Difference between revisions of "Tactical product owner"
(Sometimes, these roles are named {{p|chief product owner}} and {{p|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 | |goal=make product decisions close to the action | ||
| | |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}}. | |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.
✣ ✣ ✣