Now that we’ve covered the need for a clear Product Owner role and appropriately delineated responsibility between the two, what about larger organizations which could have multiple roles across multiple projects and products?
In keeping with Agile Manifesto, the team should “prioritize individuals and interactions over processes and tools,” as well as “customer collaboration over contract negotiation.” But, processes, tools and contracts are certainly needed – and the larger the organization, the greater the need.
Domo Oregato, Mr. P.M.O.
The traditional Project Management Office (PMO) has a penchant for methodology, and many times a resistance to Agile practices. With a clear split of responsibilities between roles and across the various phases of a project as prescribed by the PMO, you might be ready to say “thank you very much” to the process. Such a split across a process such as the onboarding of a new technology into an organization might look as follows:
The important pieces, then, aren’t where the bullets (e.g., responsibilities) lay, but that all of the appropriate bullets are represented and have an accountable owner who has the authority to do the prescribed task or activity. The bullets listed above, however, are generally representative of the expected capabilities within each defined role.
The complement of the methodology question (especially at larger organizations), then, is the question of tools, the final common failure in this series…