Over the years i have done several RASCIs for organisations and now i have merged these for fun and extracted what the role of the PO is for my ten last companies i worked for. Perhaps inspiration for someone? My advice for RASCIs is to keep them short as a tool for initial discussions about roles and responsibilities, not only for POs. Over time this RASCI becomes a three bullet list on overall responsibilities just as guidance for new hires. To be comfortable in a role is a core need for a human being but also knowing what expectations it is on me so i can fill potential gaps with training etc. To be comfortable in a role is the sum of your competence, your awareness of your gaps and the plan for eliminating these. And here plays the RASCI a role to create that awareness.
One thing is common with all companies and it is the idea about that product ownership is a task in a RASCI and not a profession. I have met too many exhausted POs doing the PO thing when doing their ”real work” first. Please stop.
But here the gross list comes for your inspiration…
|Adherence to established processes
|Adjust project priorities according to evolving business and project conditions.
|Adjust the scope, priority and timing of deliverables in collaboration with the agile team, product line management and other stakeholders.
|Assuring that the checklist for checkpoint is used and filed for traceability each time a new MVP is shipped to production
|Assuring the checkpoint decisions and the content for the check points are fulfilled.
|Assuring there is a healthy balance between new functionality, maintenance and life cycle.
|Available to support the Scrum Master and Development Team when clarifications are required or obstacles occur.
|Collaborate and communicate with stakeholders and users in order to gather input and prioritize the product backlog
|Collaborate with different development teams and source systems to make data available to our customers in the best way, always using best practices
|Collect and respond to customer and stakeholder feedback, appropriately adjusting future scope, timing and priority of deliverables.
|Communicating the product vision and clearly expressing Product Backlog items
|Coordinate dependencies with other Teams within the value stream
|Daily decision maker for the squad, empowered to accept/reject deliverables.
|Decide what to add and remove from the backlog
|Decide when there is enough value to release to production together with stakeholders
|Decides when there is enough value to release to production in collaboration with relevant stakeholders and specialists.
|Dedicated business resource assigned to product squad(s) that evolved from the business sponsor role.
|Divide the overall project goals into prioritized deliverables for sequential and focused progress.
|Empowered to make decisions on the firm’s behalf, in collaboration with the product manager.
|End to end ownership for the entire value chain of a product
|Ensure IT services are aligned with the IT strategy, Company Target
|Ensure new code conforms to established coding standards, design specification and performance goals.
|Ensure problem, incident and crisis management
|Ensure regulatory compliance, maintenance, life cycle and governance of services/applications. Ensure that the backlog items value is clearly expressed and understood by the team
|Ensure that agreed investments opportunities/MVPs from the value stream roadmap are delivered
|Ensure that backlog priority and content is transparent, and understood by the stakeholders
|Ensure that the product has a long-term viable architecture by actively working with the architectural debt as an integrated part of the product roadmap/backlog
|Ensures that the Discovery work takes place, refer to chapter 7.1 Discovery
|Escalate business decisions as required.
|Escalate unmitigated risks and backlog issues to the Product Manager
|Expectation management towards stakeholders, this includes to establish, maintaining and communicating forecasts of what can be done at a certain date or when a specific part of the backlog will be done, based on the Team’s velocity.
|Focus on the business user community and act as a link between IT and business
|Focus on what to build and to maximizing the value of the investment opportunity and the work of the cross functional team
|Formulates clear user stories and acceptance criteria.
|Include technical debt reduction in all priority considerations.
|Is the customer representative.
|Lead, inspire and develop a cross-functional team with data engineers to excel in their deliveries
|Maintain an in-depth understanding of market / industry landscape, emerging technologies in the data & analytics field, and customer needs through gathering & analyzing qualitative and quantitative insights to adjust strategy and priorities dynamically
|Maintain the integrity and guide the evolution of themes, epics and user stories.
|Makes sure that the Team is crossfunctional with the neccecary skills
|Manage prioritization of the backlog (features, technical).
|Manage product backlog priorities, define MVPs and strategically de-scope to achieve rapid feedback cycles
|Manage stakeholder expectations on deliveries (when, what backlog items etc.)
|Manage, develop and groom user stories.
|Manages stakeholders outside of the Development Team (e.g. customers, steering committees, product owners).
|Maximizing the value of the investment opportunity and the work of the cross functional team
|Monitor and manage financial impact of decisions and priorities of the product team
|Operational risk responsibility
|Own IT assets assigned to the PO
|Owns the vision, strategy and roadmap for the product
|Participates in Program Council (when such exists).
|Prioritize and manage backlog
|Prioritize user stories for sequential and focused team progress, clarifying the definition of “done” for each user story.
|Provide a single voice of business vision for the product.
|Represent the interests of all relevant stakeholders.
|Request deliverables from other Team’s by talking to respective POs
|Request specific competences and resources, not existing in the cross functional teams, when needed
|Requesting tasks to be added to other teams backlog, and agree on priorities with other team’s PO
|Resolve ambiguous business priority conflicts.
|Responsible for bringing a whole product to market.
|Responsible for checkpoint decisions and the content for the check points are fulfilled
|Responsible for securing budgets for development, maintenance and operations.
|Responsible for signing off the acceptance criteria and when a user story is finished.
|Responsible for the maintenance, refinement and prioritisation of the product backlog.
|Responsible for, and follow up on, KPIs.
|Secure delivery of appropriate, secure and reliable IT services throughout the life-cycle in accordance to the internal and external regulations and standards
|Set ambitious and clear product mission and OKRs and translate these into a prioritized roadmap and team backlog that drive agreed KPIs
|Sets a vision of the product we wish to build and conveys that vision to the scrum team.
|Solely responsible for managing the product backlog for the agile team.
|Summarize the customer needs and goals in clear and concise themes, epics and user stories.
|Take end-to-end ownership of the product (full lifecycle from ideation to optimization) with ultimate accountability for business and customer value delivered
|Validate that working software is done according to the adopted definition of “done.”