- Encourage pivots to capture needed work as stories in the icebox.
- Work with PM to prune and validate the necessity of stories.
- Monitor and unblock story tracks that have been blocked for extended periods of time.
- Keep an eye on the team’s velocity and monitor time spent on stories.
- Be a conduit for feedback between the team and the PM, the team and leadership.
- Check that the number of stories in flight match the number of pairs on the team.
- Work with PM at pre-IPM to ensure work is well-defined.
- Surface team concerns to leadership at LL and share leadership updates with team afterwards.
- Enfore best-practice discipline. E.g. do not push code when the pipeline is red, identifying bottlenecks and code quality problems.
- Manage team pairings to facilitate onboarding and context sharing.
- Facilitate team meetings such as retros, standups, IPMs.
- Delegate responsiblities whenever appropriate/possible to avoid becoming a single point-of-failure.
- Act as a translation layer, communicating product concerns to dev team and vice-versa.
- Be a facilitator or catalyst of needed interactions. Don't have to be the one doing everything, but make sure things get done.
- It is the anchor’s responsibility to create an inclusive and healthy team in which every team member feels safe and heard. The PM and LL are the anchor’s allies in leveraging their collective expertise to accomplish this goal.
- Try to find ways for ICs to grow in the direction of their interests to make the team stronger overall.