Zoom Out Before You Zoom In—The Secret to Better Products & Leadership

Have you ever seen a group of blindfolded people touching different parts of an elephant and arguing over what it is? One says it’s a rope, another says it’s a tree, someone else insists it’s a spear. Each of them is right—in their limited view—but completely wrong in understanding the full picture. That’s exactly what happens when teams, leaders, and organizations make decisions in isolation. Acting without context is a fast track to bad decisions, wasted effort, and broken trust. The best leaders, product teams, and thinkers don’t just react. They pause, step back, and take it all in. This principle plays out everywhere: When Teams Don’t Zoom Out, Everything Falls Apart The ability to zoom out before zooming in is what separates great teams, great leaders, and great minds from those who are just… busy. Lack of the Bigger Picture Creates Waste Think about product teams rushing to build new features. They write stories, refine details, and commit to sprints—but do they know how these pieces fit together? The result? Disconnected components, misaligned features, and massive rework. This creates what I call “Frankenstein products”—a mishmash of parts that don’t fit well together, leading to inefficiency, confusion, and wasted time. How do you avoid this? Visual alignment is a must. Before diving into the details, teams need to see the big picture together. This is why User Story Mapping is so powerful. When key stakeholders collaborate visually—not just in documents, but in real discussions—teams align on what they’re truly building. The best teams don’t just execute—they align before they build. Decisive Leaders See the Whole, Not Just the PiecesGreat leaders don’t just act fast. They act with full understanding. They: Leaders who fail to zoom out? They react. They focus on pieces, not patterns. And when decisions are made reactively, trust is lost. Patience, empathy, and commitment to understanding the whole are the real superpowers of great leadership. Zooming Out Builds Stronger Teams, Leaders, and Trust This is why Lean thinking emphasizes the whole system, not just the parts. The more you zoom out, the better you move forward. Steven Covey said it best:👉 “Begin with the end in mind.” The best teams, leaders, and organizations don’t just execute tasks—they align on a vision. Final Thoughts: Zooming Out Isn’t Slowing Down—It’s a Smarter Way to Move Fast Many mistake zooming out as slowing down and losing speed. But in reality, stepping back helps you move forward faster and with confidence. When leaders and teams skip this step, they chase quick wins that don’t add up to long-term success. They get lost in details without seeing how those details connect. They optimize for speed instead of direction. Zooming out is not waste and hesitation—it’s building with clarity. It ensures that every action, every feature, every decision contributes to something meaningful. Your Turn Where have you seen things fall apart because the bigger picture wasn’t clear? Drop a comment—would love to hear your experiences! Agilonomics Bot AgiNomi helped the author polish his ideas, thoughts and expressions in this post.

The 3 Essential Questions Every Product Team Must Ask Before Building Anything

Build All You Want — But If You Can’t Answer These 3 Questions, Nobody’s Buying Who decides what to build?How is it decided?How do we know it will be useful? These 3 questions look simple on paper — but they separate successful products from those that quietly die after months (or years) of passionate work. And yet, in all my years coaching product teams and leaders across industries, these questions are either skipped entirely or answered with assumptions, opinions, and gut feelings. I’ll never forget a startup founder I met years ago in Palo Alto. Brilliant guy. Huge passion for solving a specific problem — he truly believed his product would change the game. He secured Series A funding, hired a small but talented team, and built a beautifully designed product. It had all the bells and whistles. The engineering was solid. On paper, it was perfect. Two years later — the company folded. The product wasn’t flawed. The idea wasn’t bad. The founder wasn’t lazy. The problem? No one wanted it. There were no buyers! There was no real user research. No discovery process that validated actual pain points. No conversations with real potential customers to even understand if the problem they were solving was important enough for someone to pay for. The founder was solving his problem — not his customer’s. The worst part is the engineering team — the people closest to the technology and often the first to spot feasibility risks — were brought in only after everything was decided. They were there to build, not to think. This is not just a startup problem. I’ve seen the exact same anti-pattern play out in Fortune 100 companies. The process looks a little different, but the dysfunction is the same. => A product idea is pitched — usually by someone high up, a key stakeholder or a Sales head=> A business case is created — complete with speculative cost estimates and fantasy revenue projections, all before a single user interview has taken place.=> A few PowerPoint slides later, leadership buys in.=> The loudest voice — often the HIPPO (Highest Paid Person’s Opinion) — determines what gets funded and prioritized. Here’s my question:When you don’t know the actual user need…When you haven’t built even a rough prototype…When you haven’t tested if people will use it, let alone pay for it…How in the world can you confidently estimate costs or predict revenue? This is how teams end up wasting months (sometimes years) building products that nobody wants. And then they wonder why Agile development didn’t save them. Here’s the hard truth: Agile delivery can’t rescue broken product discovery. The product life cycle itself has to be truly Agile — starting from discovery, not just delivery. One of my most successful coaching engagements was with a large enterprise where this very problem was rampant. The product management team worked in isolation, building roadmaps based on leadership directives, not validated user needs. The engineering teams — full of brilliant minds with years of experience solving real user problems — were handed fully-baked backlogs and told to execute. No room for discovery. No seat at the table. We changed the game by integrating discovery and delivery. Product Owners didn’t just write stories — they worked with users, developers, and designers upfront to validate needs before committing anything to the backlog.Developers weren’t just handed work — they participated in user research, technical spikes, and product experiments, bringing their insights to shape the product early.Senior designers, compliance experts, and architects were looped into discovery efforts from day one — not called in at the last minute to rubber-stamp decisions. This wasn’t a one-time exercise. It became part of how work flowed. The company culture changed which resulted in:Features that solved real problems, not imaginary ones.Less rework and fewer late-stage surprises.A true sense of shared ownership — because the whole team co-created the product vision. Product discovery should not be some optional ‘nice to have’ random activity. If your discovery is broken, your delivery is just a faster way to build the wrong thing. And here’s the important piece — this isn’t just for startups. Big companies with deep pockets and decades of history fall into the same trap when they disconnect discovery from delivery. In the end, product success is not just about how fast you build.It’s also about whether you’re building something worth building at all. Conclusion: The best product leaders I’ve worked with embrace radical humility. They know their gut instinct might be wrong. They trust evidence over assumptions. They actively seek out dissenting opinions from the very people closest to the work — the engineers, designers, and support teams who engage with real users daily. Great products are rarely born in a conference room. They’re born in conversations with users, in prototypes tested early, in collaboration with the very teams who will build them. If you’re not starting there, you’re not really doing product management — you’re just playing business theater. Note: Our ChatBot AgiNomi helped polish my thoughts and ideas on this topic. – Author

