Keith is pretty thin on the ground when it comes to available roles, as you say.

I completely agree with you on production needing to be subject to the same transformation as any discipline exposed to agile thinking.
Especially as traditional producers tend towards line managers, and those then tend toward culture and practice shapers in a management sense.

And no offence taken :)
Everyone on the team should be adding Lean value, as you say, management (middle- or otherwise) no exception.

Hi Craig. I am not sure. Clinton Keith’s Agile Game Development with Scrum has some ideas in the later chapters. Basically their options are Product Owner, Scrum Master, or Project Owner supporter (dealing with external partners, budgets, etc., I’d call this traditional Project Manager duties). It depends on the person’s passions and abilities.
But IMO real transformations require shaking things at their roots. If programmers continue to work the way they were in a non-Agile environment, would you say Agile did anything different? Same for producers. If they have basically the same work day they had before these new practices, odds are the transformation is on the surface only and the producer needs to be forced into doing things differently.
Also IMO I think there should be less Producers and non-value-adding positions (Lean term, not supposed to be insulting). If you are trying to be more Lean and Agile and *don’t* end up eliminating some producer roles, odds are you’re not doing it right either.
So no really solid answer. Dislodging entrenched traditional management is a difficult subject.

I know I’ve had a Scrum of Scrums with the producer as building scrum master before, it didn’t work out the best.