If you have decided to be a Product Owner, you will face resistance from all layers in the organization. You have to be brave to overcome the obstacles awaiting you.
Companies claim to be agile, yet they expect a precise quarterly roadmap plan. The management board describes the teams as self-organized units. But managers constantly evaluate individual performance.
Misconceptions are wide-spread. To thrive as a Product Owner, you’ve got to be bold. Otherwise, be ready to live in an environment where the harmony is fake.
Let me share some insights on how you can build trust by not following orders blindly. …
Last week, the new Scrum Guide was finally released. But what should Product Owners pay particular attention to?
For me, the Scrum Guide 2020 strives to solve a common problem for many Scrum Teams: the feature factory anti-pattern. Over a decade working with Scrum, I’ve observed many teams doing Scrum to maximize the output instead of maximizing the real value for the end-users and businesses. The new Scrum Guide has new ingredients that can solve this problem.
Let me share with you the most important changes from a Product Owner perspective.
A widespread misconception with Scrum is: the art of doing twice the work in half of the time. In other words, doubling the number of useless features delivered to end-users. That’s a mistake I’ve made. Unfortunately, I was not the only one to use Scrum to maximize the output. …
I’m shocked by the amount of false expectations generated by estimates. Unfortunately, many companies do not accept estimates as they are; imprecise by nature. Companies perceive numbers as a commitment. Once it’s estimated, it has to match that. If something needs to be re-estimated, it’s a sign of bad work. Why do we face so many troubles with estimates?
It’s time to face the nature of estimates. Until companies accept estimates are not contracts, endless false expectations will be generated.
It’s useless to spend time defining how to estimate better. It doesn’t matter if you use story-point, T-shirt size, or any other method. You can have the perfect estimate method ever, but how your stakeholders perceive the estimates matters the most. …
Some days ago, a friend of mine told me he received a different job offer. The company wanted him to be the Product Owner and the Scrum Master at the same time. He was puzzled and asked my opinion. Well, I’ve already been in such a situation twice. I’ve shared some of my learnings with my friend, and after that, he decided how to proceed.
I guess you can imagine my friends’ decision. Allow me to share some of my learnings from being the Product Owner and Scrum Master at the same time.
Some companies insist on working with Scrum without a dedicated person for the Scrum Master role. I’ve stumble upon some statements that shocked…
The Product Owner role is complex. Many organizations still lack a proper environment for Scrum Teams to flourish. Therefore, whenever Product Owners face undesired results, it’s common to search for external factors to justify the results. I used to think like that. I was wrong. The main problem was me. My daily mistakes blocked the team from succeeding.
Product Owners often focus on what to do while paying no attention to what NOT to do.
Such mistakes impede the Development Team from succeeding. That’s why Product Owners should know the anti-patterns and escape from them. Let me share with you the most common mistakes I’ve made. …
Product Owners carry a massive burden on their backs. The value maximizer responsibility is daunting. Even though many companies work with Scrum, they still misunderstand what value means. Yet, Product Owners are ultimately responsible for maximizing the value.
For years, I’ve been wearing the Product Owner hat. Many times my misconceptions held me back from thriving. But something helped me significantly overcome the challenges I faced: knowing how to behave in each situation.
Allow me to share with you the different roles Product Owners should have on their repertoire.
Many Companies perceive the Product Owners as a position above the Development Team. This is a mistake. …
When I started my career as a Product Owner, I thought knowing what a Product Owner is would lead me to success. I was too optimistic. I knew what I should do, but I didn’t know what I should not. That’s why I’ve fallen into endless pitfalls, which held me back from succeeding.
The life of a Product Owner is extremely challenging. Companies don’t have a shared understanding of what a Product Owner is. Yet, they expect us to maximize the value for the end-users and businesses. …
“For the Product Owner to succeed, the entire organization must respect his or her decisions. “— The Scrum Guide, November 2017
Do organizations respect the Product Owner’s decision?
Is the Product Owner empowered to make decisions at all?
Can a person be the Product Owner as the Scrum Guide suggests?
From my experience, Product Owners in practice differ dramatically from the Scrum Guide. But, strong Product Owners don’t use the misconceptions as excuses to stop them. Instead, they are bold to challenge the status quo and change the game!
Strong Product Owners never ask for permission! …
The mission of Product Owners is to maximize the value of the product for end-users and businesses. Yet, many Product Owners fail to achieve this mission. For years, I’ve experienced many misconceptions as a Product Owner. My daily mistakes reduced the chances to thrive as a Scrum Team.
Until Product Owners understand what it takes to build meaningful products, they will keep leading teams to build useless features.
Let me share with you some common mistakes of Product Owners. Then, hopefully, you can avoid such pitfalls and succeed faster as a Product Owner.
As a Product Owner, how do you start your Sprint Planning? Do you craft a Sprint Goal first with the Scrum Team, or do you first define what Product Backlog Items will be part of the Sprint? …
I used to think that Product Owners need to say ‘yes’ to every essential request. I learned the result of this behavior the hard way. When we try to please everyone, we please no one. Instead, we should learn to be value maximizers. Our mission is to ensure we lead the team to deliver the highest value possible for the product. Why’s that so complicated?
The Product Owner role is daunting. Everyday end-users, customers, and stakeholders come with multiple requests, which they argue to be urgent. If you choose to please all of your stakeholders, in the short-term, they will be happy. But by doing that, are you maximizing the value? Probably not. …