All requests must come through the product owner for prioritisation. This requires all partners such as procurement, finance, legal and governance boards to not approve changes that are received outside the product team.
Limited change capacity means tough prioritisation decisions. The product owner must balance the needs of the programmes versus the needs of the user. This has the potential to disappoint those requests are not prioritised.
Restrictive contracts can limit the speed of iteration. Some legacy supplier contracts allow for continual iteration and some are more restrictive.
If product ownership works in software development then why can't it work in technology infrastructure as well?
The benefits of continual improvement, a joined-up view and a single point of contact should outweigh the issues we will face.
Only time will tell if this new approach results in higher customer satisfaction scores for the technology team.
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