![]() ![]() ![]() You’ll often find that you need to work with people who are involved with the business process on a daily basis to get additional information. Identify subject matter experts to supplement the product owner’s knowledgeįigure out what information the product owner has and what information you need to work with others to get. Make sure you make the best use of the product owner’s time, but also include them at the appropriate level for the decisions you need to make. Try those decision boundaries out and see how they work. What decisions do they need to make versus which decisions can someone on the team make as long as you run it by them. What problem are we trying to solve? From a broad perspective how should we solve that problem? Are there aspects of the problem that we don’t want to solve? What constraints (time and money) do we need to think about with our solution.Įstablish clear decision making boundaries with the product owner. They may not even use the product on a regular basis.īut they are the right people to make the big decisions about the product overall. They do not have the detailed knowledge to make day to day decisions. They are not going to have time to make every decision. Treat the products owners for what they really are: sponsors or key stakeholders. So if you find yourself in this situation (I can speak from recent experience) here are some things I’d suggest. There are just sometimes things you have to do build a product and get to the outcome you’re looking for. ![]() I’m not going to dive into the religious wars about whether this person is a “proxy product owner” and whether proxy product owners are good or bad. In these cases, someone on the team (often someone with a business analysis background) ends up managing the backlog and taking on unofficially the role of product owner. These weren’t the product owners the teams were looking for. In effect they weren’t really in a position to meet the expected responsibilities of a product owner. So these product owners did not have sufficient availability to work with the team and they did not have sufficient knowledge to effectively participate in backlog refinement. What’s more, these product owners didn’t have the detailed knowledge necessary to make all the day to day decisions to effectively work with a development team. In fact most of those product owners already had full time jobs before getting tapped as product owners and didn’t have any of their other responsibilities removed. What they found is that the people filling the product owner role were not focused on product ownership full time. Most of the people at the discussion group were working with product owners selected with this thought in mind. It stands to reason that is the person who has the information and authority to make the key decisions about the product. Many organizations that do internal product work tend to identify a product owner from the business unit that “owns” the business process supported by the product. The specific question was “ What are some ways to get BRM / PO more involved with team?” This topic was inspired by a question that came from a recent business analysis discussion group I facilitated. Wait… what? That seems like an odd question to ask on a site for product people, after all some of the people reading this are product owners and the fact you are reading this is a pretty good indication that you are probably engaged.
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