Product

Management
Mindset in HR
Agile HR in Action

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This document was prepared by ILIA team for the intended audience
mentioned here and may not be used for other purposes, or disclosed to other
parties without the written permission of ILIA, Iran.
Rules of Engagement

Please Minimize Multitasking

Your Teammates Are Depending On You!

We’ll break to teams and use class

time for group exercises, discussion,
and alignment

If you need to
go, just say so.

Please put your

cell phones away!

Product Management Mindset in HR Slide 2

Agenda
One Two Three Four

Uncertainty Growth mindset Agile Agile

Mindset Manifesto
Five Six Seven Eight

Agile HR
Agile HR operating Design
Manifesto model Thinking Scrum

Product Management Mindset in HR Slide 3

Day 1 Part 1
Ice Breaker
Video

Product Management Mindset in HR Slide 6

Video

Product Management Mindset in HR Slide 7

Product Management Mindset in HR Slide 8
Approaching Events In Four VUCA Categories
Complexity Volatility
Characteristics: The situation has many Characteristics: The challenge is unexpected or
interconnected parts and variables. Some information unstable and may be of unknown duration, but it's not
How well can you predict the results of your actions ?

is available or can be predicted, but the volume or necessarily hard to understand; knowledge about it is
nature Of it can be overwhelming to process. often available.
Example: You decide to move into immature or Example: Prices fluctuate after a natural disaster takes
emerging markets or to launch products outside your a supplier off-line.
core competencies. Approach: Build in slack and devote resources to
Approach: Restructure, bring on or develop preparedness—for instance, stockpile inventory or
specialists, and build up resources adequate to overbuy talent. These steps are typically expensive;
address the complexity. your investment should match the risk.

Ambiguity Uncertainty
Characteristics: Causal relationships are completely Characteristics: Despite a lack Of other information,
unclear. No precedents exist; you face "unknown the event's basic cause and effect are known. Change
unknowns." is possible but not a given.
Example: You are doing business in many countries, all Example: A competitor's pending product launch
with unique regulatory environments, tariffs, and muddies the future of the business and the market.
cultural values. Approach: Invest in information—collect, interpret,
Approach: Experiment. Understanding cause and and share it. This works best in conjunction with
effect requires generating hypotheses and testing structural changes, such as adding information
them. Design your experiments so that lessons analysis networks, that can reduce ongoing
learned can be broadly applied. uncertainty.

How much do you know about the situation

Product Management Mindset in HR Slide 9

Product Management Mindset in HR Slide 10
 Online Test
Product Management Mindset in HR Slide 11
Fixed Mindset vs. Growth Mindset
Based on the work of Dr. Carol Dweck
I believe that my [Intelligence, Personality, I believe that my [Intelligence, Personality,
Character] is inherent and static. Locked-‐ Character] can be continuously developed.
down or fixed.My potential is determined My true potential is unknown and
at birth. It doesn’t change. unknowable.

Fixed Growth
Mindset Mindset

Avoid failure Desire continuous learning

Desire to Look smart Confront uncertainties.
Avoids challenges Embracing challenges
Stick to what they know Not afraid to fail
Feedback and criticism is personal Put lots of effortto learn
They don’t change or improve Feedback is about current capabilities

Product Management Mindset in HR Slide 12

What do you do ?

Agile Mindset
Fixed Mindset
approach to
approach to
managing
managing
uncertainty
uncertainty

Reducing uncertainty by “nailing

Reducing uncertainty by
things down.”
discovering and learning.
Looking to fix and confirm things.
Looking to learn and discover in
the most effi cientway possible.