Ten Tips from a SAFe Product Owner: How to Truly Own Your Role

The SAFe framework distinguishes between the Product Owner (PO) and Product Manager (PM) roles—where the PM defines the vision and strategy, and the PO focuses on execution and delivery. But great product leaders like Marty Cagan and Jeff Patton challenge this division. They believe a true product leader does both—owning not just the backlog, but the why, what, and how behind the product. So, where does that leave a SAFe Product Owner? If you’re simply taking requirements from a PM and feeding them into a backlog, you’re not owning anything—you’re just a horse saddler handing over a polished list to your team. But if you step up, own the vision, challenge assumptions, and drive real value, you become a true Product Owner in every sense. Here are ten practical ways to make sure you bring real value to your team and organization—without getting boxed into a narrow execution role. 1. Own the Product, Not Just the Backlog A backlog is just a list. A great PO is more than a list manager. Ask yourself: Push beyond backlog management. Drive meaningful conversations about outcomes, not just output. 2. Bridge the Gap Between Execution and Strategy SAFe may define separate PO and PM roles, but in reality, great POs don’t just “take orders” from PMs. If something doesn’t make sense, challenge it. 3. Fight for Customer Value Over Feature Output SAFe teams often fall into “feature factory” mode—churning out backlog items without questioning their impact. Break that cycle. 4. Collaborate Relentlessly with Developers Great teams don’t just build what’s written—they solve problems together. Your job isn’t just writing stories; it’s ensuring they’re understood, refined, and meaningful. 5. Become an Expert on Your Users If you don’t deeply understand your users, you’re just moving tickets around. You should be able to defend every single backlog item with a clear “why.” 6. Stop Over-Reliance on SAFe Artifacts SAFe gives helpful structures, but don’t let them turn into mindless processes. Make SAFe work for you, not the other way around. 7. Work Side-by-Side with the PM, Not Under Them If your PM is making all product decisions while you’re just refining user stories, you’ve lost ownership. 8. Influence Without Authority SAFe POs don’t always have direct decision-making power. That’s fine—great POs influence instead of command. 9. Think Business, Not Just Features The best POs think beyond user stories—they think about business impact. If you start thinking like a product strategist, you’ll gain credibility and influence. 10. Never Stop Learning & Challenging the System A great SAFe Product Owner doesn’t just follow the framework blindly. They adapt, question, and improve it. Final Thoughts: Be More Than a Backlog Manager SAFe segregates PMs and POs into 2 separate roles, but that doesn’t mean you have to limit the value you can give to your teams and the organization. If you only manage the backlog, you’re just a horse saddler. If you own the product, challenge decisions, and drive customer value, you become a real Product Owner. 👉 Want to see how strong Product Ownership transforms teams? Own the role. Shape the product. Drive real impact. 🚀  

