Product Owner changes

src/delivery/delivery.11tydata.json

@@ -0,0 +1,5 @@
+{
+  "discussion": {
+      "category": "delivery"
+  }
+}

src/delivery/index.md

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 ---
 layout: collection
-title: "Delivery Management"
+title: "Delivery"
 description: "How we manage delivery at the NHSBSA"
 tags: home
-order: 1
+order: 2
 collection_tag: delivery
 pagination:
   data: collections.delivery

src/design/index.md

@@ -3,7 +3,7 @@ layout: collection
 title: "Design"
 description: "How we design at the NHSBSA"
 tags: home
-order: 1
+order: 4
 collection_tag: design
 pagination:
   data: collections.design

src/development/index.md

@@ -3,7 +3,7 @@ layout: collection
 title: "Development"
 description: "How we develop at the NHSBSA"
 tags: home
-order: 30
+order: 6
 collection_tag: dev
 pagination:
   data: collections.dev

src/glossary/index.md

@@ -4,7 +4,7 @@ title: "Glossary"
 description: "Common acronyms and abbreviations at the NHSBSA"
 tags: [home]
 order: 
-  home: 100
+  home: 10
   dev: 100
 ---
 

src/how-to-contribute/index.md

@@ -2,7 +2,7 @@
 layout: article
 title: "Contributing to the playbook"
 tags: [home, 11ty]
-order: 1000
+order: 11
 related:
   tag: playbook
 ---

