to the questions. Please see my response below: Scope: Refers to what has been agreed upon by the stakeholders in terms of (a) what work/activities/artifacts will be produced and delivered (Project Scope) during the course of the project and (b) what features, capabilities or functionalities will be included in the solution (Product Scope). This is also known as 'In-Scope' work. Sometimes it is also advisable to exclusively state what is not included, which is called as 'Out-of-Scope' work. Constraints: Refers to the limitations under which we may have to deliver the solution or under which the system has to function. For example: - Project may have a funding constraint. Due to a weak financial year, company may have limited funds to support a project. - A legacy application cannot be moved to cloud unless it is upgraded to a particular version of .Net framework. - An application MUST be used on a particular version of a web browser otherwise it won't render the pages correctly. I hope I was able to answer your question. Let me know if you have any further questions or concerns. Thanks & Regards, Chetan Mehta +1 7032009921 chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com

Hello Zoheb, Thanks for watching and glad you liked it. I do provide online training programs on: - Agile Business Analysis. - Business Process Management. - CBAP. -Data Analysis/Analytics. Please let me know if you or anyone is interested. Thanks & Regards, Chetan Mehta chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com +1 703-200-9921

Hello Gurjantsingh, Product Backlog Grooming (a.k.a Product Backlog Refinement) is a formal ceremony in Scrum. It is in this ceremony/meeting, where we churn the requirements, add more details to the user stories and other artifacts, to make it complete and ready for the development team to start the implementation during the sprint execution phase. Requirements Walkthrough is a technique where requirements are shared, discussed and explained to the stakeholders so that: (1) All stakeholders have a common understanding of the requirements. (2) We can be sure that the requirements that we have captured are in sync with the business needs and meets customer's expectations. (3) There are no loose ends to the requirements. If there are any, we need to resolve them ASAP. Sprint Planning meeting is a separate Scrum ceremony, where the implementation team (development team) and PO/BA work together to determine the sprint goal and sprint scope. So to answer your question, Product Backlog Grooming (Refinement) is separate than Sprint Planning meeting. Also, you may still use Requirements Walkthrough technique as and when required. Scrum doesn't refrain you from using any additional tools and techniques, which will help the Scrum team and other stakeholders. Hope this helps. Thanks & Regards, Chetan Mehta chetanvmehta@skillcubator.com info@skillcubator.com +1 7032009921 www.skillcubator.com

Hello Gurjantsingh, Thanks for reviewing the video. What I meant was in agile (Scrum, Kanban, XP, FDD, DSDM, Crystal etc.), even though product scope is never locked, which means we need to keep our SDLC and processes flexible enough to accept any changes to the customer's needs/requirements, every project is done within a boundary (budget and scope). I have never seen a customer who will be willing to start a project without having a tentative budget and schedule in mind. Just like we would like to know from a car mechanic when we take our car to get it fixed. We ask two questions. How much money it will take? and How much time it will take? Even though the final numbers might be bit different, but we still want to know a ballpark figures. Similarly, during the pre-project phase, Customer and other key stakeholders would come to some conclusion where they agree-upon product and project scope and based on that, some high level cost (budget) and timeline (schedule). For example: Looking at the product and project scope, this solution should cost appx. 5 million USD and 1 year to roll it out. These are not set in stone but still gives us a good sense of budget and schedule. Now when we actually start the project, there are two possible scenarios. 1st: Customer may request changes, which is within the actual product scope. Now the question is can the team absorb the changes without impacting schedule and cost? If yes, we should be willing to accept customer's request. For example: As per customer's requirement, team implemented a feature where we are displaying a grid to the user but during the Sprint Review session, PO requested to add pagination at the bottom of the page so that it's easy for the user to navigate back and forth. Even though this was not in the initial set of requirements, team should be able to handle this fairly easily without impacting the schedule and budget. Let's take another complex scenario: 2nd: Customer asked for some custom-reports. It was in the initial product scope. Now once we start the project, customer comes back with a totally new request, which was not in the product scope (as determined during the pre-project phase). For example, customer now asks for a customized dashboard using a data visualization tool like Tableau. Now this was never discussed during the pre-project phase of the project and hence, it was not factored in when during high level budget and schedule. Also, this new requirement is not very simple and easy to implement. Seems fairly complex and resource-consuming. It is during such scenarios, we need to do impact analysis and see how much more resources (people), money and time we will need to accommodate this new request. Once we have done this analysis, we go back to the customer and share this information. It is possible that we may still be able to accommodate this new requirement without impacting cost and schedule or if we determine we need more money and time, it is possible that customer may agree to add more money and extend the timeline to get this new feature (custom dashboard) or if that's not the case, we may have to negotiate what can come off the list so that we can deliver this new feature (custom dashboard) without impacting cost and schedule. Hope this helps. Thanks & Regards, Chetan Mehta chetanvmehta@skillcubator.com info@skillcubator.com +1703-200-9921 www.skillcubator.com

Requirements Wizard Thanks sir for the explanation.