Is Product Ownership Your Ideal Career? A Comprehensive Guide for Aspirants

Is Product Ownership Your Ideal Career? A Comprehensive Guide for Aspirants

The Product Owner (PO) role in Scrum is like a puzzle waiting to be solved. It’s a role that’s both vital and enigmatic. Is it different from a Product Manager’s job, or are they two sides of the same coin? Can it be played solo, or is a team approach the key? Do you need to be a product management pro, or is adaptability more valuable? Is it a full-time commitment, and how closely should a dedicated PO work with their development team? In this blog, we’ll demystify the Product Owner’s journey, answering these questions and more, helping you determine if this role aligns with your aspirations, providing clarity and guidance to help you determine if this could be your ideal career path. Skill #1: Visionary Prowess Product Owners are the visionaries of Agile. They see beyond the now, charting a course to a brighter future for their teams and companies. As a Product Owner, you’ll inspire and lead, turning ideas into goals and shared dreams into reality. As a famous visionary leader, Walt Disney once said, “All our dreams can come true if we have the courage to pursue them.” Similarly, Product Owners transform visions into accomplishments, steering their teams towards success. Learn more about the qualities of a good Product Owner. Skill #2: Profound Business and Domain Knowledge Undoubtedly, having a deep understanding of the business, technology, and domain is a skill that should never be underestimated. It’s a skill that can’t be improvised or substituted. For instance, in my experience working with financial and medical clients, it became evident how crucial domain expertise is for Product Owners. In the financial sector, a Product Owner’s grasp of loans, mortgages, and interest rates is indispensable. It enables effective negotiations with stakeholders and the astute prioritization of requirements. On the other hand, in the medical domain, Product Owners need to be well-versed in premium billing and the intricacies of medical insurance liabilities. Now, imagine if these Product Owners swapped roles – it would be far from seamless. Each domain has its unique language, challenges, and intricacies. So, my advice for anyone considering a role as a Product Owner is to start in an industry you’re passionate about, where you have hands-on experience and profound knowledge. Your domain expertise will be your guiding star as you embark on your journey as a Product Owner. Find out why domain knowledge is essential for Product Owners in this article. Skill #3: Building Strong Stakeholder Relationships and Effective Communication In my coaching experience, I encountered a Product Owner who faced significant challenges due to disagreements with stakeholders from various domains. The pressure of constantly navigating conflicting priorities created a tumultuous environment. This highlighted the critical importance of establishing robust relationships with stakeholders and honing negotiation and consensus-building skills. While it’s true that, by definition, a Product Owner holds the reins of prioritization, practical success hinges on alignment rather than dictation. Operating in isolation and acting as a dictator rarely garners favor. In reality, fostering collaboration and consensus among stakeholders is a key element of effective product ownership. Furthermore, this skill extends to the Product Owner’s role as a motivator. They serve as a driving force, inspiring development teams to unite and work cohesively towards the realization of the product’s vision. In essence, a Product Owner isn’t just a decision-maker; they’re a unifying force, fostering collaboration, and ensuring that all parties move harmoniously toward shared goals. Discover more in How do Great Product Owners help their Teams – Part 1. Skill #4: Quick Decision-Making and calling on Choices A good Product Owner makes quick decisions, especially when things get intense. This skill needs three things: empowerment, decisiveness, and the willingness to make hard choices. This courage to decide quickly and make tough calls needs self confidence. It is well supported with your domain knowledge, strong communication skills, and your strong relationships with stakeholders. Even with all that, being decisive is something you develop. Making rapid, tough choices can have big consequences. During my tenure as a Product Coach in the gaming industry, I vividly recall a pivotal moment. We were on the brink of a game launch when a critical bug emerged, threatening to mar the player experience. The team was in a whirlwind, and all eyes turned to the Product Owner for guidance. In the blink of an eye, the Product Owner had to make a tough call: delay the launch by a few days to ensure perfection. It was a challenging decision, but it ultimately safeguarded the game’s reputation. Such swift and resolute decision-making, bolstered by domain expertise and effective communication, is the hallmark of the role. Learn how to steer clear of pitfalls in decision-making in Steering Clear: 10 Pitfalls Every Product Owner Must Dodge But what about technical know-how and Understanding the Team? One more skill often asked about for aspiring Product Owners is technical expertise. Is it necessary for a Product Owner to have prior experience as a developer-programmer, or qa-tester, or a tech lead, etc.? In my perspective, not necessarily. What truly matters is the Product Owner’s ability to comprehend the team’s work and communicate effectively in their language. For instance, if you’re steering a software team as a Product Owner, you don’t have to be a coder, but it certainly helps to understand coding and how the coders discuss and work together. Working with team and being available to them as needed, can help you get better at this skill. Exploring Diverse Paths to Becoming a Product Owner In the realm of Product Owners, many times internal folks are asked to step up to play this role. Why? Well, as explained before, having domain and industry knowledge is key in being a successful Product Owner. Let’s take a look at the various roles that [can] transition into Product Owner role Product Manager to Product Owner One common route is transitioning from a Product Manager to a Product Owner. Product Managers often deal with customers, pricing, competition and all things on the outside.

