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13 comments
  1. Ivan Engle

    In the above diagram which displays the segments of the business that a PM interacts with the most important piece of he puzzle (IMO) has been left out and hence this post loses it validity.

    Where is the customer?

    The PO according to my knowledge and experience, works to have an in depth understanding and an “in the shoes of “ perspective of the customer. In doing so a vision and roadmap is built into the backlog so that a business can provide a product that adds value to and solve problems of the customers we service. Without a customer there is nothing, no marketing, no sales, no executives and no finance etc.

    Hence forth the underlying tone of what the PM is as described above is a problem I see in business in many cases and that is sales first, customers at the expense thereof. Working with a backlog that first and foremost paints a picture of what the customer needs and from this point on internal business interactions and experience should enrich this artifact so that we build with purpose.

    PO, PM, Product Vision Champion … should be structured and a team formed in a way where the backlog/vision is manicured in parallel with interactions from all internal business segments in order o add value to the customer!

  2. Dieter Verhofstadt

    I’m sure many agile fans will vehemently disagree and say that agile is not a methodology (scrum is) but an attitude. One major feature of that attitude is “short lines between customer and team”. So, if the situation allows for it, the PO should do what the author says the PM does and these roles unite. Indeed, agile/scrum encourages organizations to allow for it, always.

    The way you describe the PO role is precisely how ambitious POs can experience their role as being a mere “secretary”: the backlog manager. And I tend to sympathize: it’s both unfair to the PO and not good for the business to create such a go between administrator, just like I hate the expression “single wringable neck”. So I can’t talk to customers but you’ll wring my neck? No thanks.

    What we have experienced is that for big scopes and many customers, it’s probably best to split the PO-PM role into those inward facing and outward facing roles, especially when multiple teams work on the same commercial product but different aspects/parts. For smaller scopes and just a few customers (like in a startup), there are good reasons to put those two faces on one body: the product owner, who owns the product. This is how agile/scrum was designed, naively thinking that 1 team would always work on 1 product for just a few customers. This assumption is false, so we adapt. But we shouldn’t create long chains of translating business needs to team efforts if we can do without. And yes, that requires the “PO role” to perform business analysis, or otherwise stated, your business analyst to take up the PO role. Why would that be wrong?

    1. Saeed

      Dieter, I’m also sure many agile fans WILL vehemently disagree. 🙂 Agile is not a methodology. You are correct. But Agile seems to be whatever the Agilists want it to be. The whole PO role (it’s not a job title) has caused enormous unnecessary headaches and the Scrum proponents in particular seem to continue to expand the PO’s purported responsibilities every year.

      The overlap of responsibilities between the PO role and Product Managers could be easily clarified if Scrum advocates came out and said, PO is a ROLE and in many companies, Business Analysts or Product Managers already have these responsibilities so you should not be creating new PO job titles for this. But this does not help them spread Scrum, get certification and training money etc. The same is true for Scrum Master vs. Project Managers IMHO.

      AFAIK the “single wringable neck” has been removed from the messaging of PO. it was there in the early days but itself shows how inwardly (toward the Dev team) focused the whole Scrum concept was founded on.

      I agree that in larger projects, the roles should be split and they were — Product Manager and Technical Product Manager — so that the breadth of the overall Product Management job can be done efficiently, scale etc. You can see my thoughts on scalable PM teams here — buy generic Quetiapine online

    1. Saeed

      Product Manager is no more evolutionary from Product Owner than Marketer is from website manager. Product Management has been around for decades (just like Marketer), and fulfilled an important business role then and today. The fact that Agile created the Product Owner ROLE (not job title) was simply an acknowledgement that there needed to be an interface between the technical people and the business people. But then they defined processes, actions and deliverables around this role and it became a job title. But that interface ALREADY existed. Within IT organizations, it was usually Business Analysts. In ISV, it was Product Managers. So there is no evolution here. Agile did a a “rip and replace” to suit THEIR worldview, not that of the business. It’s caused huge problems in companies that take the Agile methodology literally and don’t think through the right organization model.

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