Difference between revisions of "Strategic product owner"

From Pearl Language
Jump to navigation Jump to search
m ({[trainer -> {{author)
m (product decisions)
 
(2 intermediate revisions by the same user not shown)
Line 1: Line 1:
{{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 in a single line=The work is simply too much for a single product owner,
|wish=The work is simply too much for a single product owner,
|therefore in a single line=Split the single product owner into a strategic product owner and tactical 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={{author|Arlen Bankston}} explains:
|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''':
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.


✣  ✣  ✣