Setting Product Owners Up For Success: 3 October 2017

Setting Product
Owners Up
For Success
3 October 2017
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ROADMAP FOR THE PRESENTATION
Building
Key CEB Implementation
Introduction True Product
Resources Guide
Ownership
© 2017 Gartner, Inc. and/or its affiliates. All rights reserved. PMO174292 3
PRODUCT OWNER: A WIDELY MISUNDERSTOOD ROLE
Disengaged Business Partners Derail Agile Widespread Product Owner Role Confusion
60% of PMO leaders cite business partner 62% of PMO and Agile leaders report that Product
engagement as their principal obstacle to achieving Owners struggle to understand their role.
Agile project success.
More than 60% of PMO leaders say Product

Owners are currently responsible or accountable for
their own onboarding.
n = 111 organizations. n = 18 PMO and Agile leaders.

Source: CEB 2015–2016 Peer Perspectives Poll on Agile. Source: CEB 2017 Running Agile at Scale Meeting.
Product ownership is mission critical, but inadequately supported.
WHO CAN PROVIDE EFFECTIVE BUSINESS INPUT?
Product Owner Qualifications
1
Available to support the delivery
team on a continuous basis
2
Able to independently make
decisions
3
Provides deep business domain
expertise
4
Effectively represents the voice
of the customer
Source: CEB analysis.
EFFECTIVE PRODUCT OWNERS ARE HARD TO COME BY
Product Owner Qualifications and Complications
1
Available to support the delivery the candidates are overburdened
…but… with other responsibilities.
team on a continuous basis
2
Able to independently make they frequently aren’t empowered
…but… to do so.
decisions
3
Provides deep business domain must be adept at navigating
…but… relationships beyond their domains
expertise
to get the right answers.
4
Effectively represents the voice often must rely on data or proxies
…but… instead of direct access.
of the customer
Building
Resources Guide
Ownership
BUILD TRUE PRODUCT OWNERSHIP
Key PMO Strategies to Enable Effective Product Ownership
1
Make the case for product ownership to senior business partners.
2
Define and socialize key Product Owner competencies.
3
Help Product Owners understand their key responsibilities.
4
1
Make it easy for Product Owners to play their role.
5
Enable Product Owners to self-assess their progress.
6
Create a Product Owner support community.
1
Pseudonym.
1. MAKE THE CASE FOR PRODUCT OWNERSHIP
CUNA Mutual’s Agile Leadership Team Roles
Help senior executives and business partners understand the impact, relevance,
and unique perspectives that only Product Owners can bring to Agile initiatives.
Provides business vision Authorized to determine

and guide IT leaders, with priorities and scope to
a focus on customer impact Product optimize business value
Owner
Build the right thing.
Identify and resolve potential Lead execution of

roadblocks. technology work.
Coach teams in Agile Transformation Tech Resolve technical

methodology. Leader Leader dependencies.
Build the right Build the
Enable cooperation across Ensure teams follow
thing fast. thing right.
roles and functions. Product Owner priorities.
Source: CUNA Mutual Group; CEB analysis.

Note: At CUNA Mutual Group, Product Owners are called “Business Owners” because they have specific product owner roles in their lines of business.
See p. 20–23 for detailed descriptions of Agile leadership roles.
2. DEFINE AND SOCIALIZE OWNER COMPETENCIES
CUNA Mutual’s Product Owner Competency Model
Strategic Digital Stakeholder

Mind-Set Orientation Management
Customer Focus
Nimble Learning
Engagement and
Business Insight Foster Innovation Collaboration
Inspires a Shared Vision Team Empowerment Relationship Building
Servant Leadership
Optimizes Work Processes
Recognizing that business partners tend to focus on strategic mind-set and stakeholder management competencies,
the EPMO builds business partner awareness on Digital Orientation competencies.
3. CLARIFY KEY RESPONSIBILITIES
CUNA Mutual’s Product Owner Focus Areas
Focus Area
Future Future MVF(s) in Current

Wave MVF Flight Sprint /+1 Accountabilities
■■ Set the vision and strategy several years out, at the capability
level.
Business Sponsor
High High Med-Low Low ■■ Ensure each initiative maps to the overall future state, in line
with vision, customers, and market context.
■■ Work with the sponsor to set the vision for initiatives and
oversee short- and medium-term planning.
Product
■■ Direct the team toward achieving the vision, validating with
Owner Low Med Med-High High
customers, and delivering real business value quickly and
incrementally.
■■ Drive and prepare sprint efforts, improve efficiency, and remove

Transformation
team obstacles.
Leader Very Low Low-Med High High ■■ Provide input to initiative strategy and execution.
■■ Deliver high-quality, customer-ready software at every sprint.

Tech
■■ Lead execution of technology work with cross-functional team
Leader Low Low-Med High High
members.

Note: CUNA Mutual Group refers to Minimum Viable Product (MVP) as Minimum Viable Functionality (MVF) to acknowledge that its functionality cannot be altered once it enters the marketplace.
See p. 24 for a detailed version of Agile leader focus areas.
4. MAKE PRODUCT OWNERSHIP EFFORTLESS
Lambda’s How-to Guides for Product Owners
Checklist for Post-Meeting Tasks 1 Easy-to-Use Interface

Create intuitive, self-service
Checklist for Quarterly Planning Prep interfaces that map directly
to Product Owners’ workflow.
Why to Use
Help prepare for quarterly planning of work prioritization and dependency
management. 2 Consistent Vocabulary
Make terms consistent
across checklists, tools, and
Checklist methodologies.
Identify the epics you want to commit to be being complete in the next
quarter.
Work with the team to identify the relevant epics.
3 Detailed Guidance
Mark the readiness of epics for discussion on JIRA.
■■ Job Aid: Commit epics in the tool for reporting. Provide step-by-step
Determine dependencies with other epics in the organization. guidance for Product Owners
Brainstorm with your team to identify all dependencies. to execute specific tasks.
■■ Job Aid: Open an epic and log dependencies.
4 Training and Coaching

Structure training and
Additional Job Aids Need Additional Support?
coaching on role-specific
■■ Write an epic on JIRA. Contact your Agile coach. activities and decisions.
■■ Groom the product backlog.
■■ Write a user story.
Source: Lambda; CEB analysis.
1
Pseudonym. 1
28-July-
IMPLEMENTATION GUIDE
5. PROVIDE TOOLS FOR SELF-ASSESSMENT
Output: 03:16PM Apr 01 2017
Modified 03:14PM Apr 01 2017
PRODUCT OWNER ACTIVITY SELF-ASSESSMENT

CUNA Mutual’s Product Owner Activity Self-Assessment
Question
1 The 15-question
1. Reviews the target-state vision (full-fledged) for this initiative and the MVF roadmap with the team, sponsor, and
survey helps Product
stakeholders at least once a month and makes adjustments/refinements as necessary
Owners self-assess
their ability to 1—Never 2—Rarely 3—Sometimes 4—Usually 5—Consistently
perform specific (Once every four months (Once every three (Once every two months) (Once per month, or
or less) months) more often as needed)
tasks.
2. Engages customers/partners on an ongoing basis, and shares insights on the “voice of the customer” at least once
a month
1—Never 2—Rarely 3—Sometimes 4—Usually 5—Consistently
Future MVFs
2 The questions align (Once every four sprints (Once every three (Once every two months) (Once per month, or
or less) months) more often as needed)
to the different
phases of projects 3. Recaps “value at stake” from the full-fledged target state so that it is top of mind for the team driving the
that Product Owners initiative, and uses that as a guide for decision making
focus on. 1—Never 2—Rarely 3—Sometimes 4—Usually 5—Consistently
(Once every four months (Once every three (Once every two sprints) (Once per Sprint, or more
or less) months) often as needed)
4. Tracks work that is underway within the organization that could impact this initiative or could be impacted by this
3 The assessment initiative, and proactively engages in conversations with relevant stakeholders
helps target self- 1—Never 2—Rarely 3—Sometimes 4—Usually 5—Consistently
reflection and (Once every four months (Once every three (Once every two sprints) (Once per Sprint, or more
or less) sprints) often as needed)
coaching as Product
Owners ramp up in
5. Drives the initiative to deliver the business value and impact (at least as much, or more) as described in the
Current MVF(s)
their roles.
“1-pager” created when the initiative was started

(Never makes references (Always references and
or aligns to targets) aligns where relevant)
Source: CUNA Mutual Group.

© 2013–2017 CEB. All rights reserved. PMO170912 38
See p. 30 for the complete version of the Product Owner activity self-assessment.
6. CREATE A SUPPORT COMMUNITY
Charles Schwab’s Product Owner Community Structure and Goals
Community Goals
■■ Improve product ownership through consistency and best ■■ Spread awareness of Product Owner activities and progress
practices. made by the community.
■■ Create a centralized voice as a method of peer-to-peer learning. ■■ Champion innovation that encourages new solutions to team and
project obstacles.
Community Chairs
Community Structure
■■ Are committed to the
■■ 300 Product Owners in 4 regional communities community.
■■ Communities have the autonomy to define the ■■ Share new ideas, experiences,
agenda and objectives for their sessions (e.g., and feedback.
training, external speaker sessions). ■■ Create connections within local
communities.
■■ Centralized Agile Center of Excellence (CoE)
provides guidance and support.
■■ Meet monthly with the central
CoE team (leader, coach,
project manager) to align
objectives.
Source: Charles Schwab; CEB analysis.
See p. 47 for key questions to consider before setting up a community of practice.
Building
Resources Guide
Ownership
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Development Accelerator CEB PM DEVELOPMENT ACCELERATOR
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demonstrated by top Process Skills Are Necessary but Insufficient
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premium offering and is Advanced
not included in standard ■■ Judgment
membership.
Degree of Business Outcome Attainment
■■ Learning Agility
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■■ Stakeholder Partnership
Sponsor Expectations
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Product Owner Resource Center Phone: +44-(0)20-7632-6000
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Product Owner Rights and Responsibilities (Intergraph)
CEB Ignition™ Guide to Writing and Managing User Stories
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Building
Resources Guide
Ownership
DEVELOP AND ENABLE DIGITAL TALENT

Activity Implementation Tools
■■ Define key leadership roles in Agile initiatives. ■■ CUNA Mutual’s Agile Leader Role Descriptions, p. 20
■■ Clarify responsibilities and focus areas of Agile leadership ■■ CUNA Mutual’s Agile Role Focus Areas, p. 24
Define Agile roles. ■■ CUNA Mutual’s Scrum Meeting Roles and Responsibilities,
Leadership p. 25
Roles
■■ Assess capabilities of Agile leadership roles to perform key ■■ CUNA Mutual’s Business Sponsor Activity Self-Assessment,
activities. p. 27
■■ CUNA Mutual’s Product Owner Activity Self-Assessment,
p. 30
Enable Agile ■■ CUNA Mutual’s Transformation Leader Activity Self-
Leader Self-
Assessment, p. 33
Assessment ■■ CUNA Mutual’s Tech Leader Activity Self-Assessment, p. 36
■■ Evaluate the skill maturity of Agile leaders. ■■ CUNA Mutual’s Business Sponsor Effectiveness Criteria and
Maturity Levels, p. 39
■■ CUNA Mutual’s Product Owner Effectiveness Criteria and
Maturity Levels, p. 41
Evaluate ■■ CUNA Mutual’s Transformation Leader Effectiveness Criteria
Agile Leader and Maturity Levels, p. 43
Maturity ■■ CUNA Mutual’s Tech Leader Effectiveness Criteria and Maturity
Levels, p. 45
■■ Provide Product Owners access to peer networks. ■■ Key Considerations to Set Up a Community of Practice, p. 47
Establish
a Support
Community
MEET THE AGILE BUSINESS SPONSOR (CAPABILITY LEADER)

The Agile Business Sponsor works tirelessly to ensure a coherent strategy clearly focused on the customer. They are forward-
thinking strategists for the organization who are firmly rooted in business value, constructing a future wave pipeline in sync with
enterprise strategy. This leader diligently monitors their initiatives’ progress and financials, communicating portfolio-level impacts
to maximize rapid delivery of business value. He or she proactively connects with leaders across the CMFG-wide organization,
identifying potential conflicts and imploring joint problem-solving.
High Focus
Partners with: Future Waves Disciplined visionary, defining future

■■ Product Owner Future MVFs state value across the broader
■■ Tech Leader enterprise:
■■ Transformation Leader ■■ Promoting an Agile mind-set in building
Current MVFs and adapting the capability’s future

Represents within the broader vision to changing opportunities
■■ Collaborating with senior business
organization:
■■ Perspectives on future-state capability leaders in crafting future waves adept
and strategy for future wave planning at capitalizing on customer and market
Current Sprint+1
to Product Owner and Tech Leader opportunities
■■ Communicating an insightful
■■ Market forces within the future wave
Lower Focus understanding of the value of needed
planning activities
capabilities
What are the expectations of this leader?