Product Management Mindset in HR Slide 13

 What is Our
Mindset
towards succeeding when there
is

Uncertainty
Product Management Mindset in HR Slide 14
 What is our
established set of
attitudes and habits

towards succeeding when there is

Uncertainty
Product Management Mindset in HR Slide 15
AGILE IS A WAY OF WORKING
GROUNDED IN A CULTURE
OF
LEARNING
& EXPERIMENTAION

Product Management Mindset in HR Slide 16

 Fixed Mindset approach to delivery (Assembly Line)
Must “nail down” the output in order to start delivery (Liner Thinking)

Growth Mindset approach to delivery (Knowledge Work)

Discover and learn through valuable output and welcoming change (Circular Thinking – IKIWISI)

Product Management Mindset in HR Slide 17

Product Management Mindset in HR Slide 18
Product Management Mindset in HR Slide 19
Product Management Mindset in HR Slide 20
Product Management Mindset in HR Slide 21
 Case Study

Product Management Mindset in HR Slide 22

Agile Adoption Reason

Increase collaboration 69%

Better alignment to business needs 54%
Better work environment 39%
Increase visibility in the application development lifecycle 37%
Faster response for competitive threats 20%
Increased user experience 16%
Better customer service 14%
Increased time for innovation 13%
Increased product adoption 10%
Increased revenue 5%
Something else 5%

Agile report 2021

Product Management Mindset in HR Slide 23

 Card Game
Product Management Mindset in HR Slide 24
How to manage Uncertainty using the Agile
Mindset in the product/service domain

?
Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.

Product Management Mindset in HR Slide 25

The Agile Manifesto Statement of Values

Individuals And Process And

over
Interactions Tools

Working Comprehensive
over
Software Documentation

Customer Contract
over
Collaboration Negotiation

Responding To Following
over
Change A Plan

Product Management Mindset in HR Slide 26

Agile Principles
Agile is three things:

Name Values Principles

• That’s it. It’s not something you can do.

• It’s a philosophy.
• A way of thinking about software development.
• You can’t “use” Agile or “do” Agile … You can only be agile. Or not.
• If your teams embody the Agile philosophy, then they’re Agile. If they don’t,
they’re not.

Agile Development is adaptive rather than predictive; people-

oriented rather than process-oriented.
Martin Fowler

Product Management Mindset in HR Slide 27

Agile Teams Define Success As Delivering
Value, Not Conforming To a Plan.
In Fact, Truly Agile Teams Actively Look
For Opportunities To Increase Value By
Changing Their Plans.

Product Management Mindset in HR Slide 28

Day 1 Part 2
 Agile Principals Game

Product Management Mindset in HR Slide 30

The Agile HR Manifesto

Collaborative Networks Hierarchical Structures

Transparency Secrecy

Adaptability Prescriptiveness

Over
Inspiration and Engagement Management and Retention

Intrinsic Motivation Extrinsic Rewards

Ambition Obligation

Product Management Mindset in HR Slide 32

Video

Product Management Mindset in HR Slide 33

Product Management Mindset in HR Slide 34
 Agile HR
Operating Model
The ‘Four As’ of Exponential HR

Product Management Mindset in HR Slide 36

 HR Operating Models

Functional Ulrich+ Leader-Led Model

Decentralized
Centralized

Business Partner Agile Model Federated Model

Model

Product Management Mindset in HR Slide 37

Functional Model

HR Director

Talent Acquisition Talent Development

HR Operations
Manager Manager

Administration
Talent Acquisition
L&D Specialist Specialist
Specialist

Payroll Specialist
Performance
Management
Specialist

Product Management Mindset in HR Slide 38

Ulrich Model

HR Director

Shared Services HRBP Center of Excellence

Administration Talent Acquisition

HRBP1
Specialist
L&D
HRBP2
Performance
HRBP3 Management

People Analytics

Product Management Mindset in HR Slide 39

Deloitte High Impact HR Model

Product Management Mindset in HR Slide 40

EY Business-Led HR Model

Product Management Mindset in HR Slide 41

Ulrich Model Limitations

BPs are distracted by operation and give up strategic role

BPs are not up to date with HR development trends

COEs work in isolation

COEs don’t respond in an agile manner

Product Management Mindset in HR Slide 42

What is next ?