Steering Clear: 10 Pitfalls Every Product Owner Must Dodge

Product Owners have a lot on their plate. In fact, quite a lot! They’re the bridge connecting stakeholders, customers, and users, constantly delving into market insights and data to ensure the product stays on track. Product owners are the glue in team dynamics, always ready to address any queries about ongoing sprint work items. Plus, they make sure there’s a consistent flow of fresh, valuable and clear user stories lined up for upcoming sprints. The realm of a product owner is extensive. Passionate and savvy product owners adhere to best practices to sidestep these 10 critical pitfalls. 1.  Product Owners not participating in Sprint Events While the Scrum Guide doesn’t mandate product owners to be present at every daily scrum, competent product owners recognize the value of showing up as often as they can. If I were to handpick the best Scrum teams I’ve collaborated with, I can bet that their product owners were active participants in daily scrums. Surprisingly, there are product owners who opt out of sprint retrospectives. It is equally troubling when teams don’t even extend an invitation to them. Remember, a product owner is an integral cog in the Scrum Team machinery. Their involvement in the Scrum gatherings not only mirrors their dedication to self-betterment but also instills a similar zeal among team members. Commit yourself to steer clear of the First pitfall: Bypassing sprint events. “Success usually comes to those who are too busy to be looking for it.” – Henry David Thoreau 2. Product Owners not empowered and unwilling to make hard decisions  Product owners must possess the ability to make swift decisions, ensuring there’s no lag in the development cycle. Equally important is the assurance that their choices won’t be overturned by a senior executive or anyone higher up the ladder. If a product owner’s decisions are regularly overridden, it sends a ripple effect across the team, leading them to perceive decisions as temporary. The Second pitfall: Lacking the Empowerment to Execute the Role Efficiently. When product owners find themselves in this situation, it’s important to engage with the individuals overruling their decisions. One constructive way to approach this dialogue is to jot down distinct product owner duties on individual sticky notes, noting responsibilities such as: Next, collectively categorize these notes under columns titled ‘Mine’, ‘Theirs’, or ‘Joint’.  Such a well-defined layout of duties often paves the way to garner the necessary autonomy, enabling product owners to thrive in their role. “Leadership is not about being in charge. It is about taking care of those in your charge.” – Simon Sinek 3. Product Owners’ tendency to introduce change mid-Sprint Exceptional product owners assure their development teams that once a sprint plan is set, it remains unchanged. However, in reality, when clients or stakeholders pivot or present new demands, maintaining this assurance can be challenging. The Third pitfall : Introducing Changes Mid-Sprint Rather Than Awaiting the Next.  It’s true; on occasion, certain changes are critical and justifiable to be made during an ongoing sprint. Yet, often they’re not. Product owners need to resist the urge to divert a sprint’s course merely due to stakeholder pressure. To minimize these interruptions, product owners should lean on their Scrum Masters, emphasizing that it’s acceptable to resist new additions midway through a sprint. Many Scrum Masters recognize this, but they may hesitate, fearing confrontation. Assure them – standing firm is alright. A personal strategy I employed to manage my impulse to interfere was to document fresh ideas separately. At times, I’d add them to the Product Backlog. On other occasions, I’d just share it with the Scrum Master and brainstormed together to see if it really made sense to bring it up to the team now or during the refinement sessions. Sometimes, merely offloading the thought brings clarity. “Do not let what you cannot do interfere with what you can do.” – John Wooden 4. Product Owners Master the Art of Refusal Establishing a product vision is central to a product owner’s role, aiming to culminate in a solution that resonates with users. However, exceptional product owners grasp that appeasing every request isn’t the path to building what’s genuinely needed. Recognizing that every affirmation also means sidelining another potential feature is crucial. The Fourth Pitfall: Overcommitting by Rarely Declining Requests. A less obvious consequence of giving in to all requests is the unintentional blocking of a future pivotal, yet-to-emerge requirement. Be discerning when determining future commitments. Remember, ensuring the product’s integrity occasionally necessitates a polite decline. 5. Product Owners Navigate with a Far-Sighted Lens Effective product owners always have an eye on the horizon, setting medium-term product objectives as their guiding star. Whether through a detailed product roadmap or another tool, they maintain this vision to steer their decision-making. The Fifth Pitfall: Getting Entangled in Short-Term Sprint Urgencies.I advocate for adopting quarterly product landmarks. This three-month scope strikes the right balance between casting a forward-looking vision and setting targets that feel tangible. More importantly, it creates a timeframe within which progress is not only noticeable but also rewarding. “The greater danger for most of us isn’t that our aim is too high and we will miss it, but that it is too low and we reach it.” – Michelangelo 6. Product Owners Set the Destination, Not the Path The role of product owners revolves around defining ‘what’ needs to be accomplished. The ‘how’ part? That’s the playground of the developers. Let’s say your vision is to launch a smart coffee maker that preps a user’s favorite brew as soon as their morning alarm rings. Your responsibility? Communicate this vision. The nitty-gritty of realization – whether it’s through integrating with smart home systems or using a dedicated mobile app with alarm sync – that’s for the development team to innovate on. Evade Pitfall #6: Dictating the Route. Whenever you’re assigning tasks or laying out objectives, introspect: Have you provided enough flexibility for the team to chart their course to the destination? “It’s not about the direction you take; it’s about the direction