@@jagroop200 Glad it was helpful. Thanks & Regards, Chetan Mehta chetanvmehta@skillcubator.com info@skillcubator.com +1 7032009921 www.skillcubator.com

Hello Gurjantsingh, Thanks for watching the video. Please see my response below: I see both, PO and BA, as someone who will conceptualize the product (application/software), set the vision, elicit requirements from stakeholders, involved in analysis and documenting the requirements and help evolve the product to meet the customer's needs and expectations. Even though in Scrum theory there is no separate role of a BA, in real world, you will see PO and BA as two separate roles and both are actively working together in grooming the Product Backlog. That's the MOST IMPORTANT job of PO/BA. Make sure the Product Backlog Items are well defined with all the relevant information for the Scrum team for their design/development/testing tasks. In my experience, PO and BA will spend majority of their doing Product Backlog Grooming a.k.a Product Backlog Refinement. While the role of a PO is important in other ceremonies (mainly Sprint Planning, Sprint Review), BA also has to take active participation in Sprint Planning, Daily Stand-Up, Sprint Review and Sprint Retrospective meetings. Hope that clarifies. Thanks & Regards, Chetan Mehta +1703-200-9921 chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com

Requirements Wizard Thanks Sir for the clarification

Hello, Thanks for watching it and leaving your valuable comments. Chetan Mehta +1 703-200-9921 chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com

Which ones?

Sorry. This was not meant to be 101 on agile. If you want to get a simpler version for someone who is new in this field, please let me know. I will share something which is meant for novice or beginner. Thanks & Regard, Chetan Mehta

Sure. Let me know.

Glad it was helpful!

Glad it was helpful!

Thanks for making it so clear. Your comments reflects your character. Lol...

Hello Dee Butta, You are correct to a great extent. PO grooms the PBIs along with the development team and is also responsible for adding details to it, mainly the acceptance criteria and other important information to the PBIs, and most important prioritizing the PBIs, based on the business value PBI offers. During the Sprint Planning meeting, PO comes with a business objective, which PO wants to achieve in the sprint. Based on the business objective, PO and development team selects the list of PBIs, prioritized by the PO and starts pulling them into the Sprint Backlog. Sometimes, there may be some PBIs, which are technical and not functional in nature, and may not be in the initial list of prioritized PBIs but gets added to the list of prioritized PBIs during the Sprint Planning meeting. For example: development team feels that they need to refactor a web service in the current sprint. PO may not have this in his/her list of prioritized PBIs but upon recommendation from development team, PO will add it to the Product Backlog and prioritize it. Yes, in theory, it is always a PO who will prioritize the Product Backlog and have a say as to which PBIs will be done in the sprint. But in a real world, it is very common to see PO and development team negotiate on the PBIs that needs to be completed in the given sprint. There may be some spill overs from the previous sprint, technical enablers, defects etc., which will try to make its way to the next sprint. The bottom line is PO's business objective should be met no matter what. Sorry if I was not clear in my video. Thanks & Regards, Chetan Mehta

Hello Sid, In Scrum theory, there are no conventional roles. Team is cross-functional and self-organizing. There are only (a) Product Owner (b) Scrum Master and (c) Development team. But in real-world, I have never seen a project where you don't have people holding titles such as business analyst, architect, developer, tester etc. etc. Nothing has changed on that front. You are correct. It's always the PO who will prioritize the Product Backlog Items (PBIs) and order them accordingly (highest value item at the top and lowest value item at the bottom) in the Product Backlog. PO will prioritize it based on the business value that PBI is providing to the organization. BA will help the PO to groom the product backlog during the product backlog grooming (refinement) process and collaborate with the development team to be the 'Spokesperson' for the PO. Another important role of a BA will be to support development team during the sprint execution in case of any questions, clarifications needed by the development team. Hope this makes it clear and sorry for the late response. Thanks & Regards, Chetan Mehta info@skillcubator.com chetanvmehta@skillcubator.com www.skillcubator.com +1 703-200-9921

@@skillcubator1 Hi someone asked the following.... "thanks, its really helpful.... i have one more question related digital web environment, so question is what types of project we are talking about? Can you please give me an example of it? because i was looking for a job and it says you must have an experience in digital web environment!!!!...Thank you in advance.... " Can you please answer so we get to know too :)

@@sidmodi9359 Hi Sid, Can you please call me on +1703-200-9921? I need to see the job description before I can comment on it. Chetan Mehta info@skillcubator.com chetanvmehta@skillcubator.com www.skillcubator.com +1 703-200-9921

Hi Dee, Thanks for visiting my channel and viewing the session. Product Owner (PO) is one single point of contact who owns the Product Backlog. He/She should be responsible for defining all the requirements that needs to be supported by the software (assuming that you are building a software). PO may in turn reach out to their customers/end users to understand their needs/requirements. Think about PO as a 'Voice of Customer'. Many times, PO will work with extended stakeholders. Now where is a Business Analyst? In theory, there is no Business Analyst in Scrum. In fact, there are no defined roles in Scrum. They call it a 'Cross-Functional' team, which means a team should have all the skills/expertise to deliver an increment of a software. But in real-world, Business Analyst is very much part of the team. He/She works with the PO to groom the backlog. Business Analyst may not be directly interacting with other extended stakeholders. Again, there is no hard and fast rule on this. If required, BA can work with PO to reach out to business stakeholders to elicit requirements. Key thing is PO is Business Analyst's and entire development team's point of contact for any requirements clarification. For example: We are building 'Online Medical Portal. PO will need to understand the requirements of Doctors, RN, billing staff, patients etc, who will be interacting with the portal. PO will talk to all these stakeholders and make sure he/she full understands what needs to be built. Business Analyst will work with PO to groom the backlog and make sure all stakeholders requirements are reflected in the product backlog items. Hope that helps. Let me know if you have any further questions or concerns. Thanks & Regards, Chetan Mehta +1 703-200-9921 www.skillcubator.com info@skillcubator.com

@@skillcubator1 Thank you so much... its really helpful to understand. i have one more question regarding the workshop so, when we hold the workshop so whom we send invitation to join?

@@dees1034 Conducting workshop is recommended when: (1) You are about to start a new project and need user stories groomed for couple of initial sprints. It is recommended to fill the product backlog with user stories for at least initial 2-3 sprints. (2) If you are working with several stakeholders and PO recommends to collaborate with them, you must conduct the workshop. Conducting User Story Writing Workshop is optional and will need it on a case to case basis. Thanks & Regards, Chetan Mehta www.skillcubator.com chetanvmehta@skillcubator.com +1 703 200 9921

@@skillcubator1 thank you!

Hi Abhishek, Thanks for watching the video and leaving a comment. Please email me on the following and will send you the reading material: chetanvmehta@skillcubator.com Thanks & Regards, Chetan Mehta www.skillcubator.com info@skillcubator.com +1 703-200-9921

@@skillcubator1 abhishekoff786@gmail.com This is my mail id when you seen this msg please confirm then I will delete it sir

Hello Payal, Thanks for watching the video and leaving your valuable comment. You are correct that technically SM and PM are two separate roles. In fact, in Scrum, at least as per theory, there is no role of PM. It's just SM, PO and Scrum team. But things are way different in real world. You still have PM, SM and all the traditional team members such as Architect, BA, Developer, Tester etc. What I meant was that SM role falls under management domain, meaning if one wants to grow their career on the management side, SM is a good way to start. From there, one can grow into PM, Portfolio Manager etc. I put it this way, all what SM does, is part of PM's duty but not vice versa. For example, SM is responsible for managing sprints and ensure that team members are working towards the common goal of the sprint, removing impediments, facilitating ceremonies, ensuring team members are living agile principles and last but not the least, creating reports and stakeholder management. Basically, SM is the guy who will monitor the health of the sprint to ensure that all the sprint backlog items are done as per the sprint scope. PM's scope of work in more broader. He/She is responsible for the entire project and not just one single sprint. But since a project is collection of sprints, PM will be relying on SM and delegating work as per his/her need. When I say 'Like', I mean that SM and PM are part of the same 'Management' track and there is some common ground between these two roles. Another point, you may also have full time SM or part time SM. Depends on the need of the project (project complexity, budget, resource expertise). In some projects, we have to hire full time SM, since projects are very demanding and would need full 1 resource to perform SM duties. Hope that helps. Thanks & Regards, Chetan Mehta www.skillcubator.com info@skillcubator.com chetanvmehta@skillcubator.com 703-200-9921

