DigiTech Magazine - UK CIO2020 - Spring 2015 - Page 18

BUSINESS .................................................................................................................................................................... TECHNOLOGY 2. The Product Owner is not empowered to make decisions Agile, particularly Scrum, emphasises change. Scrum teams understand that things can and invariably do change and therefore have in-built processes specifically designed to deal with it. One of the major blockers to this is the inability of the Product Owner, who is the voice of the business, to make quick decisions on behalf of the stakeholders. If the Product Owner is required to submit a change request every time the project takes a minor deviation, velocity and morale hits the floor and rarely recovers. 3. The Product Owner is unavailable One of the biggest traps that newly formed Scrum teams fall into is reverting to the Waterfall practice of producing meticulously detailed up-front documentation and 18 CIO Magazine Spring 2015 Issue assuming that the job is done. In an iterative development project the requirements, or User Stories, are listed in a Product Backlog which is constantly being developed and prioritised by the Product Owner through the entire SDLC. This process ensures that only the highest priority requirements are delivered and that changing business priorities can be quickly addressed. The Product Owner is literally the voice of the business within the team and for this reason must ensure that a high level of availability is maintained to allow the team to operate with maximum efficiency. A user story can be referred to as ‘an invitation to a conversation’ and in my experience this is 100% accurate. The best engineers/testers I’ve encountered will not begin work on a story until they’ve had a conversation with the Product Owner to ensure that as much ambiguity as possible is removed. This practice ensures that the business need is represented through the entire iterative process. 4. The “Definition of Done” is poorly defined Another pitfall newly formed, or poorly managed, teams can fall into is the never-ending development chasm. Another important role for the Product Owner is to manage the scope of the project by being the arbiter of the ‘definitio وۙx&Kٝ\HڙXYYZ\ۂ]X\[]\H\]YX]\H\H[[^\BY][[H][HYY [[Y܈[[ݙY HXۙ\\\ۜXH܈[\[]HX]\\Z[][Y]HH[ YY[Y[[[[\[]\\[][X]YHX[H[HZZ\˂KH[\[]^X][ۂܝ[HX[\YX\\HZ\X]]HH8&[]x&KHܞH[™[]\Y\[ \[[H\œ\X[\H\ۜY\[][]B\Y][]YYH[ܙX\YܘYX[KH[X]Hܝ[BX[H\[HXHܚ˜][[]HH^H K