Rapidly break down obstacles and resolve issues to ensure team velocity is not impacted • Build and keep current an insightful
understanding of market forces and customer needs • Synthesize market and customer insights to influence overall organization
strategy • Bring value to customers and organizations, alike • Make time to participate in key project team moments to aid in their
success and keep them focused on bringing value to the customer
MEET THE AGILE PRODUCT OWNER (BUSINESS OWNER)

The Agile Product Owner acts as an agent for the customer, providing timely feedback on stories, sprint planning and prioritization.
They ensure that the work of the project team has a laser focus on capturing business value in the shortest time possible through
definition of an MVF. They actively reach out to the broader organization, building clear communication on the vision and progress
of the MVF while seeking to understand needs and insights. The Agile Product Owner seeks ways to validate and test assumptions.
High Focus
Partners with: Current Sprint+1 Attentive cultivator of business value

■■ Transformation Leader Current MVF and project team progress by:
■■ Tech Leader ■■ Promoting timely value delivery with
■■ Project Team Members Future MVFs focus on in-flight MVFs

■■ Eliminating non-value-add deliverables
■■ Advocating change management to

Represents within the broader
organization: ensure value attainment
■■ Actively engaging in risk management
■■ The perspectives of relevant groups,
■■ Simplifying complexities
units and customers to the project team
■■ Business Sponsors direction to the
Future Waves ■■ Partnering with business sponsors and
project team leaders in crafting MVF Roadmaps

Lower Focus
■■ The vision, financials and MVFs to the
broader organization

Serve as a leadership trio with the tech leader and transformation leader, jointly accountable for successful capture of business
value and execution of projects • Plan and carve a path to the full-fledged future product • Gain solid understanding of current state
across the enterprise • Enable synergies and roadblocks • Regularly review progress relative to assumptions and business value in
context of the broader vision • Minimize overhead tasks for the project team • Build an acceptance of having less documentation •
Be ever-present for the team • Empower team members • Foster an inclusive team culture
MEET THE AGILE TRANSFORMATION LEADER

The Transformation Leader builds a strong sense of urgency and keeps the team moving smoothly while trying new agile-friendly
ways to increase velocity and team productivity. They look ahead to identify risks, dependencies and impediments, leading the
team and business in finding a solution, actively escalating when needed to ensure resolution. The Transformation Leader keeps
a pulse on needs and insights from stakeholders and other initiatives, regularly communicating status, changes in direction, and
relevant metrics to avoid misalignment and roadblocks.
High Focus
Partners with: Current Sprint+1 Servant Leader that mentors the project
■■ Product Owner team and business leaders in optimizing
■■ Tech Leader Current MVF agile processes toward maximum
■■ Project Team Members business value:
■■ Facilitating key ceremonies driving
Represents within the broader agility

■■ Encouraging tools adoption and
organization:
■■ Resource needs to tech leader and
Future MVFs process adherence that aid the team
■■ Coaching story-writing that is right-
business sponsor to achieve sprint and Future Waves
MVF goals sized for backlog effectiveness
■■ Ensuring Validation with customers
■■ Options for future delivery of strategy
Lower Focus ■■ Aligning priorities with Product Owner
to the sponsor and Product Owner
■■ Team concerns related to complexity to
the sponsor and aiding in simplification

Serve as a leadership trio with the tech leader and Product Owner, jointly accountable for successful capture of business value and
execution of project • Primarily focus on current sprint, sprint+1 planning and in-flight MVFs • Organize artifacts and documentation
created by team, as appropriate to aid team efficiency • Create necessary communications to align across related initiatives •
Empower project team members • Foster an inclusive culture
MEET THE AGILE TECH LEADER

The Agile Tech Leader acts as a technology thought leader while sustaining sharp focus on current value delivery. They formulate
an approach to achieve value aligned to the business goals. Translate technical implications into business outcomes in unity with the
Product Owner and Transformation Leader. Looks ahead, identifying future technical complexity, dependencies and risks. Leads the
team to simplify, streamline and mitigate situations to best meet timelines and business functionality.
High Focus
Partners with: Current

Future Sprint+1
Waves Committed expediter and consul
■■ Transformation Leader Future MVFs ensuring customer focus to technical
■■ Tech Leader Current MVF work:
■■ Project Team Members ■■ Challenging technical norms
■■ IT Shared Services Teams ■■ Driving technical agility

Current MVFs
■■ Establishing technical direction based
Represents within the broader on best practices, involvement of right

Future MVFs IT teams and overall IT application
organization:
■■ Best practices portfolio
Future Waves ■■ Aiming for delivery of high-quality,
■■ Perspective of technical experts
■■ Alignment with technology customer-ready deliverables at every

Lower Focus sprint
stakeholders across the enterprise
■■ Balances delivery speed against
■■ Sustainable agile practices to tech
teams avoidance and retirement of technical

debt

Serve as a leadership trio with the Product Owner, and transformation leader, jointly accountable for successful capture of business
value and execution of project • Engage stakeholders and technical experts in challenging status quo to simplify solutions •
Regularly review and align tech focus on MVF goals • Have willingness to drive just enough planning to react to change and remain
agile • Identify potential technical dependencies, complexities and risks with the goal of eliminating impact on timely delivery •
Align work across tech teams to address dependencies and risks • Remove structural impediments for tech teams • Empower tech
teams • Foster inclusive team culture
AGILE ROLE FOCUS AREAS
Focus Area
Future Future MVF(s) in Current

Accountabilities
Wave MVF Flight Sprint /+1
Business Sponsor (Capability) Leader

■■ Set vision and strategy at the “capability” level, several years out, and define
initiatives/waves accordingly
■■ Ensure each initiative is heading toward the overall future state, in line with vision,
customers and market context High High Med-Low Low

■■ Understand delivery of business value at portfolio level, prioritize and change course
based on feedback and changing consumer landscape
Product Owner
■■ Work with sponsor to set vision at the “initiative” level, the current and future MVF’s,
short to medium term planning.

