Que devient le Program Manager dans l’agilité à l’échelle (Scaling Agile) ?

avril 25, 2019

Que devient le Program Manager dans l’agilité à l’échelle (Scaling Agile) ?

Dans l’approche classique des Projets, le Program Manager coordonnait l’ensemble des Projets constituant le Programme de Projets.

Il était chargé de fixer le But (Goal) du Programme et de fédérer les différents Project Managers responsable de chaque Projet.

Dans l’approche Agilité à l’échelle (Scaling Agile), ce rôle de Program manager n’existe pas. Le Program Manager est remplacé par le rôle de Product Management.

Product management as a Lean-Agile Leader in Scaling Agile

Le Product management est un Program Lean-Agile Leader.
● He charts the future by anticipating and preventing issues that are potential impediments for the Team.
● The role is key for leading organizational change management activities that enable cross-functional Teams to adapt to the changes in the working environment.
● Schéma p 40

SAFe in a Nutshell

Le Product management est chargé de constituer le Program Backlog, de l’organiser, d’en assurer la priorisation.

Product management et Program Backlog

Product Management has content authority for the Program Backlog. They are responsible for identifying Customer needs, prioritizing Features, guiding the work through the Program Kanban and developing the program Vision and Roadmap.

© Scaled Agile, Inc.

C’est donc bien le Product Management qui est propriétaire des Features Priorities.

A Feature is a service that fulfills a stakeholder need. Each feature includes a benefit hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single Agile Release Train (ART) in a Program Increment (PI).

© Scaled Agile, Inc.

Le Product Management va travailler avec les différents Product Owners de chacune des Equipes pour planifier la Release.

Product management et Release

C’est le Product Management qui validera les Capabilities comme « Done ».

A Capability is a higher-level solution behavior that typically spans multiple ARTs. Capabilities are sized and split into multiple features to facilitate their implementation in a single PI.

© Scaled Agile, Inc.

Ce Product Management s’assurera après chaque Program Increment (PI) qu’une partie importante du Produit a bien été mise en Release à la Production.

Features also lend themselves to the Lean UX process model, which includes a definition of the Minimum Marketable Feature (MMF), a benefit hypothesis, and acceptance criteria. The MMF helps limit the scope and investment, enhances agility, and provides fast feedback. Capabilities behave the same way as features. However, they are at a higher level of abstraction and support the definition and development of large Solutions.

© Scaled Agile, Inc

La System Demo est conduite par le Product management les POs et la System Team.

Product Management, Program Backlog, Continuous exploration, Features et Capabilities

Features in context of SAFe

Le Product Management collabore avec les Customers, les Key Users, les Stakeholders, les Business Owners, Les System Arch/Eng, les RTEs, les Teams pour assurer la Continuous Exploration.

The primary responsibilities of Product Management in the context of a single Agile Release Train (ART) are :

– Understand customer needs and validate solutions

– Understand and support portfolio work

– Develop and communicate the program vision and roadmap

– Manage and prioritize the flow of work

– Participate in PI planning

– Product Management works with release management

– Participate in demos and Inspect and Adapt (I&A)

– Build an effective Product Management/Product Owner team

© Scaled Agile, Inc.

Product Management is the internal voice of Customer

En résumé, nous pouvons dire que le Product management est la voix interne du Customer ou des familles de Clients.

Product Management – is the internal voice of the Customer and works with Customers and Product Owners to understand and communicate their needs, define system features, and participate in validation. They are responsible for the Program Backlog.

© Scaled Agile, Inc.

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