As of today, I am one of 6 product owners in our company. We currently have 3 roles in our agile environment: Product owners (we call them "champs"), Facilitators (in the agile world they are called agile coach or scrum master, depending on the method that is used) and team members. Before we started our transition to agile, all people in the team had to agree that they are willing to take on any of these roles depending on the needs of the company.
So far I have been a team member, and yesterday I took on the responsibility for one of 6 products. My job is to lead the backlog of this product, set the priorities and then brief the team on the increments (parts of the product) they need to deliver.
Being a champ (product owner) is both exciting and scary. As so far decisions in our organisation have been taken very centrally, it is new and unusual that decisions are now taken by different people and that there is no "boss" of the operation. It will mean taking decisions, and to base these decisions on evidence rom the market.
This afternoon, I will have my first workshop with potential clients, trying to find out what the market might need and then verifying this information over the next few days before I will start with my first cycle of product development, which will probably take place next week.
I will keep you posted, of course.
I am a person working in a company that is currently going through a transition to agile work practices. While agile is mainly used in software development and in industrial companies, we believe that agile and lean practices such as SCRUM or kanban can be the right framework for a service company, too. Follow our story, and we are interested in your thoughts. You can also find me on twitter as @innovagilista
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