Emptying the table• “PO is not a role, nor a function but a problem” - a coach• Every method has a “trash bin” - in Scrum it is the PO• No Scrum Master is able to coach the PO
Some of the challenges• Single PO model does not work => too much to handle, information bottleneck• PO group is ambigious (is it a group of POs or a group of PO’s delegates?) -> Orgs have plenty of these - and they do not work• What happens in between the Customer - Vision or Vision - Product Backlog?
We marginalize the Biz• Cost of Delay / ROI calculus• Business Model Generation• Customer Development• Problem/Solution and Product/Market ﬁt• Difference in customer driven and spec driven?
PO “tools”• Story maps - matter of workshopping once you know what, how and why• Product backlog - matter of typing once you know what, how and why• User stories - temporary/stored? Contains “how” or not? Not enough?• Our tools are not covering the upstream
We emphasize learning• ... but promote single point of contact to customer?• ... but promote proxy or hearsay to the real information?• ... rely on product vision (which is a guess?)
Product vision is a guess• Steve Blank: “Vision = guess. There are no facts inside your building, only assumptions”• Agile coach: “PO should have the product vision and sit next to the team”
Questions• Is P/L and BL management supposed to be “single guy” - impl. pattern contradicts• PO group.. what is it for you?• How about product champion (Chief Engineer like, any experiences?)• Are PMs really removed in agile orgs?• Is PO just a repair kit that one should not implement (unless he needs a ﬁrewall)?