Multi-Team Agility

Starting (0)

It is unclear who is accountable for the Multi-Team Effort Product, Backlog, or Value Delivery

Developing (1)

There is one defined Product Leader (i.e., Product Owner, Product Manager) who has the customer, domain, and functional knowledge necessary to play the role

Can clearly articulate the vision and goals of the Multi-Team Effort

Clearly articulates stakeholder needs and the purpose of the request to the contributors of the Multi-Team Effort

Effectively manages stakeholders across the organization

Emerging (2)

Fully empowered to prioritize and is accountable for the Product Backlog of the Multi-Team Effort, its content, availability, and ordering

Makes themselves available to the Teams of the Multi-Team Effort when needed

Has received formal Product Owner or Product Management training and certification

Strong and supportive role model within the Multi-Team Effort, fostering relationships that lead to a viable working environment

Clearly articulates trade-offs, adjustments, and plan impacts in real-time to stakeholders to avoid surprises

Adapting (3)

Views experimentation as a way to learn and fail fast

Takes an active role in the implementation of the new ways of working within the Multi-Team Effort and feels accountable for the change

Understands and demonstrates system thinking and promotes the greater good over local optimization, partnering with other units to facilitate the flow of value

Coaches other Multi-Team Effort Product Leaders on advanced Product Leadership techniques

Optimizing (4)

Thanks to the Product Leader's success, influence, and commitment to knowledge sharing, their advanced Multi-Team Product Leadership techniques have been adopted throughout the enterprise and is considered a best practice supported by leadership