Responsibilities of product owners

How do Great Product Owners help their Teams – Part 2

This is the second part/continuation of the article “How do Great Product Owners help their Teams” For part 1 of the article, please refer to: How do Great Product Owners help their Teams – Part 1 In this second part, we will dive deep into the remaining 5 attributes of great Product Owners that help them help their teams. 6. How Product Owners help their Teams Win with Storytelling Telling stories is an art, and product owners are the storytellers in agile development. But, their storytelling is not just about spinning a yarn.  It’s about conveying user needs and requirements to the team in a way that is easy to understand and estimate. This is where user stories come in. I agree with Mike Cohn, “user stories are placeholders for conversations”, and “a reminder to have a dialogue between the product owner and developers” to refine the story and ensure everyone understands how the resulting software will function. A good product owner is a skilled communicator who can translate user goals into a clear, elevating goal for the product. They don’t just recite a list of stories but connect those stories to workflows and how users interact with the system. So, how can product owners improve their storytelling? One approach is to think about how they would explain the product’s benefits to their grandma.  Another is to use analogies or metaphors that team members can relate to. With the right stories, product owners can inspire their team and build a shared understanding of the product vision. 7. Motivating and Inspiring: Igniting the Fire Within Your Team As a good product owner, you have the power to inspire and motivate your team to go above and beyond. A motivated team is a high-performing team that can achieve remarkable results. So, how can you light that fire within your team? First and foremost, lead by example. Show enthusiasm, passion, and dedication for the product and the project. Celebrate wins, big and small, and recognize the efforts and achievements of your team members. A simple “thank you” or public appreciation of your team members can go a long way in boosting their morale. Additionally, create a positive and inclusive work environment. Foster a culture of trust, collaboration, and open communication. Encourage creativity and innovation by giving your team the freedom to experiment and take calculated risks. Remember, a team that feels valued and empowered will be motivated to deliver their best work. As Steve Jobs once said, “The only way to do great work is to love what you do.” So, inspire your team, unleash their potential, and watch them thrive. 8. Decisive and Willing to Make Hard Decisions: The Sign of a Strong Product Owner In the fast-paced world of product development, tough decisions are inevitable. As a good product owner, you must have the courage and conviction to make those decisions, even when they are challenging. Decisiveness is key to maintaining momentum and keeping the project on track. Trust your instincts, gather relevant data and insights, and be confident in your judgment. Avoid analysis paralysis and the trap of seeking perfection. Sometimes, a well-informed decision made in a timely manner is better than waiting for perfect information. Remember, the goal is to maximize the value of the product and deliver exceptional outcomes. Embrace the responsibility of making difficult choices and communicate them effectively to your team. Your ability to make tough decisions will earn you the respect of your team and stakeholders alike. As Winston Churchill once said, “Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.” So, be decisive, listen to different perspectives, and make the hard decisions that propel your project forward. 9. Taking an Economic View: Balancing Business and Technology for Success Being a good product owner means understanding the intersection of business and technology and taking an economic view of project decisions. It’s not just about building features; it’s about delivering value and maximizing return on investment. Consider the cost-benefit analysis of each decision and prioritize features that provide the most significant impact. Collaborate closely with stakeholders to align business goals with technological capabilities. Remember, it’s not about building everything, but rather delivering what brings the most value to the customer and the business. Strive for efficiency and optimize resources by eliminating waste and focusing on high-value activities. Continuously evaluate and reassess the product’s market viability and adjust your strategy accordingly. By taking an economic view, you can ensure that your product remains relevant, competitive, and commercially successful. As Jeff Bezos famously said, “The best customer service is if the customer doesn’t need to call you, doesn’t need to talk to you. It just works.” So, as a product owner, keep an eye on the bottom line and work towards maximizing the value of your product. 10. Building Strong Relationships with Stakeholders: Collaboration for Long-Term Success Building good relationships with stakeholders is crucial for the success of any product owner. It’s not just about delivering a product; it’s about creating long-term partnerships that drive continuous improvement and customer satisfaction. As Helen Keller once said, “Alone, we can do so little; together, we can do so much.” When you collaborate closely with stakeholders, you tap into their expertise, leverage their insights, and align your product with their needs and expectations. By fostering strong relationships based on trust and mutual respect, you create a network of support and advocacy that can propel your product to new heights. This does require active effort and dedication. Take the time to understand their goals, challenges, and constraints. Show genuine interest in their perspectives and demonstrate that their input is valued. Regularly update them on the progress of the product and seek their validation and endorsement. Think of stakeholders as your allies on the journey towards product excellence. Involve them early on, seek their feedback, and listen to their suggestions. Engage in open and transparent communication, and be responsive to their concerns and

