Product Owner as Manager of the Development Team
Hi fellow Scrum Practitioners,
I am in a team where the product owner is the manager of the development team. I was wondering if anyone has faced this situation before in their working experience? What are the challenges you faced and how did you overcome the challenges?
My Challenges:
- Product Owner like to be involved and make a decision in technical discussion (e.g. which web frameworks to use) with the developers but he is not a developer himself. He only knows the high level information, and his inputs may lead to development team implementing it although the team may not have the relevant experience. With that, the bar is set high and the team may have challenges achieving it.
- Product Owner treats the Daily Stand-Up as a reporting session, taking down notes when the development team give their updates. He is also commenting, giving inputs and asking questions on the actions that the development team is taking.
As a SM for the team, i believe we have a part to play in ensuring a flat hierarchy in the team, and also coaching the PO along the way. However, the matter of fact is that the development team reports to him and being human in nature thinking psychologically, we tend to agree with our manager, and may not have the ability to express our true emotions or thinking.
Keen to hear your thoughts too!
Who in senior leadership actually wants different outcomes, and can create a sense of urgency for that flatter hierarchy with self managing teams? It sounds as though there is an organizational gravity to be overcome.
Been there, done that. As @Ian points out, if no one in senior leadership wants something different it is going to be difficult for you to advocate for any change. Remember that the Scrum framework does not provide any kind of job description. It provides 3 different accountabilities and responsibilities. The job title of the individual that fulfills those is not something that the framework cares about.
The behavior you are describing is not that of someone that is a Product Owner in the sense of the Scrum Guide. However, it may a Product Owner based upon the job description that your organization uses. So to advocate for or champion change, you will need to start with the Human Resources/People organization and the leadership of the organization in which the Product Owner is included. It is not going to be easy. Especially if the current Product Owner for the team does not feel there is a problem.
I'd start with talking to the Product Owner and see how much they actually know about the Scrum framework. It may be that they are not knowledgeable at all and would be willing to change with your coaching. Or it could be that they know nothing and don't care because they are doing the work that is listed on their job description.
Good luck and welcome to the corporate world where job descriptions matter more than results.
If the Product Owner is asking his team to use technology which they are not familiar with, but because the PO is their Boss, they do it anyway, the additional complexity can be accounted for by assigning additional story points. The team and the SM can use the need for additional story points as an argument for using better known frameworks. The PO can then decide which framework is his preference based on effort to deliver.
In terms of PO's attendance at StandUps, why not let him attend? Just let him know that this is for the team to give them a voice, particularly if they are struggling with the sprint and need help and/or guidance to overcome blockers etc.
Thanks @Daniel and @Ian for your inputs. It is indeed difficult to champion change, as organically we are not a software/product company. Senior Leadership just started the journey of Agile, and from what i have observed, they too may not have relevant experience.
The PO can then decide which framework is his preference based on effort to deliver.
@Ray, thanks for your insights.
I believe the developers should have the final decision as they are the subject matter experts, rather than the PO, who may not have the relevant technical knowledge. Based on effort though, i do agree with you this should be brought up for the PO to make a decision, as it will impact delivery timelines.