Application Development Manager: Overview of Roles

WavelengthFlow_LargeIn Lean-Agile, the delivery of value involves the effort of people from all across the value stream: executive, management, and front line teams. People from the Business and technology work together to discover and deliver work that customers can use and can realize value from it.

The following tables show the roles that are in various levels and offer links to Reading Paths and descriptions of many of the roles. To see roles in the context of the work of Lean-Agile, see the example RACI Chart for Lean-Agile.

Here is a quick description of the levels.

  • Portfolio Level. The Portfolio Level includes a diverse group of stakeholders working across organizational boundaries. The Portfolio Level is responsible for priority, the order of work, and deciding what is active. Roles involved in the portfolio include the Value Stream Owners and the sponsors. The Business engages with the technology organization at the Portfolio Level. In many organizations, Portfolio Level work is carried out by a PMO.
  • Program Level. The Program Level is the center of responsibility that is focused on an application area. Work is comprised of releases, enhancements, production support, and maintenance requests. This level also is responsible for program ecosystem and operational metrics.
  • Team Level. The Team Level is composed of development teams and shared services. Each development team is composed of the developers, testers, analysts and SMEs required to produce and implement a Business value increment, for quality assurance, and continuous incremental improvement. A team’s work is composed of the stories and tasks for a specific release, enhancements, production support, and maintenance requests.

Skills needed in a team typically include analysis, design, code, build, deploy, testing, acceptance, validation, and implementation. Extended skills needed might include: Architecture and design, build and release management (environments), SEO, and subject matter/domain expertise (technical, Business, and customer).

The Portfolio Level

Role Focus of the Role
Value Stream Owner
  • Continual realization of the highest Business value
  • Optimal cycle time from idea to realization
Business Sponsor
  • Realizing Business value and ROI
  • Providing final approvals and resources/funding
Technology Sponsor
  • Technology and process to realize Business value incrementally with quality solutions
  • Representing interests, constraints, and requirements for the organization

The Program Level

Role Focus of the Role
Product Manager
  • Defining the scope for Business discovery
  • Prioritize and incrementally realize Business value, ROI
Business Project Manager
  • Visibility and progress of portfolio Book of Work and/or program backlog
  • Project administration and oversight on behalf of the Business
  • Business standards for the organization
Technology Delivery Manager
  • The overview of the continual, incremental delivery of quality solution(s)
  • Knowledge and learning leadership
Application Development Manager / Technical Lead
  • Development of software functionality with integrity
  • Extensibility and maintainability that can be delivered incrementally
  • System evolution, architecture and design
  • Code quality (developer standards) and managing dependencies and/or collusion points
  • Determining appropriate required skills/expertise for technical development
Information Risk Manager
  • Providing guidance on compliance with required application controls
  • Risk mitigation strategies
Infrastructure PM
  • Establishing and maintaining project artifacts and execution for infrastructure
IT Project Manager
  • Providing project administrative support as required by the organization’s life-cycle framework
Infrastructure Engineer
  • Determining  the design and executing the implementation of infrastructure

The Team Level

Role Focus of the Role
Product Owner
  • Acceptance, validation, adoption: MBI and features
  • To the development team, the Product Owner looks like a representative of enterprise business value
  • To those who identify what value is needed, the Product Owner looks like a member of the development team: one who thoroughly understands value and their perspective
Team Agility Coach
  • Instilling and nurturing Lean-Agile practices
  • Coaching for visibility, transparency, and Lean-Agile practices
  • Continuous incremental process improvement and team efficiency
Business Subject Matter Expert
  • Acceptance criteria
  • Validation and implementation of Business value increment
  • Contributing to requirements
Business Analyst
  • Synthesizing/refining requirements
  • Business analysis
  • Acceptance tests
Technical Architect
  • System architecture and design
Technical Lead
  • Design and code quality
  • Define appropriate skills for technical development
  • Designing, writing code, unit test
  • Developing use cases as needed or appropriate
  • Incremental value delivery, quality, and continuous improvement
  • Early involvement with developers and analysts to support ATDD and TDD
  • Representing testing discipline within the team
  • Developing and execute test cases
  • Coordinating testing activity to ensure a last “safety net” prior to deployment to production
Production Support
  • Providing operational and production input
  • Preparing and execute transition to production
Database Administrator and Database Developer
  • Supporting the creation and implementation of database projects
  • Performing day-to-day administration and maintenance of database servers
  • Note: These roles are often limited; they are not expected to participate in Daily Stand-ups or retrospections unless they are a member of the core team.