#productowner — Public Fediverse posts
Live and recent posts from across the Fediverse tagged #productowner, aggregated by home.social.
-
I think the Scrum Guide is wrong about the Product Owner and the Daily Scrum.
The Guide says neither the ScrumMaster nor Product Owner are required to attend. But does that mean that they shouldn't attend? The key sentence is: "If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers."
The Product Owner is accountable for maximizing the value of the product. So if their job is to help maximize value for the team, should they attend in their role as the PO? It seems simple. If they can help increase value, they should attend. When do they increase value? Most of the time.
When should they not attend? If they've not yet learned to balance their authority with the rules of the Scrum game. If they're acting as an order taker for stakeholders. When there's a risk of micro-management. When team members may not feel comfortable sharing information with them.
All of the cases where they shouldn't attend are cases where they're not playing their role well.
-
#Agile #Kanban #ProductOwner #Tech
Hello
Has anyone ever combined the roles of Project Manager + Technical Product Owner on a Kanban maintenance project? 🤔💡
What are the pitfalls to avoid ? Good practices ?
How do you manage prioritization between bugs, improvements and technical tasks ?
Do you have any tips to avoid overloading or role conflicts ?
Thanks in advance for your feedback 🙏😊 -
Bei der Kanban-Zertifizierung sagte der Referent so nebenbei: „Genau genommen bist du kein PO. Das ist der Kunde."
Fünf Jahre hatte ich die Rolle. Der Satz sitzt bis heute.
Wenn euer PO auf „warum bauen wir das?" keine Antwort hat, liegt das selten an ihm. Produktziel, Budget, Markt sitzen woanders. Er sortiert und übersetzt.
Was der Scrum Guide da verlangt:
https://no-bullshit-agile.de/nba20-product-owner-kann-nur-der-kunde-sein.html?mtm_campaign=mastodon -
🧮 Thought experiment: 100-item Product Backlog, team clears 7 per Sprint with zero defects (impossible, but stay with it). An item added at the bottom waits 14.5 Sprints, 28 weeks, before anyone touches it. By then priorities have shifted and it's often no longer relevant.
The fix: stop letting stakeholders ambush the PO one request at a time. Every 6-8 weeks, review what shipped and what's in flight before discussing what's next.
How long would an item added today actually wait?
-
Das ideale agile Projekt hat für mich als jemand der Projekte für Kunden macht, nichts mit Scrum zu tun. Auch nichts mit dem Team.
Es hängt an jemandem, der gar nicht im Team sitzt. Antwortet der Kunde nicht, nennt kein Ziel und schaut sich nichts an, dann hilft dir kein Framework und kein User Story Mapping. Du lieferst, und niemand sagt dir, ob es stimmt.
Das ist der Teil, den du nicht selbst reparieren kannst.
https://no-bullshit-agile.de/nba57-ideales-agiles-projekt.html?mtm_campaign=mastodon
-
Mythos: „Als PO sollst du während des Sprints nicht mit den Devs sprechen."
Der Gedanke ist nicht böse. Devs sollen in Ruhe arbeiten. Nur verschwindet die Rückfrage dadurch nicht, sie wartet. Aus zwei Minuten werden zwei Wochen, und im Review heißt es: konnten wir nicht fertigstellen, es waren Fragen offen.
Individuen und Interaktionen über Prozesse. Steht im Manifest an Stelle eins.
https://no-bullshit-agile.de/nba41-die-devs-bitte-nicht-ansprechen.html?mtm_campaign=mastodon
-
🧪 More and more products are clearly built with GenAI: features that don't fit together, some solving no real problem.
Even when building is cheap, building the wrong thing is still expensive.
Before GenAI the bottleneck was Quality Assurance. GenAI doesn't fix that, it just pushes more code upstream of the same bottleneck. Classic Theory of Constraints.
GenAI speeds up the mechanics of Discovery, which means we need to spend MORE time thinking, not less. Ask each week: what did we learn that changed our plan? If nothing, it's theatre.
-
Fünf Jahre war ich Product Owner. Bei der KMP-Zertifizierung sagte der Referent zu mir: „Du bist kein PO, das ist der Kunde."
Das hat mich geärgert. Er hatte recht.
Die Produktvision liegt beim Kunden. Wollte mein Team wissen, warum ein Feature gebraucht wird, musste ich erst nachfragen. Jedes Mal.
Wenn dein PO das auch tut, sortiert er nur.
-
🧱 I met a team where the client was the Product Owner. The backlog didn't make sense to them, they'd never seen a vision or strategy, and yet they wanted more features, faster, now.
The product looked like a Jenga tower about to topple.
Being a Product Owner is a craft: own the vision and strategy, order the backlog, understand users, security and usability, build a rhythm with the team. Clients usually just want to know it works.
So make your client a stakeholder, not the PO. A good PO solves the client's problem while holding the big picture, not just the next feature.
-
🧭 Drowning in an oversized Product Backlog? A Story Map is a good life raft. When a backlog is hundreds of items in a flat list, nobody can see the product, only the pile.
Lay it out as a journey instead: major steps across the top, the stories that belong under each. Duplicates line up, whole regions turn out to be features nobody will build, and the gaps become obvious.
Jeff Patton built this because flat backlogs lose the Product Vision.
https://agilepainrelief.com/glossary/story-mapping/?utm_source=mastodon&utm_campaign=archive-reshare
-
🗂️ Product Backlog Refinement has a quiet failure mode: everyone nods that they understand the item, yet each person holds a different picture. It looks like agreement, but the gap surfaces mid-Sprint.
When you're stuck on a feature, write an example: a pencil sketch of the interface, or a quick happy path. Just enough detail to get everyone on the same page.
The goal isn't a tidy backlog. It's a team holding the same picture.
-
Montag, 10 Uhr, Planning Poker. Jemand legt eine 8, der Kollege eine 2. Nach zehn Minuten einigen wir uns auf die „goldene Mitte": 5. Und jeder rechnet im Kopf längst in Tage um. Genau da ist Agile schon tot. Story Points sollten Devs vor Stunden-Versprechen schützen. Heute sind sie die Peitsche fürs Velocity-Ranking. Sogar ihr Erfinder bereut sie.
Womit du sie ersetzt: https://no-bullshit-agile.de/story-point-unsinn.html -
Liebe #ProductOwner bei #Volkswagen.
Ich bin gewiss nicht der typische potentielle E-Auto Kunde, aber solange das sich nicht wieder ändert würde ich, und viele andere Nerds keinen VW kaufen: https://www.heise.de/news/Volkswagen-sperrt-Nutzer-von-Custom-ROMs-aus-der-VW-App-aus-11370478.html
Macht da mal was, auch Software kann bei einem Auto kaufentscheidend sein! -
📋 The Product Backlog is an ordered list of the work the Product Owner wants the team to tackle next. The trouble starts when it stops being ordered and turns into a dumping ground.
When everything is "high priority", nothing is, and the list becomes a graveyard of ideas nobody will build. A deep backlog is well understood near the top and deliberately vague further down.
When did you last delete a backlog item?