Less functional focus

More authority to business partners

Multidisciplinary HR people

Process digitalization and data skills

Decentralized project groups

Focus on employee experience

Product Management Mindset in HR Slide 43

Ulrich Model

COE
COE

HRBP
HRBP

Product Management Mindset in HR Slide 44

Ulrich+ Model

HR Director

Shared Services HRBP Center of Excellence

Administration HRBP 1
Specialist Talent Acquisition
HR Generalist 1
L&D
HR Generalist 2

HRBP 2 People Analytics

…
HRBP 3
…
Product Management Mindset in HR Slide 45
Federated Model

HR Strategy

HRBP (Advisory) HRBP (Advisory) HRBP (Advisory)

Shared Services Shared Services Shared Services

Solutions Solutions Solutions

Region 1 Region 2 Region 3

Product Management Mindset in HR Slide 46

Gartner model

Product Management Mindset in HR Slide 47

Agile Model

HR Director

Shared Services Cross Functional

Teem
Administration
Specialist
Senior HRBP 1 COE Generalist

Senior HRBP 2 COE Generalist

Senior HRBP 3 COE Generalist

Product Management Mindset in HR Slide 48

Transform Operating Model

Fit the business

A long run project

Develop the competency in people

Change management

Product Management Mindset in HR Slide 49

Product Management Mindset in HR Slide 50
Day 2 Part 1
Agile for HR

Product Management Mindset in HR Slide 52

Agile for HR

Product Management Mindset in HR Slide 53

Agile Approach : Co-Create HR Solutions

Product Management Mindset in HR Slide 54

Evidence-Based HR

Product Management Mindset in HR Slide 55

End to End Design & Delivery

Product Management Mindset in HR Slide 56

Design Thinking Meets Agile

Product Management Mindset in HR Slide 57

Netflix Case

Product Management Mindset in HR Slide 58

 Onboarding Issue
Product Management Mindset in HR Slide 59
Design Thinking Steps

Empathize
Deep Dive Into The Employee Experience.

Categorize
Discover The Moments That Matter.

Define
What Is The Problem We Need To Solve?

Ideate
Business Brainstorm And Challenge Assumptions.

Prototype
Challenge Prioritized Solutions To Life To Test With Real Users.

Business challenge: why Test

do it in the first place? Does It Delight The Customer And What Slice Of
Value Will We Deliver First?

Product Management Mindset in HR Slide 60

Business challenge template
Business Challenge
Statement outlining the problem and the impact on the business (in the form of cost, risk and/or
lost opportunity).

Business Value End-Customer Value Employee Value

The strategic business The value delivered to end- The value delivered to
value realized if the customer if the problem is employees if the
problem is solved. solved. problem is solved

Metrics Metrics Metrics

How this will be measured How this will be measured How this will be measured

Product Management Mindset in HR Slide 61

Empathize
Categorize
Define
Ideate
Prototype
Test
Empathize

• Conduct User Interviews, Using Human-centered Questions;

• Build User Personas, Using A Template;

• Map The Employee Experience, Using A Template;

• Undertake Early Leaver Research, To Explore Reasons For Exiting;

• Observe, To Assess People In Action.

Product Management Mindset in HR Slide 63

Persona

Product Management Mindset in HR Slide 64

Persona

Product Management Mindset in HR Slide 65

Design Thinking Steps

Empathize
Deep Dive Into The Employee Experience.

Categorize
Discover The Moments That Matter.

Define
What Is The Problem We Need To Solve?

Ideate
Business Brainstorm And Challenge Assumptions.

Prototype
Challenge Prioritized Solutions To Life To Test With Real Users.

Business challenge: why Test

do it in the first place? Does It Delight The Customer And What Slice Of
Value Will We Deliver First?

Product Management Mindset in HR Slide 66

Map the employee experience

Product Management Mindset in HR Slide 67

Empathy map canvas

Product Management Mindset in HR Slide 68

Empathize
Categorize
Define
Ideate
Prototype
Test
Journey Mapping

Product Management Mindset in HR Slide 70

Empathize
Categorize
Define
Ideate
Prototype
Test
Define

1 Formulate The Problem Statement

and validate the business value

2 Agree Design Principles to guide

future development work.

Product Management Mindset in HR Slide 72

Problem Statement Template

Product Management Mindset in HR Slide 73

Product Management Mindset in HR Slide 74
Empathize
Categorize
Define
Ideate
Prototype
Test
Ideate

1 Brainstorm — To Think Out Sides Of The Box;

2 Assess Ideas - Using Impact Versus Effort Template;
3 Identify Slices Of Value — To Assess Where And What To
Prototype And Test First.

