Agile Work Roles

There are three simple roles in Agile Work. All other roles, titles, duties or responsibilities are not part of Agile Work.

The Process Facilitator is responsible for the process used by the team. Normally, the Process Facilitator role is held by a single person who does not have any other duties.
– Keeps the team on-track by gently reminding the team of the process rules, e.g. having a completed chunk of work at the end of the iteration
– Facilitates process improvements, usually by doing a process reflection between iterations
– Coaches and instructs the team and individuals on the Agile Work axioms, disciplines, practices and how to apply them
– Works closely with the Product Owner to ensure that the quality Work Item List is maintained
– Focus on the “Clear the Path” practice of removing obstacles

Here is a short statement on the Process Facilitator Role. And here is a Process Facilitator Job Description.

The Product Owner is responsible for working with stakeholders to develop the Work Item List and understanding, maintaining and prioritizing it. Normally, the Product Owner role is held by a single person who does not have any other duties.
– Responsible for working with the team when the team has questions about items in the Work Item List
– Makes on-demand/immediate decisions about priority and meaning of items in the Work Item List

Here is a short set of links and another description of the Product Owner Role.

The Team Members are responsible for organizing and executing the work they have committed to doing.
– Extend themselves beyond their field of specialization
– Volunteer for tasks to complete the work (no one on the team or outside the team assigns tasks)
– Responsible as a team for determining how to complete work and then completing it

This new set of roles, along with other agile practices and principles, often results in a huge shift in responsibility. Decision-making and accountability is transferred from managers to the team. This change can be very difficult for managers who are accustomed to direction, delegation, control. Instead, managers must become facilitators and enablers.

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