Situation:
For 2 years I had been the sole member of the Product Owner Team for a large and complex document management software suite.
Two additional resources were hired into the team within a short period.
My role:
Lead Product Owner in a team of three.
Goals:
We had to bed down consistent processes, sharing workloads and sharing information while remaining creative.
Process Design:
Together the team defined a framework based on the design thinking ‘double diamond’. We listed expected activities and outputs that would normally be expected from each stage.
Information Radiator:
This mapped onto a kanban board in our shared space. This was used for standup meetings.
Each of these cards represents a project. Coloured dots indicate priority. Later we added photos to indicate ownership.
We found that few others were interested in our progress! However, we found it helpful to have an open attitude from end to end.
Documentation:
Our framework defined a documentation standard for each phase. The star indicates that this information would be created or developed during this phase.
Tranparency:
All documentation was held in an open space on the company wiki. This allowed open insight into data gathered and decision making processes. A private team area was maintained on the wiki for commercially sensitive content.
Traceability:
Every project was given a ticket number by JIRA. This number was linked to build tickets as well as being added to documents and diagrams.
