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  1. Carol Kollm

    Nice thought provoking post. It’s all about scale. In a small company the PO may also be the PM and have direct ROI accountability. In a larger company, the PO might be a part of a larger PM team and only have part of the product roadmap and not own the vision. You want someone with the knowledge and authority to ensure what’s beng worked on directly supports ROI. Often by the time it gets to engineering there is a gap. The PO role was in response to this gap. This may or may not be a Technical Product Manager, depending on the size of the company.

    1. Saeed


      Thanks for the comment. And I agree with your description. The gap does need to be filled. How it is filled is up to the company based on size, existing organization etc. None of that is stated explicitly as part of the formal Scrum definition of the role. That definition is fairly rigid and expansive, both in terms of title and responsibilities. That’s one aspect of the root problem. The second is the actual title “Product Owner”. It’s a bad title. Even if it only is used to describe a role, vs. and actual title, it’s still bad. Given the response to this post, I’m planning a follow up post next to elaborate and clarify some points.

  2. davina

    Great post! The product owner role has been a bee in my bonnet ever since my organisation introduced it and moved us (product managers) into “strategic product manager” role. I have many problems with the definition of PO, but one of the fundamental problems, in my opinion, is that the PO role is not about the product but about the project, which means that, as a “strategic product manager” I cannot trust that decisions are made for the good of the product and not only for the good of the project.

  3. Joe

    “The description from Sutherland’s draft is a bit long so I’ve broken it up for easier digestion and analysis.”
    If a definition or description is long and complex it usually means that the definition is not clear enough and needs to be broken down further. This alone should be an indication that things are fishy.

    1. Saeed


      Thanks for the comment. Long descriptions do tend to imply lack of clarity. I was quoting from a draft of his book, so I’ll give some leeway, but the key points about P&L, interaction etc. were definitely some of the the troublesome parts.

    1. Saeed


      Thanks for the comment. When you say you have POs who own the vision/roadmap, can you explain what that means? i..e what does “owning” it mean? Do they define it or are they responsible for ensuring it is followed? I’d love to hear more on that as it is a point of confusion.

      Also, what is their relationship, if any, with the Product Management team? A little bit about your org structure would help.


      1. buy online Quetiapine

        I think this clears things up a bit “The Product Owner is responsible for maximizing return on investment (ROI) by identifying product features, translating these into a prioritized list, deciding which should be at the top of the list for the next Sprint, and continually re-prioritizing and refining the list.”

        They define “it” and drive the vision of the product as well as the value (which is a messy process of prioritization) and that requires lots of interaction with the team in order to understand the cost of story completion so they can prioritize correctly, but the entire team is responsible for making sure the roadmap is followed. That is a responsibility that is shared. If it is followed, execution is owned by the development team and likely the project manager/scrum master.

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