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Find a Course:The Product Owner (PO) is a member of the Agile Team who is responsible for maximizing the value delivered by the team and ensuring that the Team Backlog is aligned with customer and stakeholder needs. As a member of the extended Product Management function, the PO is the team’s primary customer advocate and primary link to business and technology strategy. This enables the team to balance the needs of multiple stakeholders while continuously evolving the Solution. DetailsFor most enterprises moving to Agile, the Product Owner role is a new—and typically full-time—role for each Agile Team. Each PO represents the needs of customers and the business within a particular Solution domain, which is typically co-represented by a Product Manager. Together, they ensure that product strategy and implementation remain connected throughout the value stream. Serving as the ‘voice of the customer’ for the team entails a broad range of responsibilities. The PO must build and manage key relationships, synthesize information from multiple sources, maintain business alignment in the Team Backlog, and communicate effectively with a variety of audiences—all with a bias toward delivering, and learning, quickly. ResponsibilitiesThe PO’s responsibilities can generally be categorized into five primary areas, as shown in Figure 1. Each of these areas of responsibility is described in the sections below. Connecting with the CustomerEnsuring that ARTs are continually building the right things and building them right is a never-ending process. Product strategy, design, and implementation must evolve with ever-changing customer desires and business needs. The PO, in close partnership with Product Management, applies a customer-centric mindset along with design thinking tools to guide the ART toward delivering solutions that are desirable, viable, feasible, and sustainable. The PO applies Customer Centricity and Design Thinking in the following ways:
Contributing to the Vision and RoadmapWhile product managers contemplate the solutions and experiences an ART should deliver, POs also understand what solutions and experiences the teams can deliver. This practical insight is a valuable contribution to the vision and roadmaps that guide solution implementation. The PO applies this pragmatic insight in the following ways:
Managing and Prioritizing the Team BacklogWith input from Product Management, System Architecture, and other stakeholders, the PO has the primary responsibility for maintaining the content and the conceptual and technical integrity of the Team Backlog. Consisting of user stories, enablers, and defects, the backlog must always contain work that is ready to be pulled for implementation by the team and be aligned with the most current needs of customers and stakeholders. The PO manages the ongoing integrity of the team backlog through the following activities:
Supporting the Team in Delivering ValueValue is created when Agile teams pull from the backlog, implement stories, integrate and test changes, and deliver a solution increment. These value-creation activities occur primarily during iteration execution. As an integral member of the team and their primary customer proxy, the PO provides daily insights that guide development toward the highest-value outputs and the team toward meeting iteration goals. This enables the team and, in turn, the ART, to deliver continuous value.
Getting and Applying FeedbackThe PO has a primary responsibility for maximizing the value delivered by an Agile team. This, of course, implies that value is known. That knowledge comes from frequent feedback from customers and stakeholders—not just upon delivery but throughout the entire delivery life cycle. The PO is critical in enabling the continuous feedback loops that fuel the value stream. The PO seeks quantitative and qualitative feedback to develop a comprehensive understanding of where solutions are and are not providing real value. The following activities enable the PO to gather and apply feedback from several key sources:
Key PartnershipsThe PO is ultimately responsible for maximizing the value delivered by the Agile team, which requires the PO to ensure that the right solutions are built and that they are built the right way. However, the PO cannot accomplish this alone. Building the right solutions requires deep knowledge of business strategy, customer segments, market dynamics, and value stream economics. The PO establishes a close relationship with Product Management to derive these macro-level insights and apply them to specific product domains. Building solutions the right way requires Team and Technical Agility, DevOps practices, and a Continuous Delivery Pipeline. These technical capabilities determine the speed and quality with which value can be delivered, and the PO relies on the Agile team to provide them. The PO provides a crucial link in the bi-directional information flow between Product Management and the Agile team. As shown in Figure 2, the PO keeps the Agile team informed of the strategy that drives product design and keeps Product Management informed of the innovations that influence the evolution of product strategy. Customer feedback aligns thinking from strategy through execution and is accessible to all roles. Figure 2. Key PO relationshipsLast update: 11 October 2022 The information on this page is © 2010-2022 Scaled Agile, Inc. and is protected by US and International copyright laws. Neither images nor text can be copied from this site without the express written permission of the copyright holder. Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc. Please visit Permissions FAQs and contact us for permissions. © 2022 Scaled Agile, Inc. All rights reserved. What is the proper sequence of events in an activityCommentExplanationThe proper sequence of tasks in an activity-based costing system is: identification of cost pools,identification of cost drivers, calculation of pool rates, and assignment of cost to products.
What are the steps of calculating the activityStep 1: Identify the products that are the chosen cost objects. Step 2: Identify the direct costs of the products Step 2: Identify the direct costs of the products. Step 3: Select the activities and cost-allocation bases to use for allocating indirect costs to the products for allocating indirect costs to the products.
What are the four levels of activities used in activity4ABC uses four different levels of activity cost driver to allocate the cost from resource to product. These cost drivers are Resource-to-Department Cost Driver, Department-to-Function Cost Driver, Function-to-Activity Cost Drivers and Activity-to-Product Cost Driver.
What should be done in Stage 1 in an activityABC allocates overhead costs in two stages: Stage 1: Overhead costs are allocated to activity cost pools. Stage 2: The overhead costs allocated to the cost pools is assigned to products using cost drivers. SO2 Identify the steps in the development of an activity-based costing system.
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