■■ Direct team towards achieving the vision, validating with customers and delivering
Low Med Med-High High
real business value quickly and incrementally
■■ Ruthlessly prioritize stories and support team in delivery
Transformation Leader
■■ Drive and prepare sprint efforts, efficiency and removing team obstacles, support
Business Owner in ceremonies

■■ Input to initiative strategy and execution through deep knowledge of overall
Very Low Low-Med High High
business and processes
■■ Oversee the Scrum process and coach in Agile methods.
Tech Leader
■■ Aim to deliver high-quality, customer-ready software at every sprint, challenging
technical norms
■■ Lead execution of technology work with cross functional team members in an agile
manner Low Low-Med High High

■■ Work to resolve technical dependencies, ensure customer focus to technical work
that follows PO priorities

SCRUM MEETING ROLES AND RESPONSIBILITIES

Product Transformation Tech Team
Session Type Tasks
Owner Leader Leader Member
Input features in TFS
Define Priorities in TFS—1–3 sprints out
Decompose features into stories in TFS
Review and approve new stories in TFS

Backlog
Grooming Facilitate backlog grooming session—focused on content,
story quality, story ownership, reinforcing priorities
Facilitate backlog grooming session—drive TFS, vote on

effort, keep meeting running smoothing, pulling in the
appropriate SMEs
Curate TFS—are things tagged, are they in the right

place, making it clean, making process efficient
Prepare deck for sprint review
Invite additional stakeholders as needed

Sprint Review
Facilitate sprint review session—intro: goal of the sprint,
what we achieved
Present stories to team and stakeholders
Facilitate sprint retro session

Sprint Retro
Implement changes identified in session
SCRUM MEETING ROLES AND RESPONSIBILITIES

Product Transformation Tech Team
Session Type Tasks
Owner Leader Leader Member
Pre-sprint planning- align on

■■ How things are going (TL)
■■ How things are being built (Tech Leader)
■■ Priorities for next sprint (PO)
Prioritize backlog in TFS in advance of meeting

Sprint Planning
Facilitate planning session—focused on giving vision,
content, story ownership, reinforcing priorities
Facilitate planning session—drive TFS, keep meeting

running smoothly
Accepting/committing to stories to work on
Facilitate daily huddle
Daily Stand Up Update tasks and remaining time in TFS
Update team on progress updates/priorities
Capture questions to ask customers
Feedback and
Prepare agenda
Requirements
from
Send out agenda
Customers
Facilitate meeting
ACTIVITY SELF-ASSESSMENT: BUSINESS SPONSOR

Question
1. F
ocuses on building capabilities and assets enterprise-wide, continually generating ideas for initiatives in future waves and working
with potential Product Owners to develop business cases
(Once every four months (Once every three months) (Once every two months) (Once per month, or more
or less) often as needed)
2. D
efines the initiative vision and communicates how initiative(s) fit in with overarching strategy for their area of the business—
including a set of capability objectives and associated priorities
3. R
eviews initiative future planning with leadership trio at least once per month, providing guidance and ensuring business value focus,
Future MVFs
paying attention to costs and expense plan

4. J
oins regular planning sessions for future MVFs, Commercialization/Operationalization workshops, and other ad-hoc planning
activities including meetings with other leadership/areas of CMG
(Rarely attends meetings, (Inconsistent attendance, (Usually attends meetings, (Always joins relevant meetings,
not proactive) some proactivity ) some proactivity) pro-actively sets up sessions as
needed)
5. Regularly meets with initiative(s) to understand customer feedback, using learnings to drive future plans
(Once every four sprints (Once every three sprints) (Once every two sprints) (Once per sprint, or more

Question
6. Reviews the initiative backlog once per month (at Epic/Feature level only), regularly participates in Touch-Base meetings
7. P
lays a leading role at capability meeting/touch base meetings or similar (weekly/bi-weekly) to ensure agile practices are continuing
and scope is being properly managed
(Once every month or less) (Once every three weeks) (Once every Sprint) (Once per week, or more
often as needed)
8. R
egularly engages the Product Owner to help define and prioritize high level items of business value, problem solve and help remove
Current MVFs
impediments
9. D
evelops strong understanding of relevant CUNA capabilities by aligning with other CMG leadership; leverage these capabilities
to improve, speed up or make current work more scalable
1—Never 3—Sometimes 5—Consistently
(Sometimes is pro-active (Consistently engaged and
about understanding and proactive in communicating/
communicating these) helping initiatives with these)
10. W
orks with wider management across CMG to advocate for the initiative(s), pro-actively seeking synergies and helping to resolve
initiative impediments
(Sometimes is pro-active and (Consistently engaged and
advocating) proactive in advocacy)

Question
11. D
isplays and instills an agile mindset, being flexible to respond to change such as customer preference learnings and other insights
that alter initiative scope, fostering this approach with team
(Sometimes or often displays (Consistently ‘agile’, uses this
Current Sprint/Sprint+1
this mindset, can shift into to help initiatives and coaches

waterfall thinking) leaders)
12. Welcomes opportunities to sharpen scope and focus their initiatives to deliver incremental business value
(Once every four months (Once every three sprints) (Once every two sprints) (Once per Sprint, or more
13. P
articipates in Sprint Reviews and visits with initiatives in their team rooms at least bi-weekly to give encouragement and
recognition of achievements
ACTIVITY SELF-ASSESSMENT: PRODUCT OWNER

Question
1. R
eviews the target-state vision (full-fledged) for this initiative and the MVF roadmap with the team, sponsor, and stakeholders at
least once a month and makes adjustments/refinements as necessary
2. Engages customers/partners on an ongoing basis, and shares insights on the “voice of the customer” at least once a month
(Once every four sprints (Once every three months) (Once every two months) (Once per month, or more
Future MVFs
3. R
ecaps “value at stake” from the full-fledged target state so that it is top of mind for the team driving the initiative, and uses that as
a guide for decision making
(Once every four months (Once every three months) (Once every two sprints) (Once per Sprint, or more
4. T
racks work that is underway within the organization that could impact this initiative or could be impacted by this initiative, and
proactively engages in conversations with relevant stakeholders
5. D
rives the initiative to deliver the business value and impact (at least as much, or more) as described in the “1-pager” created when
Current MVF(s)
the initiative was started

(Never makes references (Always references and aligns
or aligns to targets) where relevant)

Question
6. K
eeps the team focused on the business value and metrics the initiative is driving towards by recapping them with the team and
sponsors at least once a month
7. P
ressure tests the stories to ensure they are (a) absolutely needed to deliver MVF (b) follow best practices and standards laid out for
the Transformation
(Once every four sprints (Once every three sprints) (Once every two sprints) (Once per Sprint, or more
Current MVFs
8. E
ngages Sponsor/Capability Leader at the right level and detail; particularly in the weekly meetings, takes them through the key
achievements team just completed, and key stories the team is working on and gets specific feedback
(Once every four weeks (Once every three weeks) (Once every Sprint) (Once per week, or more
9. S
hares the leadership role effectively with the Transformation Leader and Tech leader (e.g., by co-presenting at the sponsor
meetings, by collectively making decisions etc.)
(Rarely considers this) (Sometimes considers this) (Usually considers this) (Considers this at every group
interaction)
10. M
inimizes work required for status updates (e.g., minimal creation of power point documents by reusing pages, and by focusing on
the key messages)
(For occasional status (For some status meetings) (For most status meetings) (For every status meeting)
meetings)