src/product/about-role.md

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+---
+layout: article
+title: "About product ownership"
+description: "What does a product owner do?"
+tags: product
+order: 1
+---
+
+## What a product owner does
+
+The product owner is accountable for maximising the value of the product resulting from the work of the delivery team. How this is done may vary widely across organisations. Typically, at the NHSBSA we work to Agile and Scrum frameworks and principles. We also structure teams as defined in the GOV Service Manual and work to meet Central Digital and Data Office (CDDO) and NHS service standards.
+
+Product owners shape and steer the product towards a vision and will take feedback and influence from stakeholders within the organisation, users, and the market to ensure the development team is building the right thing.
+
+#### Product owners are accountable for:
+
+- the successful delivery of user centred products
+- defining the product strategy and vision – in line with service vision and objectives
+- owning the product roadmap and product backlog, bridging the gap between strategy and development
+- managing the backlog with input from the team, ensuring the backlog is mature and there are clearly defined priorities and sprint goals
+- making strategic and tactical product decisions
+- planning for and participating in service assessments (all stages including planning and assessment itself)
+- managing competing priorities, adapting to meet both internal and external user's needs
+- using product management principles and approaches to capture and translate user needs into deliverable outcomes for users
+- defining the minimum viable product (MVP)
+- monitoring product quality and setting appropriate objectives and key results (OKRs) and key performance indicators (KPIs)
+- using expertise to understand and communicate scope and constraints to manage expectations with all stakeholders. For example, user centered design (UCD) and development team
+
+#### Product owners do not:
+
+- create or own the delivery plan
+- manage or dictate team tasks
+- breakdown areas of work into tasks and stories in Jira
+- manage scope for sprints
+- determine the priority for the business – they work with the business to prioritise based on all information available to them
+- act as subject matter experts for the service
+
+## Expectations of product owners
+
+### Expectations of all product owners
+
+- Delivery of user-focused products throughout the product lifecycle.
+- Manage communication to stakeholders.
+- Liaison between development team and stakeholders.
+- Work to GOV and NHS service standards.
+- Plan for and participate in service assessments.
+- Work within an agile, multidisciplinary team.
+- Participate in all agile ceremonies.
+- Have an active involvement in the management and prioritisation of the product backlog.
+- Share knowledge and improve practices within the product owner community.
+- Continuously learn and develop product skills.
+- Promote the product profession and educate colleagues.
+
+### Expectations of associate product owners
+
+- Support in the delivery of user-focused products throughout the product lifecycle.
+- Assist the product owner with management of the product backlog or own small product and backlog of their own.
+- Ensure backlog items are clear and well-defined.
+- Help run workshops to gather and refine requirements.
+- Contribute to the product roadmap and ensure goals are met.
+- Support colleagues with user testing and training.
+- Help prepare for service assessments.
+
+### Expectations of product owners
+
+- Deliver user centered products, owning the vision and roadmap throughout the product lifecycle.
+- Manage priorities, adapt products to meet needs and align the roadmap with strategic goals.
+- Translate user needs into outcomes, define the minimum viable product and set acceptance criteria.
+- Monitor product quality and success, set OKRs and KPIs, and use data and insight to prioritise improvements.
+- Work with delivery teams to overcome constraints and ensure products meet user and operational needs.
+- Understand and advise on how to take work forward based on return on investment (ROI).
+- Communicate constraints and manage expectations with multiple stakeholder groups (internal and external).
+- Contribute to the product owner community to ensure collaboration and synergy.
+- Act as the main contact for product related queries.
+- Identify and promote improvements through digitisation.
+- Build strong networks and foster collaborative problem-solving.
+- Ensure products align with NHSBSA values and governance and incorporate user feedback.
+- Support leadership priorities and ensure digital projects align with NHSBSA goals.
+- Support heads of service, service owners and leadership team in delivering priorities and engaging with stakeholders, ensuring alignment with NHSBSA strategy.
+- Actively participate in user research to gather feedback and prioritise based on data.
+- Consider cost in all product decisions.
+- Actively contribute to the NHSBSA product owner community, sharing insights and celebrating progress.
+- Ensure project outputs comply with Department of Health and Social Care (DHSC), NHSBSA policies, and UK legislation.
+- Take responsibility for personal development to meet current and future needs.
+- Handle complex and sensitive information, influencing senior leaders and stakeholders on difficult issues.
+
+### Expectations of senior product owners
+
+Everything expected of product owners, plus:
+
+- line manage and mentor NHSBSA product owners, supporting their professional development
+- support product owners to ensure products have clear visions aligned with user needs and organisational strategy
+- use your expertise to communicate constraints and manage expectations with various internal and external stakeholders
+- demonstrate knowledge of CDDO service standards and service assessments and mentor others on best practices
+- take responsibility for personal development and support others in the product community
+- facilitate the product owner Community to ensure teams collaborate and find synergies
+- act as an ambassador for NHSBSA products and the main contact for product queries
+- serve as the initial escalation point for key product decisions, providing support and direction
+- build strong networks and promote digital improvement activities
+- ensure products align with NHSBSA values and governance, report on progress and incorporate user feedback
+- support heads of service, service owners and leadership team in delivering priorities and engage with stakeholders to assess product delivery possibilities
+
+### Expectations of lead product owner
+
+- Provide strong, visible leadership for product profession at a senior level across NHSBSA and with external stakeholders and networks.
+- Oversee the NHSBSA portfolio of user-centered products, setting the overarching product operating model, strategy, vision, prioritising tasks, and embedding governance.
+- Line manage product colleagues across the organisation, including performance management, appraisals, and coaching.
+- Lead recruitment of product roles, advising on and creating resourcing plans considering the product portfolio and lifecycle.
+- Lead on training and development for the product owner community and manage the budget.
+- Senior escalation point for key product decisions, providing leadership and support.
+- Ensure products have clear visions aligned with user needs and organisational strategy.
+- Report on OKRs and product performance and quality metrics, ensuring risk mitigation.
+- Coordinate with stakeholders and delivery partners, evaluating new opportunities.
+- Shape an environment that supports effective and efficient product development.
+- Establish and govern an enterprise product framework, setting strategic priorities for continuous development.
+- Build strong networks and promote digital improvements within NHSBSA and with stakeholders.
+- Lead and support product teams in securing funding to progress work and delivery value at pace.
+- Participate in the cross-government product heads community, taking learnings, sharing insights and celebrating progress.
+- Coach teams in product management, Agile and Lean practices and develop innovative ways of working.
+- Handle complex and sensitive information, influencing senior leaders and stakeholders on difficult issues.
+- Contribute to product objectives, KPIs, and business plans, ensuring alignment with service teams.
+- Act as a catalyst for change across the organisation.
+- Participate in organisational activities where your strengths are needed (e.g. business planning and design boards).
+- Ensure the business unit has a flexible and reliable workforce, handling recruitment, performance management, training, and continuous improvement.
+- Perform duties as required by the senior leadership team (SLT), including deputising when needed.
+- Ensure compliance with internal and external policies and standards.
+- Manage budgets, influence budget decisions and ensure cost-effective product development and return on investment (ROI). Determine resource profiles and manage headcount and training budgets.

