Sprint master challenge

Is this an issue about the technical implementation of the product backlog items or is it about the value of the items delivered to regards to the busines? I'm not sure what "modern standards" means here, but if the conflict is about how the dev team decides to implement the items then the product owner is not working with the team to create value. 

The Scrum Master should then coach the PO on the value of self organization for the whole scrum team. Since he is new maybe he has not quite "become a member of the team" in the sense that he doesn't trust the team to make the right decision. Some team building activities and a discussion about the five values of Scrum would be beneficial to the whole team I believe. 

However  if the conflict is about the valueSince delivered to the business in these backlog items the PO always have the final say. In that case the Scrum Master should facilitate a constructive discussion about the issues the dev team has raised. Again, this may be a trust issue so in this case too I would recommend the Scrum Master to work with the whole Scrum team to build a stronger relationship with everyone involved  

To what degree has the dev team been involved in the refinement of the backlog? It seems to me that the PO should involve the team more often to let the team's expertise contribute to the content of the backlog items. That would also create a sense of common responsibility for the backlog, although the PO has the accountability. Thus the Scrum Master could also coach the PO on refinement and the importance of involving the dev team. 

What scrum master should do in this situation?

Inspect the different standpoints and rationale, and have the PO and Dev team talk to eachother.

Just some things to watch out for:

Development team is more experienced in scrum project than Product owner.He is just recently joined the organization and has been given a chance to run project as Product owner.Therefore development team opine that their opinion about changing product backlog is reasonable.

This is dangerous. More experience should never be an argument. People doning this "wrong" for 10 years are very experienced in... doing things wrong.... Experience does not make it right. 

He believe that items he added to product backlog is an compatible with all standards as well as corporate vision.

If both team and PO have the same opinion but are opposed to eachother, how would this be resolved you think?

Could a well-organized "debate" be helpful where the standards and vision are made clear, tangible and objectiven and to pro's and con's can be made clear? Transparency is key here, are both Dev team and PO clear on what is exactly understoond by "vision" and "standards" here? Or can these be terms coined differently by both parties involved?

In the end and in general, keep in mind, the PO is more or less about WHAT to create, the Dev tem about HOW. The PO is therefore about the PBI on the product backlog, the Dev team is all bout the Sprint backlog. Refeniment should be the process to transform PBI's into work for the Dev team and to make things transparent. 

I think that as a SM, you should help facilitate the discussion between the PO and Dev Team. Maybe you can help the PO see the underlying cost of keeping old standards: it is from the beginning allowing technical debt. Sometimes helping PO see the cost can make him understand and also help him present it to the direction comitee.



But the other way could be true (although scarce), maybe there will be later a global plan to upgrade the technology.



Unfortunately, often, this is the first case, and there is a lot of waste is beginning with poor technology.



Either way, I think your role is to help them choose the best and facilitate the discussion, maybe some hybrid will come out. Whatever it will help the team improve and better know each other.

 

Are the risks and potential gains of both perspectives identified and maybe some experiments to assess either?

What scrum master should do in this situation?

Coach that the Product Owner owns the Product Backlog, that his or her decision must be respected, and that the Development Team can express a contrary opinion about the Product without being unreasonable.

More broadly, a Scrum Master ought to encourage productive dissent. Product Backlog refinement, for example, is an opportunity to bring the PO and Development Team together in such a way that differing views about the Product are considered and valued.

Development team is strongly insist to change product backlog item.They think that certain elements in product backlog do not match the modern standards.However product owner is completely against to that judgement.He believe that items he added to product backlog is an compatible with all standards as well as corporate vision.

What "modern standards" is the Development Team referring to?

From a vision perspective, as a Scrum Master, I would want to make sure that the corporate vision is communicated to and understood by the Development Team. The Product Owner is the one who should have a very strong understanding of not only the business vision, but the needs of various stakeholders, so I'd want to facilitate that discussion and get everyone on the same page with respect to the vision.

Development team is more experienced in scrum project than Product owner.He is just recently joined the organization and has been given a chance to run project as Product owner.Therefore development team opine that their opinion about changing product backlog is reasonable.Aforementioned situation make conflicts between two parties inevitable.

Changing anyone in a team can lead to some level of conflict and turmoil. But it's up to all of the individuals to remain professional and get each other up to speed. Yes, the Development Team has a lot of insight into the work that they have already done and they should be sharing it with the new Product Owner. Likewise, the Product Owner was hired for some reason (hopefully not just to fill an empty role, but to add useful skills or knowledge to the organization) and can share those skills and knowledge with the Development Team and other stakeholders in the organization. Changing the ways of working as the team composition changes is not unexpected. The people involved should feel comfortable to have open and honest discussions about product and methods used and figure out good ways of working.

They think that certain elements in product backlog do not match the modern standards.

Who says that the stakeholders want modern standards?  Just because there is a new way to build something doesn't make it the right decision.  Have you ever gotten a new version of an application and hated it because you were able to quickly do things in the old interface but don't know where to find the same functions in the new interface?   

The Product Owner is responsible for providing the problems that need to be addressed.  The Development Team is responsible for determing the technical solution for addressing those problems. So they can both be right in this case if they would respect each other to be doing their jobs in the proper domains. As a Scrum Master it is your job to help them understand. It is also your job to help them understand that compromises must be made.  Sometimes leaving an user interface in older styles is the right decision for the market place/customer base. 

Another thing you, as Scrum Master, should be doing is reinforcing the fact that your organization placed the Product Owner with the team trusting them to be managing the Product Backlog in a manner that will maximize the value of the work being done by the Development Team. Just because the individual is new to the company/product/team does not mean that they are not capable of doing the job.  New ideas are not wrong, they as just unusual to the people that are familiar and comfortable with the old ways.