Question
11. C
arefully manages the initiative financial plan, providing quarterly updated forecasts, managing leadership expectations about
Current MVFs
assumptions, resources, and benefits, working with the Transformation Leader as needed
(Some forecast updates, (Provides quarterly forecast,
not consistent) manages expectations)
12. P
rioritizes the backlog to ensure execution is on the shortest path to completing the MVF, acting with and instilling a sense of
urgency in delivering business value quickly to learn and validate
(Once every two sprints (Prioritized every three-four (Prioritized once per sprint) (Backlog is always up to date
or less) weeks) and prioritized)
13. Works with the delivery team to finalize what is going to be in the current sprint during Sprint Planning

14. Is available everyday (or has assigned a proxy) to answer any questions from the delivery team and provide timely decisions when
needed
(Once every two sprints (Makes some time available (For most key meetings and (Every day and formalized for
or less) every sprint) co-location) every team touch point)
15. Is present at each sprint’s Sprint Review to provide feedback and encouragement to the delivery team
(Rare attendance/little (Inconsistent attendance (Once every Sprint, tends (Every sprint and actively
engagement) and engagement) to dominate meeting) participating and supportive)
ACTIVITY SELF-ASSESSMENT: TRANSFORMATION LEADER

Question
1. Facilitates monthly planning sessions including Product Owner and Tech Leader, highlighting future roadblocks or issues
2. Engages at least once every two weeks during planning phase of future MVF’s, highlighting dependencies, resource constraints etc
Future MVFs

3. E
nsures the team has an up to date and organized repository for ‘just enough’ artifacts and key documents, minimizing the creation
of needless documentation
(Ad-hoc management (Repository created, little/no (Repository organized/
of artifacts) management) documentation minimized)
4. C
onducts a review of upcoming work at least once every sprint, ensuring resource planning is adequate, validated with relevant
management and secured
Current MVFs
(Once every four sprints) (Once every three sprints) (Once every two sprints) (Once every Sprint, or more
often as needed)
5. P
rovides a weekly update to leadership, including: Roadmap, scope, risks/issues, Stories completed last week, Stories being
completed this week and progress against agreed initiative metrics
(Once every four weeks (Once every three weeks) (Once every two weeks) (Once per week, or more

Question
6. M
aintains a register of external dependencies, engaging other teams proactively and involving team members as needed to deliver—
updated each sprint
(Once every few sprints/ (Once every couple of sprints, (Once every Sprint, some (Multiple times per Sprint
ad-hoc) little external proactivity) external proactivity as needed, regular external
engagement)
7. E
nsures that the Product Owner always has an updated set of features and stories within TFS, coordinates feature estimation among
Current MVFs
trio, and works with the team to ensure the correct stories are being written
(Once every three sprints (Once every two sprints) (Once every Sprint) (Regularly managed, within
or less) every Sprint)
8. W
orks to maximize the efficiency of the team: Discusses Velocity at every Sprint Review, introduces processes to increase team
velocity every sprint—creating innovations around the agile process (focused sessions for sub-groups, coaching, tweaking meetings
structure)
(Once every four sprints (Once every three sprints) (Once every two sprints, some (Once per Sprint, innovating
or less) innovation) often as needed)
9. Daily work within TFS, reviewing progress of initiative, up to date metrics and status to drive transparency (e.g., sprint burndown)

(Once per sprint or less) (Couple updates per sprint) (Few times per week) (Once per day, or more often
as needed)
10. A
ssists team members with writing stories and tasks, pressure testing to ensure shortest path to MVF and full utilization of team and
skills

Question
11. Maintains and promotes process and internal contacts for regular testing with consumers and customers

12. Daily maintenance of team calendar, setting and facilitating key meetings along with Product Owner and Tech Leader
(Once every three sprints (Once every two sprints) (Once every sprint) (Regularly, every Sprint and
or less) more often as needed)
13. E
nsures a sense of urgency in the team, scheduling meetings and setting cadence in a way that promotes ‘just enough time’ for
thought and planning, to drive quick delivery and validation—not over thinking
(Generally settles into a (Sometimes pushes the team (Regularly pushes the team
comfortable cadence, allowing on urgency, but not always) and problem solves to ensure
team to set urgency) urgency)
14. W
orks with the wider organization as needed to break down blockers and ensure smooth delivery of tasks for the team, engaging in
a helpful, empathetic way to foster agile approaches outside the core team that speed delivery
(Engages with external teams (Regularly works with outside
occasionally, not achieving team members, coaching and
better timeliness or urgency driving in equal measure)
from those teams)
ACTIVITY SELF-ASSESSMENT: TECH LEADER

Question
1. R
eviews the target state vision (full-fledged) monthly, and develop technical plans for the initiative with the wider IT Team, customers
and stakeholders, focusing on business value, avoiding re-invention
Future MVFs
2. R
eviews the target state vision (full-fledged) and the MVF roadmap for this initiative with wider IT groups (i.e. EA, Testing etc)
and other relevant business units at regular intervals to understand: dependencies, areas of impact or complexity and pro-actively
engages in conversations with relevant stakeholders to pre-empt and plan/resource to mitigate risk
3. S
hares the leadership role effectively with the Transformation Leader and Product Owner (e.g., by co-presenting at the sponsor
meetings, by collectively making decisions etc)
interaction)
Current MVFs
4. C
ollaborates with Product Owner and pushes back on additional scope to ensure only absolutely needed scope is delivered in order
to validate hypothesis
interaction)
5. S
hows a keen understanding of customer/consumer needs and regularly drives team to validate outputs with consumers/customers,
anticipating customer testing at least 2 sprints ahead

Question
6. S
hows a focus on the high quality of outputs, managing testing in appropriate way—establishing best practices for offshore testing
(i.e., QMC), finding ways to streamline and involving others as needed
(Once every four sprints (Once every three sprints) (Once every two sprints) (Once per Sprint, innovating
7. D
riving the IT team to develop solutions to deliver the business value and impact (at least as much, or more) as described in the “1
pager” created when the initiative was started that are innovative, maintainable and testable
1—Never 5—Consistently
(Never makes references to original business value (Always references, where relevant, to focus team on the original
and not aligned to team targets) business value to align with team targets)
8. D
riving the IT team to develop solutions to deliver on the success metrics (at least as much, or more) as described in the “1 pager”
Current MVFs
created when the initiative was started that are innovative, maintainable and testable
1—Never 5—Consistently
(Never makes references to original business value (Makes regular references to and focuses team on the original
and not aligned to team targets) metrics and aligns with team targets)
9. M
inimizes work required for status updates (e.g., just enough documentation to aid in enabling clear communication with business
and IT)
(For occasional status (For some status meetings) (For most status meetings) (For every status meeting)
meetings)
10. E
ngages sponsor at the right level and detail; particularly, in the weekly sponsor meeting, takes the sponsor through the key
technical achievements just completed, and key stories the team is working on from a technical perspective and gets specific
feedback
(Once every two sprints (Once every three weeks) (Once every sprint) (Once per week, or more