src/product/agile-team.md

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+---
+layout: article
+title: "Agile and product ownership"
+description: "What does a product owner do in an agile team?"
+tags: product
+order: 2
+---
+
+## The role of the product owner in an agile team
+
+The product owner in an agile team plays an important role in defining and prioritising the product backlog to make sure the team delivers maximum value to the users. They should act as the bridge between stakeholders and the development team ensuring that the product vision is clearly understood and aligned with business goals.
+
+The key responsibilities within the team are to:
+
+- articulate the product vision and strategy to the team
+- ensure the development team understands the product goals and user needs
+- create, prioritise and maintain the product backlog
+- communicate with stakeholders to gather requirements and feedback
+- make decisions on scope, priorities and trade-offs when required
+- review completed work against acceptance criteria 
+- continuously refine the backlog based on feedback and changing priorities
+- make sure Government Digital Service (GDS) standards are being followed 
+
+### Working with the delivery manager
+
+The product owner and delivery manager work closely together to ensure the successful delivery of the product. While the product owner focuses on defining and prioritising the product backlog, the delivery manager is responsible for overseeing the execution of the development process. 
+
+Their collaboration ensures that the team is aligned with the product vision and that the delivery process is efficient and effective.
+
+- Both roles ensure that the team understands and is aligned with the product vision and goals.
+- The product owner prioritises the backlog, while the delivery manager plans and coordinates the development activities for sprints.
+- They maintain open and continuous communication to address any issues, changes, or updates.
+- The delivery manager ensures that the team has the necessary resources, while the product owner provides clarity on priorities.
+- They work together to track progress, with the delivery manager focusing on timelines and the product owner on the value delivered.
+- Both roles identify and mitigate risks, ensuring that the project stays on track.
+- They establish a feedback loop to continuously improve the product and the delivery process based on stakeholder and team input.
+
+### Working with the business analyst 
+
+In the various agile delivery teams across the NHSBSA, the business analyst and product owner work closely together to ensure that the product being developed meets the needs of the stakeholders and delivers maximum value. 
+
+The business analyst normally supports the product owner with:
+
+- refining the product backlog by breaking down high-level requirements into detailed user stories, prioritisation of stories and ensuring they are ready for development
+- working together to explain the user stories to the development team, answer any questions, and ensure that the team understands the scope and objectives of the sprint
+- to provide regular feedback to the development team through the sprint, addressing any issues that arise and responding to any questions 
+
+!!! warning Important
+It’s not uncommon for the business analyst to step in for the product owner and handle some of their tasks. However, the product owner remains accountable for all product decisions in every case
+!!!
+
+### Working with user centered design (UCD)
+
+The product owner collaborates closely with the UCD team to ensure that the product is not only functional but also user friendly and meets the needs of its end-users. 
+
+The product owner and UCD team work together on:
+
+- refining the backlog by incorporating user research findings into the product backlog - this ensures that user needs are represented, prioritised and can be planned into the development process
+- collaborating in sprint planning to explain the user stories and design requirements to the development team
+- walkthrough proposed designs to help development teams understand the user experience, the rationale behind design decisions and can implement them effectively
+- participating in design reviews with the UCD team to provide feedback and ensure that the designs align with the product vision and user needs
+- participate in sprint reviews to gather feedback from stakeholders and users
+- reviewing insights from surveys and other feedback channels
+- provide the UCD team with feedback, ensuring there is a continuous feedback loop in place

src/product/index.md

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+---
+layout: collection
+title: "Product"
+description: "How we manage products at the NHSBSA"
+tags: home
+order: 1
+collection_tag: product
+pagination:
+  data: collections.product
+  size: 50
+  alias: articles
+---

