Product Owner’s Misstep
There’s never a good time for a Scrum Team to be slanted, unsupported or left feeling surprised. A Scrum Team is all about transparency, dependability and teamwork throughout good and bad situations.
Setting the Stage at the Sprint Review
Imagine a meeting room brimming with anticipation after all the stakes are high for every team member at a Sprint review.
Now, picture this: as the sprint review gets into full swing, the stakeholders are brimful with expectations.
With the natural order of a Sprint Review, the next demo starts and when it wraps up, a puzzled voice rings out from the customer, questioning the very choices that led to the product’s creation. Clearly, they were not satisfied with the demo. 🤔
“Why did you build it that way?” they asked, voicing their dissatisfaction.
“You’ve made choices we don’t like, so why did you build it that way?”
An Unexpected Turn
In situations like this, one would hope and expect the Product Owner, the very fulcrum of decision-making and the custodian of the product vision, to step up, clarify, mediate, align expectations and be the bridge between the stakeholder and team decisions.
A Scrum Team should be able to expect a shield and not a sword.
However, in what was probably the worst product owner experience I’ve witnessed, the product owner did the exact opposite.
Instead of supporting or defending the choices made, this product owner turned to the development team and surprisingly amplified the customer’s concerns with a sharp, “Yes, why did you build it that way?”
This product owner effectively unprofessionally pointed the finger right back at the development team.
Balancing Accountability and Support
The essence of a professional product owner is to balance accountability and support for their team. This incident highlights an often-overlooked facet of being a product owner.
While it’s integral to ensure that stakeholder requirements are met, it’s equally crucial to stand by the team’s decisions, especially when they are put on the spot.
This awkward and unprofessional situation served as a stark reminder - While accountability is a cornerstone in Agile, throwing one’s team under the proverbial bus is an unanticipated, unwelcome route.
It’s crucial to remember that the best product owners take responsibility and support their teams in the face of criticism.
The Key Takeaway
Throwing the entire team under the bus during a sprint review is far from the collaborative spirit that Agile champions.
The key takeaway?
It’s pivotal for product owners to strike a balance between stakeholder expectations and backing their team.
Are you navigating the complexities of the Scrum roles?
Elevate your Agile game by joining our in-depth Scrum and Agile courses.
Together, let’s champion collaboration and understanding in the amazing world of Agile! 🌐
Smart Classifications
Each classification [Concepts, Categories, & Tags] was assigned using AI-powered semantic analysis and scored across relevance, depth, and alignment. Final decisions? Still human. Always traceable. Hover to see how it applies.
What to read next
Who Should Lead the Sprint Review? Unpacking the Role of the Product Owner in Agile Success
Explains why the Product Owner should lead Sprint Reviews in Agile, detailing their role in maximising value, gathering feedback, and …
How to Tackle the Challenge of an Ineffective Product Owner in Agile Teams
Learn practical steps for Agile teams to address ineffective Product Owners, including support, education, relationship-building, and …
How critical is a Product Owner in developing a great Product Backlog?
Explains why a product owner is essential for shaping, prioritising, and maintaining a focused, lean product backlog that drives effective …
What should you do if your Sprint Review delivers harsh, scathing feedback?
Learn how Agile teams can handle harsh Sprint Review feedback by analysing root causes, engaging stakeholders, and deciding whether to halt, …
What is a product owner? Why are they essential?
Explains the product owner's role in Scrum, focusing on accountability for maximising value, aligning teams with strategy, and ensuring …
Empowering Product Owners as Strategic Leaders in Scrum Teams
Explores how Product Owners can drive strategy, maximise value, and lead Scrum teams effectively, highlighting the need for empowerment …
Detecting agile theatre with real delivery signals
Why Most Companies Operating Models Fail in Dynamic Markets
A concise comparison of Predictive and Adaptive Operating Models, explaining why traditional structures fail in dynamic markets and how …
Don’t Manage Dependencies, Remove Them
Explains why dependencies are a sign of poor system design and outlines steps to eliminate them by aligning teams, clarifying ownership, and …
The Estimation Trap: How Tracking Accuracy Undermines Trust, Flow, and Value in Software Delivery
Tracking estimation accuracy in software delivery leads to mistrust, fear, and distorted behaviours. Focus on customer value, flow, and …
Flow of Value vs Flow of Work – Misnomer or Useful Shorthand?
Compares “flow of value” and “flow of work” in Kanban, explaining why only validated outcomes count as value and stressing the need for …
Why Outsourcing DevOps Fails, and How Real Engineering Excellence Starts With Your Team
Avoid DevOps vendor lock-in, discover how true engineering excellence starts with partnership, not outsourcing. Ready to transform your …
Why Most Companies Operating Models Fail in Dynamic Markets
A concise comparison of Predictive and Adaptive Operating Models, explaining why traditional structures fail in dynamic markets and how …
Don’t Manage Dependencies, Remove Them
Explains why dependencies are a sign of poor system design and outlines steps to eliminate them by aligning teams, clarifying ownership, and …
The Estimation Trap: How Tracking Accuracy Undermines Trust, Flow, and Value in Software Delivery
Tracking estimation accuracy in software delivery leads to mistrust, fear, and distorted behaviours. Focus on customer value, flow, and …
Kendall Guide - A System of Work for AI Adoption
Flow of Value vs Flow of Work – Misnomer or Useful Shorthand?
Compares “flow of value” and “flow of work” in Kanban, explaining why only validated outcomes count as value and stressing the need for …
Estimating Better in an Overloaded System Is a Poor Man’s Strategy
High work in progress (WIP) causes delays and unpredictability; improving estimates won’t help. Limiting WIP and focusing on flow is key to …
The Definition of Done is a Commitment to Quality
Defines the Definition of Done in Scrum as a clear, shared standard for quality, ensuring increments are releasable, transparent, and …
Why Your Definition of “Done” Is Holding Back Quality, Agility, and Trust, And How to Raise the Bar
Is your team’s “done” really done? Discover how a clear, objective definition of done boosts quality, agility, and trust in product …
Acceptance Criteria vs Definition of Done: Why Getting This Right Builds Trust and Delivers Quality Faster
Stop confusing acceptance criteria with definition of done, learn the crucial difference to boost quality, speed, and trust in your agile …
How to Evolve Your Definition of Done: Start Small, Grow Smarter, and Build Lasting Momentum
Unlock a smarter Definition of Done, start small, evolve standards, and build team momentum without overwhelm. Discover how progress drives …
Why Most Transformations Fail Without Honest Conversations
Most transformations fail without open, honest conversations that address real issues, making transparency and tough dialogue essential for …
Why Your Definition of Done Is the Secret Weapon for Real Business Impact and Agile Growth
Transform your definition of done into a strategic advantage, deliver real value, reduce risk, and drive business impact with every sprint.