Role of product owners

How do Great Product Owners help their Teams – Part 1

As a self-proclaimed Scrum Master whisperer, I’ve chatted and worked with more development teams than I can count. As a result, I’ve experienced a wide diversity of Product Owners. From the good, the bad, to the downright ugly – I’ve seen it all.  One thing is crystal clear, a good product owner can turn a decent project into a masterpiece. Meanwhile, a less than average product owner can sink a project faster than the Titanic. So, what sets the two apart?The secret ingredient to being a successful product owner is an innate ability to understand people’s needs. Whether it’s your stakeholders, customers, or team members – a good product owner knows what they need and makes sure they have it. But, how do they do it? By displaying and living the attributes described below:1. Easily Accessible to teams – Empowering the teams by being present and available2. Ability to see the big picture – Envisioning a holistic view of the Product’s goals to drive outcomes.  3. Collaborative team player – A dedicated team player, fostering a collaborative environment to drive success  4. Setting high expectations – Setting high standards to achieve ambitious goals and deliverables5. Prioritizing / Negotiating and building consensus – Prioritizing tasks, negotiating with stakeholders, and building consensus for successful project completion6. Storytelling / communicating effectively – Mastering the art of storytelling and communicating complex ideas in a simple and effective manner7. Motivating and inspiring – Inspiring and motivating team members to work towards a common goal8. Decisive and willing to make hard decisions – Making tough decisions with confidence and conviction for the project’s benefit9. Taking economic view to balance business with technology – Balancing business and technology by taking an economic view of project decisions10. Building good relationships with stakeholders – Building strong relationships and maintaining a good rapport for long-term success Let’s look at these closely 1. Be Available: A Key Trait of Good Product Owners  In the fast-paced world of Scrum teams, having an available product owner can make all the difference between project success and failure. Your team needs you to answer their questions, clarify their expectations, and provide support whenever they need it. To build a collaborative and productive relationship with your team, you need to be part of it. Sit closer to your team members when at work and be active in the product development chat groups when away. Regularly attend all the team events. Remember, you’re a Scrum team member and team members expect you to be present and actively participate in Daily Scrum, Sprint Planning, Sprint Reviews and Retrospectives Remember, you are expected to grow into an expert who understands users, customers, and markets; knows the product inside out, is involved in every stage of product development and demonstrates the product knowledge and understanding through conversations. This is much more than writing user stories; it should also show in your ability to demo new functionalities, features during Sprint Reviews. Are you on top of what is needed for you to be connected and available to your team member? 2. Motivate and inspire your team to succeed: The visionary aspect of Product Ownership  The best among the Product Owners not only set a clear vision for their teams but carve a path filled with inspiration to drive their teams towards that vision. Remember, a great vision is important as it provides a sense of purpose and direction, but outcomes are driven through actions. Many Product Owners start writing grandiose Steve Jobs style vision. This is not required. A clear, inspiring vision that motivates your team is enough. Remember, If you cannot imagine it, you cannot achieve it! Start with a clear goal. That will help you get to a compelling vision. Example: Alexander Graham Bell had a goal. It was to communicate by transmitting speech across great distances before the end of the century. It was clear and elevating. It inspired him to invent the telephone which revolutionized communication and shaped the future of technology! Make sure your Product Vision just a clear and inspiring, although it needn’t be as grand as Bells’. A few examples of clear, inspiring goals: Your Product Vision can evolve over time. Jeff Bezos started Amazon as an online bookstore initially and evolved it over time. Keep the vision flexible but it stays clear and inspiring to the team members. 3. Use the Power of Collaboration: Product Owner Game Changer! Successful Product Owners collaborate effectively with stakeholders. They know that success with product is not only dependent on understanding customers, users, markets, risks and competition but also working closely with teams and collaborating with stakeholers. Collaborating effectively involves listening to stakeholders’ opinions on priorities, features, needs, and concerns. Building trust with team members and creating a shared sense of ownership and purpose will lead to better outcomes. Example: Team might request some dedicated time to refactor code. Do not dismiss it right away. Instead ask good questions to understand the impact of this refactoring and how the value delivered measure up with competing stories you wanted to prioritize, Remember, collaborating is not just about getting to done but also about bonding and building trust with your team and stakeholders. It pays off in the long run. 4. Raise the Bar with Ambitious Goals to achieve Exceptional Delivery: This way you will be able to challenge the team to come up with creative solutions to tough problems. Example: Ask them to create a user interface that is so simple and intuitive that even their grandmother can figure out. Give your team enough time to build work items with quality. Often, the rush to quickly finish committed items hardly leaves them with time to be creative enough or build to a high quality. As a result, achieving barely “good enough” state becomes a habit. Imagine if Beethoven was asked to shorten his masterpiece, the symphony number 9!? OR if Leonardo Da Vinci rushed to complete is greatest work, the Mona Lisa; what would the outcome look

