Product Management and Meta Scrum

This knowledge base article explains how product management supports Enterprise Applications and related university technology services through product ownership, agile delivery, stakeholder alignment, and continuous improvement.

Overview
What Is a Product?
Product Management Process
Role of the Product Manager or Product Owner
Meta Scrum
Meta Scrum Participants
Common Inputs to Product Work
Expected Outcomes

Article purpose: This knowledge base article explains how product management supports Enterprise Applications and related university technology services through product ownership, agile delivery, stakeholder alignment, and continuous improvement.

Overview

The University of Idaho uses a product operating model to move from one-time, project-based delivery toward long-term, product-oriented value streams. Product management connects user needs, business goals, technology strategy, and delivery teams so enterprise systems and services continue to evolve after initial implementation.

What Is a Product?

A product is a tangible solution, tool, platform, or service that provides ongoing value to students, faculty, staff, business partners, and other university stakeholders. Products may include applications, services, integrations, data products, workflows, or related groups of capabilities.

Product Management Process

1. Intake and discovery: Product managers and product owners gather user needs, ideas, tickets, governance requests, stakeholder feedback, and operational issues.
2. Analysis and refinement: Requests are clarified, grouped into product backlogs, reviewed for business value, technical feasibility, risk, dependencies, and alignment with university priorities.
3. Prioritization: Product managers and product owners prioritize work using factors such as user impact, institutional priority, urgency, risk, effort, compliance needs, and available team capacity.
4. Backlog management: Work is documented as epics, features, user stories, bugs, or tasks in the appropriate delivery tools. Product managers maintain healthy backlogs and ensure priorities stay current.
5. Planning and delivery: Prioritized work is discussed during refinement, sprint planning, and other agile ceremonies. Development, administration, UX, data, integration, testing, and support teams collaborate to deliver value iteratively.
6. Testing and validation: Product teams coordinate quality assurance, user acceptance testing, stakeholder review, and release readiness activities.
7. Release and communication: Changes are released through established change, communication, and support processes. Product managers help ensure stakeholders understand what changed and how to get help.
8. Ongoing improvement: Products are monitored over time using feedback, metrics, support trends, roadmaps, and stakeholder engagement to guide future enhancements.

Role of the Product Manager or Product Owner

• Represent user needs and business outcomes.
• Serve as the subject matter expert for a product, product family, or portfolio.
• Define and maintain product vision, roadmaps, and priorities.
• Manage the product backlog and ensure work is ready for delivery teams.
• Coordinate across product managers, product owners, developers, application administrators, UX, data, integrations, operations, and business partners.
• Collect and interpret feedback from stakeholders and users.
• Communicate upcoming changes, delivery status, risks, and product health.
• Support alignment between university strategy, governance decisions, and technical execution.

Meta Scrum

Meta Scrum is the cross-functional coordination forum for product managers and product owners. It supports alignment across product portfolios, sprint priorities, delivery risks, upcoming changes, governance items, and process improvements. The group helps ensure that product work is transparent, coordinated, and aligned with institutional priorities rather than managed in isolated silos.

Meta Scrum is also a place to review incoming ideas, clarify the correct enterprise system or service for a request, coordinate application ownership, discuss roadmap dependencies, and improve use of shared delivery practices such as Azure DevOps, TeamDynamix, refinement, sprint planning, delivery plans, and retrospectives.

Meta Scrum Participants

Name	Role / Product Area	Organization
Trevor Humble	Technical Product Manager — Enterprise Applications / MyUI / ERP	OIT
Skye Swoboda-Colberg	Technical Product Manager — eForms and Workflow	OIT
Kariann Owens	Technical Product Manager — University Communications and Marketing	OIT
Chryss Crotser	Technical Product Manager — Enterprise Service Management	OIT
Suma Kundanagurthi	Technical Product Manager — Enterprise Data / Databricks	OIT
Josh Tomlin	Product Owner — UI Foundation	UI Foundation
Derek Johnson	Product Owner — Finance, HR, Accounts Receivable, Payroll	Division of Finance and Administration
Travis Gray	Product Owner — Finance, HR, Accounts Receivable, Payroll	Division of Finance and Administration
Luke Bartels	Product Owner — Finance, HR, Accounts Receivable, Payroll	Division of Finance and Administration
David Camden-Britton	Technical Product Manager — Auxiliary Services, Parking, Security, Athletics	Division of Finance and Administration
Travis Averett	Technical Product Manager — Online Learning / CAPE	Digital Learning
Lindsey Peterson	Technical Product Manager — Slate / Admissions	Strategic Enrollment Management
Mandi Coulter	Product Owner — Bridge	University of Idaho
Blair Ehlert	Product Owner — Office of Sponsored Programs	Office of Sponsored Programs

 

Common Inputs to Product Work

• TeamDynamix tickets, service requests, incidents, and IDEA submissions.
• IT governance priorities and institutional mandates.
• Stakeholder requests from departments, colleges, and administrative units.
• Product roadmap items, technical debt, compliance needs, security requirements, and operational reliability improvements.
• User research, customer feedback, support trends, and analytics.

Expected Outcomes

• Clearer ownership and accountability for products and services.
• Better alignment between campus needs, OIT priorities, and delivery capacity.
• More transparent prioritization and communication across product areas.
• Improved collaboration across product, development, administration, data, UX, integrations, and support teams.
• Continuous improvement of university technology services after initial implementation.