Question
11. K
eeps team focused on building maintainable and testable software, potentially deployable every sprint, that delivers business value
and metrics the initiative is driving towards, recapping with the team each sprint and ensuring delivery in thin slices through multiple
releases that occur through the MVF
12. A
ctively seeks input from team in standup and elsewhere on impediments to progress, facilitating quick resolution by involving
others or escalation as necessary to move the team forward
13. S
hares the leadership role effectively with the Transformation Leader and Product Owner (e.g., by co-presenting at the sponsor
meetings, by collectively making decisions, etc)
interaction)
14. P
rovide the team with technical direction true to agile principles and mindset, adapting to change, and coaching the team in
sustainable agile delivery practices
15. P
roactively engages others outside the team, bringing in expertise and working to solve technical issues, identifying solutions and
communicating as needed
BUSINESS SPONSOR EFFECTIVENESS CRITERIA
■■ Focuses on building capabilities and assets enterprise-wide, continually generating ideas for initiatives in future
waves and working with potential Product Owners to develop business cases
■■ Defines the initiative vision and communicates how initiative(s) fit in with overarching strategy for their area of the
Enterprise–Wide business—including a set of capability objectives and associated priorities
Focus ■■ Develops strong understanding of relevant CUNA capabilities by aligning with other CMG leadership; leverages these
capabilities to improve, speed up or make current work more scalable
■■ Works with wider management across CMG to advocate for the initiative(s), pro-actively seeking synergies and
helping to resolve initiative impediments
■■ Reviews initiative future planning with leadership trio at least once per month, providing guidance and ensuring
business value focus, maintaining accountability for the financial plan
■■ Regularly meets with initiative(s) to understand customer feedback, using learnings to drive future plans
Business Value ■■ Regularly engages the Product Owner to help define and prioritize high level items of business value, problem solve
Orientation and help remove impediments
■■ Displays and instills an agile mindset, being flexible to respond to change such as customer preference learnings and
other insights that alter initiative scope, fostering this approach with team
■■ Welcomes opportunities to sharpen scope and focus their initiatives to deliver incremental business value
■■ Joins regular planning sessions for future MVFs, Commercialization/Operationalization workshops, and other ad-hoc
planning activities including meetings with other leadership/areas of CMG
■■ Reviews the initiative backlog once per month (at Epic/Feature level only), regularly participates in Touch-Base
meetings
Collaboration ■■ Plays a leading role at capability meeting/touch base meetings or similar (weekly/bi-weekly) to ensure agile practices
are continuing and scope is being properly managed
■■ Participates in Sprint Reviews and visits with initiatives in their team rooms at least bi-weekly to give encouragement
and recognition of achievements
Leadership ■■ Follows the program guiding principles, both in individual behaviors and in motivating team members to do the same
Behaviors
BUSINESS SPONSOR EFFECTIVENESS LEVELS

Level 1 Level 2 Level 3 Level 4
Struggles to make Understands and Innovates to continually Regularly conceives of

connections between advocates for leverage find new ways of using ideas for future initiatives
Enterprise-Wide
initiative-level work and of assets and capabilities program established that grow capabilities
Focus
enterprise-wide needs broadly across the capabilities in other parts across the enterprise
organization of the business
Struggles to retain focus When prompted, can Regularly solicits partner Maintains a continual
on adding business value articulate initiative value and customer feedback eye on what contributes
Business Value through initiatives within being delivered and help and incorporates learnings to business value and is
Orientation their capability prioritize work to achieve into initiative priorities willing to make significant
that value pivots upon new learnings
to achieve that
Can be difficult to reach Regularly attends Proactively participates in Clearly articulates to

and get direction from, Agile activities and team activities, providing program leadership
inhibiting teams’ ability answers questions of clarity on prioritization and partners how the
Collaboration to move forward in some trio leadership and team and lending insight to capability portfolio
cases members potential opportunities serves the enterprise, and
and challenges welcomes feedback to
strengthen the portfolio
Makes no visible effort Makes occasional Through behaviors, shows Viewed as an invaluable
to exhibit or encourage reference to program others what it means to role model for peers
Leadership
program team principles principles but does clearly live by program principles and team members in
Behaviors
in practice not exhibit them in practice demonstrating program
principles
PRODUCT OWNER EFFECTIVENESS CRITERIA
■■ Engages customers/partners on an ongoing basis, and shares insights on “voice of the customer” (both internal and
external customers) at least once a month
■■ Recaps “value at stake” from the full-fledged target state so that it is top of mind for the team driving the initiative,
and uses that as a guide for decision making
■■ Drives the initiative to deliver the business value and impact (at least as much, or more) as described in the “1 pager”
Business Value created when the initiative was started
Focus ■■ Keeps the team focused on the business value and metrics (both leading and lagging) the initiative is driving towards
by recapping them with the team and sponsors at least once a month
■■ Carefully manages the initiative financial plan, providing quarterly updated forecasts, managing leadership
expectations about assumptions, resources, and benefits, working with the Transformation Leader as needed
■■ Prioritizes the backlog to ensure execution is on the shortest path to completing the MVF, acting with and instilling a
sense of urgency in delivering business value quickly to learn and validate
■■ Pressure tests the stories to ensure they are (a) absolutely needed to deliver MVF (b) follow best practices and
standards laid out for the Transformation
Promoting ■■ Minimizes work required for status updates (e.g., minimal creation of elaborate power point documents by reusing
Efficiency
pages, and by focusing on the key messages)
■■ Works with the delivery team to finalize what is going to be in the current sprint during Sprint Planning
■■ Reviews the target state vision (full-fledged) for this initiative and the MVF roadmap with the team, sponsor and
stakeholders at least once a month and makes adjustments/refinements as necessary
Vision ■■ Tracks work that is underway within the organization that could impact this initiative, or could be impacted by this
Orientation initiative, and pro-actively engages in conversations with relevant stakeholders
■■ Engages Sponsor/Capability Leader at the right level and detail; particularly in the weekly meetings, takes them through
the key achievements team just completed, and key stories the team is working on and gets specific feedback
■■ Shares the leadership role effectively with the Transformation Leader and Tech Leader (e.g., by co-presenting at the
sponsor meetings, by collectively making decisions etc)
Collaboration ■■ Is available everyday (or has assigned a proxy) to answer any questions from the delivery team and provide timely
decisions when needed
■■ Is present at each Sprint Review to provide feedback and encouragement to the delivery team.
Behaviors
PRODUCT OWNER EFFECTIVENESS LEVELS