Qualities, Responsibilities, and Characteristics of a Good Product Owner

Qualities, Responsibilities, and Characteristics of a Good Product Owner

Jeff Sutherland, the co-creator of Scrum says: “The Product Owner is the CEO of the Product”. Therefore, it’s important to choose the right person for the job. Are you ready to take on the role of a Product Owner? Or are you in search of a Product Owner who possesses good product owner qualities, understands the product owner responsibilities, and displays important product owner characteristics? As a Product Owner (PO), you are the central point of product leadership. You are responsible for maximizing the value of the product and driving it towards better economics. But being a good product owner is not just about achieving results, it’s about building a culture of empathy, support, and growth. Let’s take a look at the qualities, responsibilities, and characteristics of a good product owner. The importance of the role of a product owner cannot be overstated. The product owner is the single voice for communicating what to build and in what order to build it. They are responsible for marshalling people and resources to ensure stakeholder value is delivered. A good product owner ensures that the team works on the most valuable backlog items and accepts the completed work in a timely manner. They have the same goal as the team and work to maximize the return on investment. One of the most important responsibilities of a product owner is to manage the product backlog. This involves prioritizing the product backlog and ensuring that it is shared with the team and stakeholders. A good product owner also shares the product vision to align business and the team. They define acceptance criteria and verify that they are met, collaborate with the development team, and collaborate with the stakeholders. A good product owner possesses certain characteristics that set them apart from the rest. They have domain skills and are visionary. They understand that everything cannot be anticipated and have business, technology, and domain expertise. They also have people skills, which enable them to establish good relationships with stakeholders, negotiate and build consensus, communicate effectively, and motivate the team. Decision-making is another critical aspect of the product owner role. A good product owner is empowered to make decisions, willing to make hard decisions, and is decisive. They take an economic view to balance business and technical issues. Lastly, accountability is essential for a good product owner. They accept responsibility for the product, are committed and available, and act like a Scrum team member. A good product owner is not afraid to take ownership and ensures that the team is focused on the right priorities. In conclusion, being a good product owner is a challenging role that requires a combination of above mentioned qualities, responsibilities, and characteristics. To be successful, a product owner must be a visionary with business, technology, and domain expertise, possess people skills, be a good decision-maker, and be accountable for the product. By doing so, a good product owner can create a culture of empathy, support, and growth that drives the product towards better economics and maximizes the value for stakeholders.

Scrum Managers: Agile Leadership Roles With Agilonomics

Managers in Scrum

We all know that the Scrum Team consists of the three main roles – Scrum Master, Product Owner and Developers (erstwhile Development Team)  Where do Managers fit in then?  Many think that Managers do not have a role in Agile and Scrum. Some even say that Managers are not necessary and teams can survive and even thrive without them Well, Agile being “agile”, is all inclusive and so Managers can live and actually help Agile grow and thrive in a number of ways Let us explore all different roles and places where Managers can fit in and how they can positively impact their Agile and Scrum teams and what do they need to avoid that would weaken agility in their environment and organization Manager and Scrum Team: The Manager role has been in place long before Agile and Scrum came into being. Managers were responsible for taking care of people, what they work on, how they accomplish the work and would help with tracking the work However, Agile encourages self organizing teams. Per the Agile manifesto:  The best architecture, requirements and design come from self organizing teams (Principle#11),  and  Build projects around motivated individuals. Provide them with the environment and support they need and trust them to get the job done (Principle#5) Furthermore, the Scrum roles and responsibilities outline the Scrum Master as one who owns the process, team effectiveness and team happiness. This includes conflict resolution, making sure the impediments are resolved in a timely manner, mentoring, guiding, coaching, facilitating, …  You may benefit from reviewing related blogs.  What Does A Scrum Master Do? | Agilonomics and An Ideal Career Path for a Scrum Master | Agilonomics for in-depth understanding of the Scrum Master role Scrum Product Owner is the one who understands the market, the users and customers, brings in the requirements and prioritizes them. He/she creates the vision for the product and aligns it with the team and stakeholders. He/she works with the team to groom the backlog, is available to clarify requirements and accept the “done” work throughout the Sprint The Scrum Master coaches the developers and the Product Owner to work effectively keeping in mind the tenants of Agile, focused on value delivery and team effectiveness What is the role of a Manager in this setup then? And, where and how does a Manager fit in this whole picture?   Well, there are a number of ways Managers show up with Agile teams. I discuss a number of scenarios I have come across with examples and suggestions that can make the role effective Manager as the team boss: Developers report to the Manager and Scrum Master is an independent role with reporting lines in another department (example – PMO) Manager’s micro-managing the team can conflict with the Scrum Master role and create an impediment to Scrum effectiveness. If Scrum Master wants to experiment with the process or coach the team for following Agile Principles but the Manager opposes it, it will weaken the SM role and team effectiveness can suffer It is important that the Manager, Scrum Master and Scrum Master’s boss have a working agreement so that the Scrum Master feels empowered and the role is supported In the case the Scrum Master role is played by one of the developers then the Scrum effectiveness can be weakened further as there is no one for the Scrum Master to intervene if needed. Such Scrum teams work towards only perfecting “doing” Agile Manager as the Product Owner: This is common in many companies where Manager transitions to the PO role since she has been working with the same team managing the what, how and tracking prior to transitioning to Agile Scrum Master belonging to an outside-the-team department such as PMO may find it hard to coach the Manager in Agile ways. Example: Manager failing to agree-upon/cooperate on how to address change and repeatedly brings scope (creeping) in the middle of Sprints and justifying her being the PO, can call the shots on scope. Such reasoning can hamper with correct and effective agility Here, too, having a working agreement with the Manager and PMO can help empower the Scrum Master Again, If the Scrum Master happens to be a developer, then coaching one’s own Manager-cum-PO can be even harder and challenging Manager as the Scrum Master: This is a tough one. There is a conflict of interest in the two roles. A servant leader Scrum Master coaches the team, adheres to the Agile values and principles but experiments with the process to see what works best for his team. He is open to the team challenging his assumptions and disagreeing and in fact uses such disagreements to foster powerful conversations and bond the team However, when this role is played by the team Manager, it is difficult for developers to oppose or challenge the choices the Manager makes. The subtle thought, “my performance review will be impacted if I oppose my Manager”, is always in the back of the mind of the developers Best is to avoid this anti pattern in the roles because however hard you may try, you will find it will never achieve the right balance between the two conflicting roles Manager as both the Scrum Master and the Product Owner: This is a double tough one. One for the reasons mentioned above and second for the two conflicting roles being played by the same person  Scrum Master role is to protect the team from being overly and unreasonably pushed by the PO and stakeholders while the PO role is to push and drive the team to achieve business goals. A delicate tension between the two roles is healthy for effective Scrum Remember, when the same person plays both the Scrum Master and Product Owner roles, it is like being a 2 headed dragon. At any time, one head will end up eating the other. In other words, you cannot be a good Scrum Master and a good Product Owner at the same time! How can a Manager effectively support Agile? Whichever orientation a Manager is in, she

