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05 July 2011

Comments

Edward Vielmetti

Glad to see you back on the blogging treadmill.

Paul_boos

Hi Jim,

While I like the distinction you are making. I think the signatories of the Agile Manifesto had the thought that most things between the business and It became contracts (Project Charters, Project Plans, or other documents with rigid scope). Which is why they put Customer Collaboration over Contract Negotiation.

They stressed Interactions over Processes (and tools) to reflect the high bandwidth information sharing needed (over a rigid process that defines how information was to be shared (or a tool that showed how it would be captured). Of course working in collaboration is a form of high bandwidth interaction, so what you propose fits soundly with the intent.

I've always been a proponent of a single product owner (though I am preferring the term Product Growth Facilitator) to coach subject matter experts (SMEs) in the collaboration on the product and to help ensure prioritization occurs. I can see a committee working in some cases, but a single facilitator to the business makes it easier from a coordination aspect. The drawback is when this facilitator tries to be the end-all-be-all SME.

Sounds like you truly embraced the values of the Manifesto; unfortunately many take it out of context and think it mandates a particular process. Glad to see you didn't fall into that trap.

Hope to catch you in DC soon!
Paul

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Jim Benson is a collaborative management consultant. He is CEO of Modus Cooperandi, a consultancy which combines Lean, Agile Management and Social Media principles to develop sustainable teams.

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