Why is the Declaration of Interdependence an important document for the Product Owner?
The importance of these concepts for the Product Owner lies in their effectiveness for the role. They encourage a Product Owner to do their job well, and not just get their job done. Without a good Product Owner, development may still get done, and stakeholders will eventually get features, but the process will not be effective. ROI will suffer, developers will get bogged down and frustrated with inconsistent work, and stakeholders will not receive regular progress. It is the duty of the Product Owner to facilitate the entire process, like a well-oiled machine.
Why is the Declaration of Interdependence important for other roles in Agile?
So that means that the Declaration of Interdependence has no bearing on other parts of Agile Projects, right? Far from it. A team of developers isn’t a single entity, removed from the Agile process, they are right at the center of the action. An effective Product Owner, must implement the concepts in the Declaration of Interdependence, as well as encouraging and equipping the development team to efficiently produce quality work.
Similarly, stakeholders rely on the Product Owner to effectively maintain the Product Backlog and prioritize work for the development team. Agile Project Management isn’t just a list of requirements in a checklist that get crossed off one by one. It is a dynamic environment that makes sure the product is exactly what the customers want.
Though the Declaration of Interdependence is a document focused on Product Owners, it benefits all facets of Agile Projects. An effective Product Owner streamlines the entire process and encourages open and honest communication between stakeholders and developers. With a good Product Owner leading the ship, developers can create products that satisfy stakeholder requirements in a timely fashion.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios