Cut out the needs and decide on their order with verifiable criteria.
These sheets describe activities and teaching exercises. They do not constitute job offers, certifying courses or recruitment promises.
All job descriptions
Clarify the product goal and order work by expected value. In Scrum, the Product Owner is accountable for maximising product value and effective Product Backlog management.
The Product Owner is not a committee or merely a ticket writer. Organisational obligations remain with their owners; developers organise implementation within the agreed framework.
Present a short backlog whose order follows a goal, observations and explicit pending decisions.
This is an editorial description of common activities. Job titles and scope vary across teams; it is not a certification framework.
Prioritize a catalog evolution between search, filters and comparison.
Work on a copy or demo environment. Define the data used and the expected result before you begin. Keep your decisions and the difficulties encountered in order to be able to explain the process.
An understandable backlog, acceptance criteria and reasoned decisions.
An element can be discussed, constructed and accepted without contradictory interpretations.
For each check, note the context, the action, the expected result and what has been observed. Distinguish a successful verification from a remaining hypothesis. Another person must be able to understand the deliverable without attending all its manufacture.
Use the Functional Validation BookA feature list is not a product policy. Priorities should be related to explicit needs and constraints.
Collaboration to explore: product design.
Specify the sharing of responsibilities: who provides the information, who decides, who checks and maintains the result. A good handover retains the constraints and decisions, not just the final file.
Employment, trades and trainingExtended exercise: Prepare a backlog to improve research in a demo directory. Describe uses before cutting tasks. Compare an improvement in labels, a correction of an empty state and a new filter option. Prioritize with explicit assumptions about utility and effort. Each element selected must be clear enough for the team to discuss its expected result without having to invent the context.
These criteria are a working basis to adapt to the context. For each, note the action taken, the expected result, the observed result and the information remaining to be confirmed.
Transmit the selected elements with their reasons and dependencies. Keep unresolved questions so that they do not become implicit decisions during completion. Re-examine the priority when a hypothesis changes or a significant defect appears. Closing an item should be based on a result check, not just that its technical tasks are complete.
A priority connects a need to an expected result. Compare a requested feature with a problem described by its consequences before choosing the next work.
Adding items to a list does not make them ready for implementation. Keep missing information and dependencies visible before committing.
Explain priority decisions and postponements. The expected result supports later discussion of the effect achieved, even if the solution changes.
It allows you to show an approach and its limits. It is neither a diploma, nor a certification, nor proof of a production experience.
Specify that this is an exercise, your role, constraints, decisions and checks. Use test data and media whose rights are established.
An element can be discussed, constructed and accepted without contradictory interpretations. Add the difficulties encountered and what remains to be verified rather than presenting absolute validation.
Compare audiences, consequences of postponement, dependencies and available evidence. If uncertainty remains high, choose a limited investigation. Document the compromise so priorities can be reconsidered when new information appears.
