Difference between revisions of "Tactical product owner"

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(Business Analyst → Agile Business Analyst → Tactical Product Owner)
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|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,
|goal=make product decisions close to the action
|therefore in a single line=Split the single product owner into a strategic product owner and tactical product owner.
|wish=The work is simply too much for a single 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.
|so=Split the single product owner into a strategic product owner and tactical product owner.
|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: {{p|tactical product owner}}s focus on '''productive product creation''':
|background={{author|Arlen Bankston}} explains: {{p|tactical product owner}}s focus on '''productive product creation''':
*One per team
*One per team
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Current [[business analyst]]s can evolve into {{p|agile business analyst}}s and become excellent candidates for {{p|tactical product owner}}s.
Current [[business analyst]]s can evolve into {{p|agile business analyst}}s and become excellent candidates for {{p|tactical product owner}}s.
|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 14:17, 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: tactical product owners focus on productive product creation:

  • One per team
  • Write or lead development of detailed User Stories
  • Lead analysis and refinement activities to get user stories ready to build
  • Make development team- and sprint-level prioritization decisions
  • Focus on product backlog and sprint planning meeting (for scrum teams)
  • Realize the product, including operational rollout and documentation
  • Address market opportunities
  • Collect and process customer & user product feedback
  • Optimize feature set within set pricing constraints

Current business analysts can evolve into agile business analysts and become excellent candidates for tactical product owners.

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.


✣  ✣  ✣