■■ Gets easily lost in Makes occasional Takes initiative amongst Continually communicates
process reference to long-term team and outside within team and to
Business Value ■■ Does not mention or value when asked and to reference value leadership about how
Focus
articulate connection at major milestones achievements and individual stories tie in
to business value obstacles to long-term value
Does not make efficiency References priorities in Regularly pushes team At virtually all touchpoints,
a priority often creating sprints, but makes no on most necessary stories leads team in prioritization
Promoting extra work clear effort in practice to and minimizes updates to and streamlining of current
Efficiency streamline stories and may streamline effectiveness and future work
spend effort on low-value
add activities
Does not demonstrate When prompted and at Proactively raises how Keeps team and
to team the connection major milestone points, achievements and stakeholders focused
Vision between daily work and can state the vision and customer input plays into on vision at all times,
Orientation end state generally describe how overarching vision; takes continually tying vision
MVF aligns with end state opportunity to let partners to sprint planning and
know this as well communication
Can be difficult to locate Views themselves Distinctly makes trio and Extremely highly valued as
and makes no clear primarily as an individual partner communication a thought partner within
effort to share leadership contributor, rather a priority and goes out team and outside; team
Collaboration responsibility with trio than part of collective of way to give other trio feels comfortable raising
leadership team, with opportunities issues
no concerted effort to
improve engagement
Leadership
program team principles in principles but does not live by program principles and team members in
Behaviors
practice clearly exhibit them in practice demonstrating program
principles
TRANSFORMATION LEADER EFFECTIVENESS CRITERIA
■■ Engages at least once every two weeks during planning phase of future MVF’s, highlighting dependencies, resource
constraints etc.
■■ Conducts a review of upcoming work at least once every sprint, ensuring resource planning is adequate, validated
with relevant management and secured
■■ Provides a weekly update to leadership, including: Roadmap, scope, risks/issues, Stories completed last week, Stories
Process being completed this week and progress against agreed initiative metrics
Excellence ■■ Ensures that the Product Owner always has an updated set of features and stories within TFS, coordinates feature
estimation among trio, and works with the team to ensure the correct stories are being written
■■ Daily work within TFS, reviewing progress of initiative, up to date metrics and status to drive transparency (e.g., sprint
burndown)
■■ Maintains and promotes process and internal contacts for regular testing with consumers and customers
■■ Daily maintenance of team calendar, setting and facilitating key meetings along with Product Owner and Tech Leader
■■ Ensures the team has an up to date and organized repository for ‘just enough’ artifacts and key documents,
minimizing the creation of needless documentation
■■ Works to maximize the efficiency of the team: Discusses Velocity at every Sprint Review, introduces processes to
increase team velocity every sprint—creating innovations around the agile process (focused sessions for sub-groups,
Velocity
coaching, tweaking meetings structure)
Orientation ■■ Assists team members with writing stories and tasks, pressure testing to ensure shortest path to MVF and full
utilization of team and skills
■■ Ensures a sense of urgency in the team, scheduling meetings and setting cadence in a way that promotes ‘just
enough time’ for thought and planning, to drive quick delivery and validation—not over thinking
■■ Facilitates monthly planning sessions including Product Owner and Tech Leader, highlighting future roadblocks or
issues
■■ Maintains a register of external dependencies, engaging other teams proactively and involving team members as
Collaboration
needed to deliver—updated each sprint
■■ Works with the wider organization as needed to break down blockers and ensure smooth delivery of tasks for the
team, engaging in a helpful, empathetic way to foster agile approaches outside the core team that speed delivery
Behaviors
TRANSFORMATION LEADER EFFECTIVENESS LEVELS

■■ Unable to provide process Facilitates basic Agile Goes beyond standard Sought out as a role model
direction to teams fundamentals, holding key practice to innovate in new and example for best
■■ Teams are unable to activities such that teams ways to make processes practices in Agile process
Process Excellence
understand work to be are aware of work to be more effective and pivot execution
completed accomplished as necessary to meet
customer needs
No clear conception of Ensures that TFS is updated Creates a strong sense Takes a point of view on
what it takes to make the and makes velocity of urgency with team, what pivots and elimination
Velocity
team increase speed and conversations a regular streamlining stories and of workstreams can
Orientation
operate more efficiently priority within the team creating the shortest path streamline path to value
to MVF completion
Independently contributes Reacts to requests from Takes initiative to convene Viewed by broad
but does not make a team members and outside, with trio and program organization as regular
Collaboration concerted effort to make meeting the immediate leadership to highlight and collaborator, highlighting
team approach and needs of these requests overcome roadblocks dependencies and breaking
planning more effective down complex blockers
Makes no visible effort Makes occasional reference Through behaviors, shows Viewed as an invaluable
to exhibit or encourage to program principles but others what it means to live role model for peers
Leadership
program team principles in does not clearly exhibit by program principles in and team members in
Behaviors
practice them practice demonstrating program
principles
TECH LEADER EFFECTIVENESS CRITERIA
■■ Shows a keen understanding of customer/consumer needs and regularly drives team to validate outputs with
consumers/customers, anticipating customer testing at least 2 sprints ahead
■■ Shows a focus on the high quality of outputs, managing testing in appropriate way—establishing best practices for
offshore testing (i.e., QMC), finding ways to streamline and involving others as needed
■■ Drives the IT team to develop solutions to deliver the business value and impact (at least as much, or more) as
described in the “1 pager” created when the initiative was started that are innovative, maintainable and testable
■■ Drives the IT team to develop solutions to deliver on the success metrics (at least as much, or more) as described in
Impact
the “1 pager” created when the initiative was started that are innovative, maintainable and testable
Orientation ■■ Minimizes work required for status updates (e.g., just enough documentation to aid in enabling clear communication
with business and IT)
■■ Keeps the team focused on building maintainable and testable software, potentially deployable every sprint, that
delivers business value and metrics the initiative is driving towards, recapping with the team each sprint and ensuring
delivery in thin slices through multiple releases that occur through the MVF
■■ Provides the team with technical direction true to agile principles and mindset, adapting to change, and coaching the
team in sustainable agile delivery practices
■■ Reviews the target state vision (full-fledged) monthly, and develop technical plans for the initiative with the wider IT
Team, customers and stakeholders, focusing on business value, avoiding re-invention
■■ Reviews the target state vision (full-fledged) and the MVF roadmap for this initiative with wider IT groups (i.e., EA, Testing
etc) and other relevant business units at regular intervals to understand: dependencies, areas of impact or complexity and
Partner pro-actively engages in conversations with relevant stakeholders to pre-empt and plan/resource to mitigate risk
Engagement ■■ Engages sponsor at the right level and detail; particularly, in the weekly sponsor meeting, takes the sponsor through
the key technical achievements just completed, and key stories the team is working on from a technical perspective
and gets specific feedback
■■ Proactively engages others outside the team, bringing in expertise and working to solve technical issues, identifying
solutions and communicating as needed
■■ Shares the leadership role effectively with the Transformation Leader and Product Owner (e.g., by co-presenting at
the sponsor meetings, by collectively making decisions etc)
■■ Collaborates with Product Owner and pushes back on additional scope to ensure only absolutely needed scope is
Collaboration
delivered in order to validate hypothesis.
■■ Actively seeks input from team in standup and elsewhere on impediments to progress, facilitating quick resolution by
involving others or escalation as necessary to move the team forward
Leadership ■■ Follows the program guiding principles, both in individual behaviors and in motivating team members
Behaviors to do the same
TECH LEADER EFFECTIVENESS LEVELS

