Now, the product owner: They are the glue. They need to do it in high quality, quickly, and in a scalable and clean manner. They need to understand the gap from the practitioner(s) on the customer side, try to generalize it (if appropriate), and deliver, in stages, to the customer. The squad lead's responsibility is to deliver on the technical gap. Two examples: Accelerate feature X over Y because it will substantially create a positive business impact to the company prioritize team focus/collaboration with customer X because it will create a huge win and displace competition. The product manager's responsibility is to define the business, vision, and strategy of the product (portfolio). Let's try a one-liner summary of roles, intentionally leaving the product owner last: Some folks will strongly disagree with me. One last comment: of course, this isn't science. But smaller ones may not have that luxury. While the squad would typically consist of 5-6 people, large organizations may have a squad lead, a product owner, and a product manager. Hence, the roles and responsibilities of 'product' people are of interest (to me).īefore I dive in, let's keep in mind not all organizations are equal, certainly not in size. But it seems to me the transformation for the squad itself has the topic of focus for any brand adopting Agile methodology. Not that the lives of developers or testers are any simpler, or the transformation less impactful. In all cases, it seems, it involved growing pains, staff changes, etc. I've seen organizations very successful with these characters and some less so. When introducing Agile, that void of clarity plays a big part. Possibly some of the less-defined roles in the software delivery set of characters are the 'Product' people.
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