Product Management Mindset in HR Slide 76

Product Management Mindset in HR Slide 77
Product Management Mindset in HR Slide 78
Impact versus effort grid

Product Management Mindset in HR Slide 79

Empathize
Categorize
Define
Ideate
Prototype Bring your design to life! Less is more…

Test
Prototype
Method Tips

Mock-ups Build an example model of the design using temporary or

inexpensive materials.
HR Example : Create a webpage design for the new recruitment
application process on paper and test it with example candidates.

Prototyping Construct an example of a new service or product using

temporary or inexpensive materials.
HR Example : Build a Lego model of the new onboarding experience and
talk a user through it while asking structured feedback questions along
the way.

A/B Testing Test two (or more) alternative solutions in parallel to assess
which variant gets the best result
HR Example : Ask one team to test peer feedback as part of their
performance discussions and compare the results to those of a team that
discusses performance as usual and without the peer feedback.

Product Management Mindset in HR Slide 81

Prototype
Method Tips

Acting out Role-play a service experience or end-customer use of a product.

a service HR Example : Team acts out a new way of discussing career development
within the business in front of senior executives to get their buy-in.

Pop-up service Set up a pop-up, temporary store to probe the market and test
or store product concepts
HR Example :Set up a pop-up stand in the office for people to test out a
new ergonomic chair.

Visualizing use storyboards or other visuals such as cartoons to describe a

new service or product experience.
HR Example : Present a storyboard to teams and leaders detailing a new
approach to reward in the business.

Fake door Create a fake product or feature for people to select to test interest,
testing for example a fake button on a webpage
HR Example : A fake button is added to the organization's intranet to see how
many people want to offset 50% of their daily commute carbon footprint while the
company offsets 50%. people are informed it is a test after selecting the button, and
if the button gets a lot of hits the company will develop an integrated solution for
the initiative.
Product Management Mindset in HR Slide 82
Prototype
Method Tips

Wizard of Testing user interface logic without having a digital product, for
Oz testing example a person acting out what a piece of software would do
and gathering user feedback.
HR Example : Team acts out a new HRIS interface in front of selected
employees.

Real-user For example, testing food products with real consumers or

validation having focus groups watch a new streaming TV show.
HR Example :Ask people to complete a new eLearning module and
observe reactions

MVP Build a minimum viable product that contains the least number
of features required for it to work.
HR Example : Use a basic peer feedback tool, built using Excel or a free
online feedback tool, to test how people engage with peer feedback
conversations and data, before designing a more advanced application to
support the process.

Product Management Mindset in HR Slide 83

Empathize
Categorize
Define
Ideate
Prototype
Test Is it a go or a no go?!
Day 2 Part 2
Product Management Mindset in HR Slide 86
We’re losing the relay race!

“The… ‘relay race’ approach to product development

… may conflict with the goals of maximum speed
and flexibility. Instead a holistic or ‘rugby’
approach—where a team tries to go the distance as a
unit, passing the ball back and forth—may better
serve today’s competitive requirements.”
Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product
Development Game”, Harvard Business Review, January 1986.

Product Management Mindset in HR Slide 87

Scrum in 100 words
• Scrum is an agile process that
allows us to focus on delivering
the highest business value in the
shortest time.
• It allows us to rapidly and
repeatedly inspect actual
working software (every two
weeks to one month).
• The business sets the priorities.
Teams self-organize to
determine the best way to deliver
the highest priority features.
• Every two weeks to a month
anyone can see real working
software and decide to release it
as is or continue to enhance it for
another sprint.

Product Management Mindset in HR Slide 88

Scrum

Product Management Mindset in HR Slide 89

Scrum Principles

Product Management Mindset in HR Slide 90

Characteristics

• Self-organizing teams
• Product progresses in a
series of 1-4 week “sprints”
• Requirements are captured
as items in a list of “product
backlog”
• Uses generative rules to
create an agile environment
for delivering products
• One of the “agile processes”

Product Management Mindset in HR Slide 91

Putting it all together

Product Management Mindset in HR Slide 92

Product Management Mindset in HR Slide 93
Visualize your Work!

