Module 5:

Pod Roles & Responsibilities

 The Agile Mindset

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 The Agile Mindset

Roles & Responsibilities

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 The following 3 key roles are involved
in both the Design Thinking Pods and
the Implementation Pods:
 The Agile Mindset
• Epic Lead
• Epic Manager
• Product Ownership

Let’s look at these in more detail.

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 The Epic Lead…
• Maintains the vision for the solution in the context of the overall goals and
objectives of the Epic and overall transformation program

• Is an escalation point to address and remove blockers

 • The
IsAgile
a coordination
Mindset point for sharing information with co-leads, external
stakeholders, and affected ESDC programs

• Is responsible for recommending acceptance of Solution outputs as done to

DG Steering Committee

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 The Epic Manager…

• Supports and works with the Epic Lead to continuously ‘evergreen’ the Epic plan,
identify and manage interdependencies and seek opportunities to enhance /
accelerate the solutions

• Plays an important role in Product Ownership

 The Agile Mindset
• With input from key stakeholders, has primary responsibility for building, editing,
and maintaining the product backlog

• Reviews and reprioritizes the backlog, including coordination of dependencies with

other Epic Managers

• Participates in the development of story acceptance criteria

• Is responsible to review the team demo and recommend accepted stories as done
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 The Product Ownership…

• Product ownership is a shared responsibility in the

Pod. It is led by the Epic Manager and informed by
leads from the Business Line(s) and Service /
Channel within ESDC.
Epic
Manager
• The MVP (a subset of the product backlog) to be
 The Agile Mindset
addressed in a sprint or solution cycle must be
determined by this group and articulated and tracked
by the Epic Manager. The MVP is approved at the Service/ Business
Channel Line
DG Steering Committee.

• The management of the complete sprint or solution

cycle backlog is the responsibility of the Epic
Manager.
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 The Agile Mindset

Design Thinking Pod

Roles

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 Epic Leads and Epic Managers are
involved regardless of the stream of
work, be it Design Thinking or
 The Agile Mindset
Implementation.

However, for Design Thinking there

are a few key roles that pod members
need to play. Take a look at them on
the next slide.

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 Key Types of Roles for Design Thinking

 The Agile Mindset

Strategy/ Technology User Experience Facilitator Voice of the Voice of the

Innovation Role: (UX)/User Role: User Stakeholder
Role: Helps to challenge Interface (UI) Helps the team to Role: Role:
Helps to draft the ideas and make stay focused, Helps the team to Helps the team be on
them happen! Role: finish the
vision that Helps to interpret users think from our user’s track on the
connects ideas activities on time point of view. objectives of this
needs and bring and have a great
and benefits. concepts to life. project and what we
time. are trying to achieve.

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 The Agile Mindset

Implementation Pod
Roles

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 Now let’s jump to the Implementation
Pod.

There are 3 key groups involved in

 The Agile Mindset implementation work, these include:

1) Essential
2) Dedicated
3) Enabling

Let’s look at these in more detail.

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 1) Essential

Product Ownership
• Product ownership is a shared responsibility
Epic
in the Pod. Manager

• It is led by the Epic Manager and informed

 The
byAgile
leads from the Business Line(s) and
Mindset
Service / Channel within ESDC. Service/ Business
Channel Line

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 1) Essential

Scrum Master
• Facilitates Pod team meetings (e.g. Daily Stand-up, Planning, Review, and
Retrospective)

• Regularly tracks progress against the backlog (e.g. through a scrum board)
 The Agile Mindset

• Helps the Epic Manager manage the backlog, guide the team, and facilitate a
healthy team dynamic

• Actively tracks and addresses “blockers”

• Helps protect the team from uncontrolled expansion of work

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 1) Essential and/or 2) Dedicated

Development Team
• A multi-disciplinary team responsible for collaborating with Product Ownership to
understand the WHAT, then determine the HOW and build it. This team can include
developers, subject matter experts, business analysts etc.

 The Agile Mindset

Note: Other roles may be applicable as Essential and/or Dedicated depending on the
nature of the solution (e.g. a Technical Lead for an IT led solution).

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 3) Enabling Stakeholders

There are also a number of supporting roles that help throughout both the Design Thinking and
Implementation work. These include, but are not limited to the following enabling stakeholders
from the:

• Program Management Office (PgMO)

• Change Management Leadership and Organizational Readiness (CMLOR)
 • The Agile
Public Mindset
Affairs and Stakeholder Relations Branch (PASRB)
• Client Experience Testing
• Business Process Management
• Business Architecture
• Chief Data Office
• Legal Services etc.

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 The Agile Mindset

Pod Team
Responsibilities

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 Pod Team Responsibilities Include:

Collaboration:
• The Pod Team is responsible for conducting the work required to complete the
user stories.

• Team members avoid siloed “not my job” thinking.

 The Agile Mindset

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 Pod Team Responsibilities Include:

Participation:
• Team member’s roles are not to simply contribute in their area of specialty. The
role of each team member is to help the team deliver potentially “launch-able”
increments.

• Often, the best way for a team member to do this is by contributing work in their
 The AgileofMindset
area specialty.

• Other times, the team will need to work outside their area of specialty in order to
best move backlog items from “in progress” to “done”.

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 Pod Team Responsibilities Include:

Organization:
• The team self-organizes to get all of the necessary work done.

• The team creates and owns the estimates on timing to completion and own the
“how to do the work” decisions.

 The Agile Mindset

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 When working together…
• Clear communication is a key ingredient for working well in teams. However, it’s not enough to just speak clearly, we
must also make sure that we’re being heard and understood. To facilitate this, we can adopt the Herrmann Brain
Dominance Instrument (HBDI) Whole Brain® Thinking as a guide to help us understand our thinking preferences.
• For example, we can use this model to help us be even more mindful of different communications styles, so we can
speak one another’s language and can create great collaboration and teaming through shared understanding and
communication. We can also use this model to better understand how to build more trust with one another.

 The Agile Mindset

Thorough with references

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Whole Brain® ThinkAbout Communication Whole Brain® ThinkAbout Trust
 Well done Relay Racers!

You are almost finished the final level of training.

You’ll find module review questions when you
click next and some further reading. Once you’ve
gone through those last two items, you’ll have
completed the entire Pod Orientation Training.

 The Agile Mindset You started as walkers and have developed into
relay racers. You are now ready for the next
stage, the Live Training where you can put the
concepts you learned here into practice.

We are excited to see you all in Live Training!

Feel free to review any of these modules or the
further reading as you get ready to start Live
Training. See you there!

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 Community Chat

“What is a lesson learned from the most collaborative environment you have worked in?”
• What were the key elements?
• What made you feel trusted, safe or able to fail?
• Were there certain factors that helped you?
• How could you take these factors forwards in future (after groups present back)

 The Agile Mindset

Insert Comment…

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 Module Recap / Review
1 …
A …
B …
C …
D …

2 …

 The Agile Mindset A ..

B ..
Module Recap / C ..
Review
3 …
A ..
B …
C …
D …
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 Directions to go to SharePoint site for the
Roadmap, etc.

 The Agile Mindset

Further Reading

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