Does not broadly share Serves basic needs of Goes beyond expectations Clearly establishes
expertise towards the team in effort to achieve to deliver value through leadership in delivering
Impact effort of creating business value by responding to regular releases and sustainable agile impact
Orientation value tech requests; can explain frequent customer testing practices across the
project priorities when organization
asked
Generally unable to see Makes an effort to update Proactively engages Delivers exceptional
and add value outside own partners on view of vision leadership and partners, value by engaging with
Partner swim lane and how technical work both on successes and external partners regularly,
Engagement contributes to that effort challenges early, often overcoming blockers and
soliciting feedback developing widely usable
product
Primarily viewed as an Viewed as a consultative Serves as a highly visible Considered a leader in the
individual contributor expert, proactively raising and valuable partner in program because of ability
within the team ideas and issues the leadership trio, sharing to provide expertise and
Collaboration the role with others and deliver value outside of
effectively pushing to immediate initiative goals
minimize scope where
possible
Leadership
program team principles in principles but does not live by program principles and team members in
Behaviors
practice clearly exhibit them in practice demonstrating program
principles
KEY CONSIDERATIONS TO SET UP A COMMUNITY OF PRACTICE
Consider three questions when structuring a project

management community of practice (COP).
How should COP

Will there be one COP or multiple? What will the COP offer?
leadership be structured?
One Central COP for a Broad Audience Controlled Possible Mix of Events or Resources
■■ Structured format and defined mandate to Offer
Versus ■■ Agenda set by management ■■ Live Meetings
■■ Dedicated resources to manage the ■■ Virtual Meetings

Separate Targeted COPs
■■ By role
COP ■■ Networking opportunities/platforms
■■ Knowledge sharing platforms

■■ By region
Versus ■■ Social events
■■ By PMO
■■ Mentoring
■■ By business area Collaborative
■■ Self led by community members
■■ Agenda set by community feedback
■■ Organic and fluid structure and
mandate
See CEB Ignition™ Guide to Creating a Project Management Community of Practice for more details.

Setting Product Owners Up For Success: 3 October 2017

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Setting Product

CEB PMO Leadership Council

Confidentiality and Intellectual Property

More than 60% of PMO leaders say Product

n = 111 organizations. n = 18 PMO and Agile leaders.

Product ownership is mission critical, but inadequately supported.

Source: CEB analysis.

Source: CEB analysis.

Source: CEB analysis.

Provides business vision Authorized to determine

Identify and resolve potential Lead execution of

Coach teams in Agile Transformation Tech Resolve technical

Source: CUNA Mutual Group; CEB analysis.

See p. 20–23 for detailed descriptions of Agile leadership roles.

Strategic Digital Stakeholder

Inspires a Shared Vision Team Empowerment Relationship Building

Optimizes Work Processes

Source: CUNA Mutual Group; CEB analysis.

Future Future MVF(s) in Current

■■ Drive and prepare sprint efforts, improve efficiency, and remove

■■ Deliver high-quality, customer-ready software at every sprint.

Source: CUNA Mutual Group; CEB analysis.

See p. 24 for a detailed version of Agile leader focus areas.

Checklist for Post-Meeting Tasks 1 Easy-to-Use Interface

4 Training and Coaching

Source: Lambda; CEB analysis.

PRODUCT OWNER ACTIVITY SELF-ASSESSMENT

1—Never 2—Rarely 3—Sometimes 4—Usually 5—Consistently

Source: CUNA Mutual Group.

Source: CUNA Mutual Group; CEB analysis.

Source: Charles Schwab; CEB analysis.

See p. 47 for key questions to consider before setting up a community of practice.

Coordinating Mixed Multi-Methodology

Project Management Cost Efficiency Benchmark: Improve your

DEVELOP AND ENABLE DIGITAL TALENT

MEET THE AGILE BUSINESS SPONSOR (CAPABILITY LEADER)

Partners with: Future Waves Disciplined visionary, defining future

Current MVFs and adapting the capability’s future

What are the expectations of this leader?

MEET THE AGILE PRODUCT OWNER (BUSINESS OWNER)

Partners with: Current Sprint+1 Attentive cultivator of business value

■■ Project Team Members Future MVFs focus on in-flight MVFs

■■ Advocating change management to

project team leaders in crafting MVF Roadmaps

What are the expectations of this leader?

MEET THE AGILE TRANSFORMATION LEADER

Represents within the broader agility

the sponsor and aiding in simplification

What are the expectations of this leader?

MEET THE AGILE TECH LEADER

Partners with: Current

■■ IT Shared Services Teams ■■ Driving technical agility

Represents within the broader on best practices, involvement of right

■■ Alignment with technology customer-ready deliverables at every

teams avoidance and retirement of technical

What are the expectations of this leader?

AGILE ROLE FOCUS AREAS

Future Future MVF(s) in Current

Business Sponsor (Capability) Leader

customers and market context High High Med-Low Low

based on feedback and changing consumer landscape

short to medium term planning.

Business Owner in ceremonies