Difference between revisions of "Strategic product owner"
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{{Oyster | {{Oyster | ||
|goal=make product decisions with oversight | |||
|stage=Sparkle | |stage=Sparkle | ||
|theme=Agile, Scrum | |theme=Agile, Scrum | ||
|context={{p|collaborative product discovery}} of a large product or product portfolio in a complex and layered organization. | |context={{p|collaborative product discovery}} of a large product or product portfolio in a complex and layered organization. | ||
|wish | |wish=The work is simply too much for a single product owner, | ||
| | |so=Split the single product owner into a strategic product owner and tactical product owner. | ||
|wish=The work is simply too much for a single {{p|product owner}}. Finding or training a good {{p|product owner}} is hard and expensive. | |wish full=The work is simply too much for a single {{p|product owner}}. Finding or training a good {{p|product owner}} is hard and expensive. | ||
|background={{ | |background={{author|Arlen Bankston}} explains: | ||
{{p|strategic product owner}}s (a.k.a. Agile Product Managers) focus on '''iterative product management''': | {{p|strategic product owner}}s (a.k.a. Agile Product Managers) focus on '''iterative product management''': | ||
*Manage competing stakeholders | *Manage competing stakeholders | ||
| Line 20: | Line 21: | ||
Both {{p|strategic product owner}} and {{p|tactical product owner}} can be distinguished, yet are inseparable—you need both for successful {{p|collaborative product discovery}}. | Both {{p|strategic product owner}} and {{p|tactical product owner}} can be distinguished, yet are inseparable—you need both for successful {{p|collaborative product discovery}}. | ||
|therefore=Split the single {{p|product owner}} into a {{p|strategic product owner}} and {{p|tactical product owner}}. For successful {{p|collaborative product discovery}} distinguish between but do not separate these mutually reinforcing roles. | |therefore full=Split the single {{p|product owner}} into a {{p|strategic product owner}} and {{p|tactical product owner}}. For successful {{p|collaborative product discovery}} distinguish between but do not separate these mutually reinforcing roles. | ||
|new=Sometimes, these roles are named {{p|chief product owner}} and {{p|product owner}}. | |||
}} | }} | ||
Latest revision as of 14:18, 16 June 2013
…collaborative product discovery of a large product or product portfolio in a complex and layered organization.
✣ ✣ ✣
The work is simply too much for a single product owner. Finding or training a good product owner is hard and expensive.
Arlen Bankston explains: strategic product owners (a.k.a. Agile Product Managers) focus on iterative product management:
- Manage competing stakeholders
- Create strategic product vision for multi-team execution
- Make program- and Release-level prioritization decisions
- One per project or product family
- Focus on Marketing Strategy and Strategic Planning
- Spends most time in the field, facing customers and stakeholders, away from the office
- Product vision and features, sales process, tools & collateral
- Defining market opportunities
- Customer acquisition & retention
- Product pricing & marketing strategy development
Both strategic product owner and tactical product owner can be distinguished, yet are inseparable—you need both for successful collaborative product discovery.
Therefore:
Split the single product owner into a strategic product owner and tactical product owner. For successful collaborative product discovery distinguish between but do not separate these mutually reinforcing roles.
✣ ✣ ✣
Sometimes, these roles are named chief product owner and product owner.
✣ ✣ ✣