Product Management Mindset in HR Slide 94

Sprints

• Scrum products make progress in a series of “sprints”

• Typical duration is 2–4 weeks or a calendar month at most
• A constant duration leads to a better rhythm
• Product is designed, developed, and tested during the sprint

Product Management Mindset in HR Slide 95

Sequential vs. Overlapping Development

Requirements Design Develop Test

Rather than doing all of

one thing at a time...
...Scrum teams do a little
of everything all the time

Source: “The New New Product Development Game” by Takeuchi

and Nonaka. Harvard Business Review, January 1986.
Product Management Mindset in HR Slide 96
No changes during a sprint

Change

Plan sprint durations around how long you can commit to

keeping change out of the sprint

Product Management Mindset in HR Slide 97

Scrum framework
Roles
•Product owner
•Scrum Master
•Developers Events
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum
Artifacts
•Product backlog
•Sprint backlog
•Increment
Product Management Mindset in HR Slide 98
Scrum framework
Roles
•Product owner
•Scrum Master
•Developers Ceremonies
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Increment
Product Management Mindset in HR Slide 99
 Scrum Roles
Card Game
Product Management Mindset in HR Slide 100
Product Owner

Create product Decision

vision maker

Backlog Follow Scrum

ownership Product Owner process

Sets the product Attends scrum

roadmap meetings

Product Management Mindset in HR Slide 101

Product Owner

• Define the pain of customers (employees) and act as a voice of customers

• Decide on release content
• Be responsible for the profitability of the product/service (ROI)
• Prioritize features according to business & customer value
• Adjust features and priority every iteration, as needed
• Accept or reject work results

Product Management Mindset in HR Slide 102

Scrum Master

Improve productivity

Facilitator Scrum Master Protect

team

Encourage Enable close cooperation

Product Management Mindset in HR Slide 103

Scrum Master

• Responsible for enacting Scrum values and practices

• Removes impediments
• Ensure that the team is fully functional and productive
• Enable close cooperation across all roles and functions
• Shield the team from external interferences
• Coaching the team members in self-management and cross-functionality

Product Management Mindset in HR Slide 104

Developers

Self Cross Functional

Organizing

Development Team
Responsible for commit
Accountable & Delivery

Skilled

Product Management Mindset in HR Slide 105

Developers

• Typically 5-9 people

• Cross-functional:
• Programmers, testers, user experience designers, etc.
• Members should be full-time
• May be exceptions (e.g., database administrator)
• Teams are self-organizing
• Ideally, no titles but rarely a possibility
• Membership should change only between sprints

Product Management Mindset in HR Slide 106

 HR
HR HR

HR

Product Management Mindset in HR Slide 107

Product Management Mindset in HR Slide 108
Product Management Mindset in HR Slide 109
Scrum framework
Roles
•Product owner
•Scrum Master
•Developers
Events
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum
Artifacts

•Product backlog
•Sprint backlog
•Increment
Product Management Mindset in HR Slide 110
Scrum

Product Management Mindset in HR Slide 111

Sprint Planning
• Developers select items from the product backlog they can commit to
completing.
• Sprint backlog is created.
• Tasks are identified and each is estimated collaboratively, not done
alone by the Scrum Master or PO.
• High-level design is considered.

As an HRBP, I want to Finding the top managers (3 hours)

support the managers Interviewing them (10)
with knowledge about
Creating a list of their needs (4)
coaching so that they
can support their teams Need analysis (5)
in a better way Presenting the result for them (2)

Product Management Mindset in HR Slide 112

Product Management Mindset in HR Slide 113
Product Management Mindset in HR Slide 114
User Story

Product Management Mindset in HR Slide 115

Example

Who: As a team leader/manager

What: I want to provide my team members with the right

tools /methods/models for them

Why: To be able to deliver high quality services

Product Management Mindset in HR Slide 116

Daily Scrum

Parameters
• Daily
• 15-minutes
• Stand-up (Optional)

Not for problem solving

• The purpose of the Daily Scrum is to inspect progress toward
the Sprint Goal and adapt the Sprint Backlog as necessary,
adjusting the upcoming planned work.
• The Daily Scrum is an event for the Developers of the Scrum
• Produces an actionable plan for the next day of work
• It Helps avoid other unnecessary meetings

Product Management Mindset in HR Slide 117

Everyone answers 3 questions

1 What did you do yesterday?

2 What will you do today?

3 Is anything in your way?

• These are not status for the Scrum Master

• They are commitments in front of peers

Product Management Mindset in HR Slide 118

Sprint Review
• The scrum team presents the results of their work to key stakeholders
• Typically takes the form of a demo of new features or underlying architecture
• Informal

• 2-hour prep time rule

• No slides
• Invite the world

• The sprint review is a working

session and the scrum team
Should avoid limiting it to a
presentation.