The Problem with Requirement Specification Documents

The creation of the PRD (Process Requirement Document) is not wrong in itself, but the bigger issue is when it is created and how extensive it is. Traditionally, the Requirement specification documents were created as part of waterfall projects. Assigned project managers or  technical leads would write a long document pinning all details or requirements for the product that will be worked upon in the short to mid-term future. This is followed by putting detailed design in place, then coding, integration, testing, deployment… We know where that leads to, right? Coming to the present times, I still see a lot of people all over the world, writing PRDs or CUJs (Critical User Journey) as text documents. PRDs are written exhaustively and drive the work done by teams (often referred to as Agile or Scrum teams). Individual team members interpret the requirements and start working on them. If they find something isn’t clear, then they go to the person who created the document for clarification. There are a number of issues with this approach: 1. Writing PRDs exhaustively to drive product development can be wasteful. Refer to the image below. I was first introduced to this image at a training by Kenneth Reubin.  The region – 1 represents a danger zone. Why? Because, at the start of a project, we do not have enough knowledge of what we are actually building, whether customers will like what we build, how the final shape and form of the product will be, etc. But we are exhaustively writing (freezing) the requirements. Do you see the disconnect? Not only is it dangerous, but it is also wasteful, as things will change and a lot of what we are assuming might not hold value as we move forward. The region – 2 indicates that our cumulative product knowledge increases over time, and it is wiser to start with a small set of requirements, work towards creating a prototype, get quick feedback and adjust the direction. If this is what is more useful, then why the heck are we creating such exhaustive requirements in the beginning? 2. The second problem with writing such detailed PRDs is that there is a lot of text to read. Usually, different people read such documents on their own and only bring up items they do not understand or need clarification on. But, what about the rest of the items in the document? Research shows that people misinterpret quite a few things based on their understanding and move forward with it. To understand this, let’s refer to the following images, first introduced to me by my mentor Jeff Patton: Per the images above, you can see how people can misinterpret text documents and this can result in lack of shared understanding and alignment, which can negatively impact the health of products. I recently worked at a large enterprise where senior team members are required to create exhaustive PRDs for their teams. A single technical team member then studies that doc on his / her own and starts to implement the code. No one else in the team knows much about the details in the doc, as they have been handed their own docs on projects they will solely own. This creates silos in a group of people who call them as a team but are only a working group.  The team meets weekly for a sync-up in which everyone talks about the progress they have made and what impediments they are facing. They also give a Red/Yellow/Green type status on whether they are on target towards delivering the project in 6-9-12 months. Often with only a few months remaining, the team members call out that they will not be meeting the original deadline. PRD driven development based on siloed understanding of the requirements leads to such situations. Estimating a humongous piece of work will carry a lot of uncertainties. More the uncertainty, bigger are the unknowns and larger is the chance of that big piece not delivered on time. Instead, strive to build a shared understanding. Tell stories, do not just write them. Sketch, record, use whiteboards. Discuss visually for alignment. Create story maps and do not freeze or hide them. Continue to update and refer to these maps and make them the source of truth. Ask different stakeholders to walk through these maps to validate the assumptions.  Slice the map to target desired outcomes as shown below: Did you notice that every release slice is functional (has the shape and form visible)?  And outcome driven? Working in such manner is conducive towards building a shared understanding and should be foundational to effective product strategy. Conclusion:  Invest in techniques that create shared understanding and empower the developers to write code with empathy. Create visual shared understanding and maintain those artifacts as the source of truth that feeds the Product Backlog. Remember, a flat Product Backlog is a trap. The 2 dimensional journey maps are contextual and help with alignment and validate our assumptions. They obviate the need to create extensive Product Requirement Documents (PRDs) upfront. In addition to the new ways of working, Scrum Masters must continue to challenge the status quo and coach teams, departments and organizations to let go of exhaustive textual documents that reduce visibility, understanding and lead to fake project estimations and roadmaps that are never met. Amitabh (Amit) Sinha is a servant leader entrepreneur, visionary, mentor, trainer and coach. Amit is highly passionate about Agile, its principles, values, and the human side. Amit is a people champion and strives to bring out the best in his teams. Amit leverages his expertise in Agile, Scrum, Kanban and people skills to increase team effectiveness and happiness. See more

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