Hello Mahesh, Thanks for leaving your question. Based on limited information, let me answer your question. If the project's goal is to deliver a web application for a bank, then web application will be the final deliverable. But along the way, project team might also have to produce and submit many more deliverables, as mentioned in the contract or as per the contractual agreement between the customer and project team. For example: some deliverables might be key artifacts such as project scope statement, system design document, requirements documents, requirements traceability matrix, test report, monthly status report etc. In short, anything that we are contractually obligated to submit to our customer can be termed as a deliverable. Whether it is a document, model or a piece of code. Hope that clarifies. Please feel free to email me, call me or leave reply here. Thanks & Regards, Chetan Mehta Founder and Principal Instructor Skillcubator Training Institute www.skillcubator.com info@skillcubator.com chetanvmehta@skillcubator.com Phone No: +1 703-200-9921

Hi. Yes. Of course.

Hi, scrumtrainingseries.com/ Thanks & Regards, Chetan Mehta

Thanks a ton

So nice of you

Hello Palanati Soumya, Thanks for watching. Glad you liked it. Thanks & Regards, Chetan Mehta www.skillcubator.com info@skillcubator.com +1 703-200-9921

Manu Sharma please post your question and I would be more than happy to answer. With 15 years of agile experience, I am curious to know what’s your question and where did you find it misleading. 😊😊😊

Glad it was helpful!

You said this could also be possible.

Hi Kishore, Thanks for watching this video and leaving your question. Let me try to answer that. The way it works is business (PO) may assign a Value Point (in many cases it is not done) and the implementation team will assign Story Points depending on the complexity of the user story. Story Points can be assigned either during the Product Backlog Grooming meetings or during the Sprint Planning meeting. It is advisable to have Story Points assigned prior to Sprint Planning meeting. In the Sprint Planning meeting, team will define the Sprint scope and subsequently breakdown user story into smaller subtasks. Subtasks are used by each of the team member to do granular level work. These subtasks can be verified against the Definition of Done (DoD) to determine whether or not that particular user story is done from design, development and testing perspective. Hope that helps. Thanks & Regards, Chetan Mehta info@skillcubator.com chetanvmehta@skillcubator.com www.skillcubator.com

Thanks a lot Rohan Mehta. Please do contact us for your training needs. Thanks & Regards, Chetan Mehta +1703-200-9921 info@skillcubator.com chetanvmehta@skillcubator.com www.skillcubator.com

Hello Vinod, Thanks for posting your question. Sorry for the delayed response. Yes. We do provide training in Jira/Confluence. Please email me and/or send me your contact number and will call you. Looking forward to hearing back from you. Thanks & Regards, Chetan Mehta chetanvmehta@skillcubator.com info@skillcubator.com 703-200-9921 www.skillcubator.com

Hello Ranjith, Thanks for watching the video and posting your question. Yes. We do provide but we will need minimum of 6 candidates to start a cohort. Since this certification is relatively new and yet to gain traction, it is not that popular. Hopefully, it will gain more attention in near future. Please contact us if you want to discuss more on this. Thanks & Regards, Chetan Mehta 703-200-9921 chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com

Ranjith Srinivasaiah Yes. Please call

Hello Igho, We are based out of Washington DC metro area. However, all training sessions are online. Thanks & Regards, Chetan Mehta +1 7032009921 chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com

Hello Pulkit, Thanks for watching this video. Sprint Backlog is nothing but the Product Backlog Items (PBIs) the team has selected from the Product Backlog for a given sprint (User Story, Bug/defect, technical debt, or Spike) and moved it to Sprint Backlog. However, each PBI can be further decomposed into smaller components in Sprint Backlog. For example: A user story is decomposed into several sub-tasks and assigned to the Scrum team. If a PBI is not completely groomed, except for Spike, it should not be committed to a Sprint. Hope I answered your question. If not, please feel free to contact me on the following and would be happy to talk to you. chetanvmehta@skillcubator.com info@skillcubator.com Phone No: +1 703-200-9921 www.skillcubator.com

Hello James, Thanks for watching this video and leaving your valuable feedback. Thanks & Regards, Chetan Mehta +1 703-200-9921 chetanvmehta@skillcubator.com info@skillcubator.com www.skillcubator.com