Product Management Mindset in HR Slide 119

Sprint Retrospective

• Periodically take a look at what is

and is not working (individuals,
interactions, processes, tools, and
the Definition of Done)
• The scrum team identifies the
most helpful changes to improve
its effectiveness and define some
actions
• They may even be added to the
Sprint Backlog for the next Sprint.
• Done at the end of each sprint
• The scrum team participates

Product Management Mindset in HR Slide 120

Start / Stop / Continue
The scrum team gather and discuss what they’d like to:

Start doing

Stop doing

This is just one

Continue doing
of many ways
to do a sprint
retrospective.

Product Management Mindset in HR Slide 121

Meeting’s time box (two weeks sprint)

Event Duration

Planning 4 hours

Daily 15 minutes

Review 2 hours

Retro 3 hours

Product Management Mindset in HR Slide 122

Scrum Ceremonies

Product Management Mindset in HR Slide 123

Scrum framework
Roles
•Product owner
•Scrum Master
•Developers Ceremonies
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts
•Product backlog
•Sprint backlog
•Increment
Product Management Mindset in HR Slide 124
Product backlog

This is the product backlog

• The Product Backlog is an emergent, ordered list of what is needed to improve the
product
• It is the single source of work undertaken by the Scrum Team
• A list of all desired work
• Ideally expressed such that each item has value to the users or customers of the
product
• Prioritized by the product owner
Product Management Mindset in HR Slide 125
A sample product backlog

Backlog item Estimate

Automatic access of an employee to request for a loan at HR
3
Service Desk
As a HRBP, I want to have access to the 360 dashboard of
5
managers
As a hiring manager, I want to review the reason of canceled
3
interview

As a new joiner, I need to know about the internal HR processes 8

... 8
... 13
... 5

Product Management Mindset in HR Slide 126

As an HRBP, I want to Finding the top managers (3 hours)
support the managers Interviewing them (10)
with knowledge about
Creating a list of their needs (4)
coaching so that they
can support their teams Need analysis (5)
in a better way Presenting the result for them (2)

Product Management Mindset in HR Slide 127

Product Management Mindset in HR Slide 128
Product Management Mindset in HR Slide 129
Product Management Mindset in HR Slide 130
 Sprint backlog
• The Sprint Backlog is composed of:
• the Sprint Goal (why)
• the set of PBIs selected for the Sprint (what)
• an actionable plan for delivering the Increment (how)
• The Sprint Backlog is a plan by and for the Developers
• The Sprint Backlog is updated throughout the Sprint as more is
learned.
• It should have enough detail that they can inspect their progress
in the Daily Scrum.

Product Management Mindset in HR Slide 131

A sprint backlog

Tasks Mon Tues Wed Thur Fri

Finding the top managers 8 4 8
Interviewing them 16 12 10 4
Creating a list of their
8 16 16 11 8
needs
Need analysis 12
Presenting the result for
8 8 8 8 8
them
Preparing the action plan 8 4

Product Management Mindset in HR Slide 132

A sprint burndown chart

1,000

800

600

400

200

5/13/02

5/24/02
4/29/02

5/6/02

5/20/02
Product Management Mindset in HR Slide 133
 Increment

• An Increment is a concrete stepping stone toward the Product Goal.

• It is the sum of all the completed work achieved during a sprint.

• In order to provide value, the Increment must be usable.

• The sum of the Increments is presented at the Sprint Review.

• An Increment may be delivered to stakeholders prior to the end of the

Sprint.

Product Management Mindset in HR Slide 134

Product Management Mindset in HR Slide 135
 Steps Timing
Team Formation 5

Product backlog 10
Sprint backlog

Sprint+ one daily 15

Sprint Review 5
Retrospective 10

Product Management Mindset in HR Slide 136

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