src/product/prioritisation.md

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+---
+layout: article
+title: "Prioritisation"
+description: "Prioritisation techniques"
+tags: product
+order: 4
+---
+
+The product owner represents the needs of many stakeholders via the product backlog. Stakeholders wishing to make changes to a product should make a request to do so through communicating with the product owner, who will review the request and decide on whether this will be taken forward based on the need, feasibility, value and priority.
+
+Prioritisation is a key responsibility of the product owner, ensuring that the most valuable and impactful features are delivered first. This process involves evaluating and ranking items in the product backlog based on their importance to the business and the user. Effective prioritisation helps the team focus on delivering maximum value and achieving the product goals efficiently.
+
+The following prioritisation techniques can be used by product owners at NHSBSA:
+
+## Must Have, Should Have, Could Have, Won't Have (MoSCoW)
+
+The MoSCoW method categorises tasks into four groups: must haves, should haves, could haves, and won’t haves. This helps teams focus on the most critical elements first.
+
+### Pros:
+
+- Clearly distinguishes between essential and non-essential tasks.
+- Adaptable to changing priorities and requirements.
+- Focus: Helps teams concentrate on delivering the minimum viable product (MVP).
+
+### Cons:
+
+- Can be subjective, as different stakeholders might have varying opinions on what constitutes a "must have".
+- Neglect of lower priorities "could haves" and "won’t haves" might never get done.
+
+!!! warning Best Used In
+Projects where it’s crucial to deliver a working product quickly, such as in agile environments or when developing an most valuable product (MVP).
+!!!
+
+## Value vs. Effort Matrix
+
+This technique involves plotting tasks on a matrix based on their value (benefit) and effort (cost) to identify quick wins and avoid time sinks.
+
+### Pros:
+
+- Provides a clear visual representation of priorities.
+- Helps identify tasks that offer the most value for the least effort.
+- Can be adapted to different types of projects and goals.
+
+### Cons:
+
+- Estimating value and effort can be subjective and inconsistent.
+- May oversimplify complex tasks and dependencies.
+
+!!! warning Best Used In
+Situations where quick decision making is needed and there’s a need to balance high value tasks with available resources.
+!!!
+
+## Cost of Delay (work in progress)
+
+This method calculates the impact of delaying a task or project, helping prioritise tasks that should be completed sooner to minimise impact of not doing something.
+
+### Pros:
+
+- Provides a clear rationale for prioritisation, based on impact asessments.
+- Improved decision making, enhancing resource allocation and urgency.
+- Speaks clearly to stakeholders in terms of impact.
+
+### Cons:
+
+- Can be time consuming and difficult to gather financial data needed.
+- May be complex to implement and require significant effort to maintain.
+- Does not consider longer term strategic goals.
+
+!!! warning Best Used In
+Projects where financial impact is a critical factor, such as in external deadlines such those set by Department of Health and Social Care (DHSC).
+!!!
+
+## Reach, Impact, Confidence, Effort (RICE)
+
+The RICE method scores tasks based on Reach (number of people affected), Impact (effect on users), Confidence (certainty of estimates), and Effort (resources required).
+
+### Pros:
+
+- Structured approach, provides a clear, quantifiable method for prioritisation.
+- Encourages objective, data driven decision-making.
+- Considers multiple factors, providing a balanced view.
+
+### Cons:
+
+- Can be time-consuming to gather data and calculate scores.
+- May be complex to implement and require significant effort to maintain.
+
+!!! warning Best Used In
+Mature products or projects where detailed analysis and data driven decisions are essential for prioritisation.
+!!!
+
+These techniques offer various ways to prioritise work effectively, each with its own strengths and weaknesses. What they typically don’t consider is dependencies from one piece of work to another, or where work is needed to mitigate business risk – it could therefore be that a combination of methods is needed, or that the method chosen is just the starting point in prioritisation discussions.
+
+Scoring is also not a one and done exercise – it could be that the score changes as new information is learned. It will be for the product owner and team to choose a technique that works best for them.

src/product/product.11tydata.json

@@ -0,0 +1,5 @@
+{
+  "discussion": {
+      "category": "product-ownership"
+  }
+}