Tactical Scaling Roles

At the team level we define ten roles that occur on delivery teams, five primary roles and five supporting roles. The five primary roles (Stakeholder, Team Member, Team Lead, Product Owner, and Architecture Owner) occur on delivery teams regardless of the situation faced by the team. The five supporting roles (Specialist, Independent Tester, Domain Expert, Technical Expert, and Integrator) are typically needed when delivery teams face one or more tactical scaling factors.

The following table summarizes the specialist roles, and their responsibilities , that may appear at the team level of the DA™ tool kit to support tactical agility at scale.

Table 1. Disciplined agile roles that support tactical scaling.

Role	Responsibilities	Process Blade(s) or Scaling Factor
Ambassador	Travels between sites, working at the location for a period of time before returning to their “home site” Keeps communication between sites going Helps to build relationships between people at disparate sites	Geographic Distribution
Boundary Spanner	Coordinates communication between geographically distributed sites Looks for opportunities to help people at different sites to communicate with one another when needed Works with boundary spanners at the other sites to promote collaboration between sites	Geographic Distribution
Chief Architecture Owner (CAO)	Leads the architecture team within a program Effectively a Team Lead for the Architecture Owners within a program Mentors and guides the architecture owners within a program Guides the Architecture Owners through negotiating technical dependencies within a program Works closely with the enterprise architecture team Often takes on the role of Architecture Owner on one or more delivery teams	Program Management / Large Team
Chief Product Owner (CPO)	Leads the Product Owner team within a program Effectively a Team Lead for the Product Owners within a program or a Product Manager for the program Works closely with the Program Manager to allocate work between sub-teams Mentors and guides the product owners within a program Guides the Product Owners through negotiating functional dependencies Works closely with the product management team Often takes on the role of Product Owner on one or more delivery teams	Program Management / Large Team
External Auditor	Audits teams within your organization, or the entire organization itself, for compliance to industry regulations Not an employee of your organization, they typically work for a government agency or for a professional services firm They will assess you for compliance and report where, if at all, you need to improve	Regulatory Compliance
Internal Auditor	An auditor who works for your organization They are very familiar with the applicable regulations Teaches people about applicable regulations Works with teams to help them identify what they need to do to be compliant Assesses teams, potentially simulating an external audit, to determine level of compliancy Works with external auditors to help them to gain access to the people and materials they require to audit	Regulatory Compliance
Program Manager/Coordinator	Organizes sub-teams within the program Coordinates the activities within a large delivery team (program) Collaborates with Product Owners to allocate and organize work amongst sub-teams Collaborates with Architecture Owners to negotiate technical dependencies	Program Management
Project Manager	Manages or coordinates a project (even in organizations where you have long standing teams, also called product teams, you may still have projects that need to be managed) Coordinates large portions of work (projects) that require several delivery teams to work on Coordinates work (projects) across organizational boundaries Coordinates work (projects) across organizations, particularly when the work is being done for a customer organization Does NOT manage or direct members of an agile team	Organizational Distribution