I had a meeting with a new Scrum team which already had business/analyst, before transitioning to Scrum, who was designated as the product-owner (PO). He was one of the most participating attendees in my Scrum class which I deliver to more than 150 employees.
The following diagram sketches the role of PO.
I chose to disband our kick-off meeting after 10 minutes of starting because he said we have deadline and he doesn’t not know what is required!
The PO has the following handicaps:
- No access to the end client, and
- He came to know about commitment as second-hand.
I communicated to management the expectations from PO role as the owner of the following:
Product vision: Contains business problem, high level features and beneficiaries.
User-story workshop: Engages engineers, client and other groups in developing user stories.
Product backlog Sizing: Helps in team in doing Sizing by replying to team questions.
Release planning: Establishes release defined features & sprint-wise stories.
Sprint planning: Explains to the team user-stories for the coming sprint.
Sprint review meeting: Accepts/ rejects created executable.
Product Backlog: the only source of what is required from the team.
But before doing that, the PO should be responsible on:
1- Making commitment while involving the team.
2- Involving various groups and Client in establishing the stories and reviewing the product.
3- During the sprint:
-Reply on team queries
-Review the UX designs
-Avoid change in sprint goal
-Review early finished work before sprint end
4- Acceptance of the product by the client.
5- Continually groom the Product Backlog with team involvement.
The next skills required for PO are NOT readily available in a traditional business analyst:
– How to engage influencing parties?
– How to influence client requests?
– How to become comfortable in starting with vague requirements and evolve them with the team?