The team should know the product well and of course, they will come up with new features or improvements. It would be a bad idea for the PO to ignore this because he/she might have missed it and it will de-motivate the team if no one listens.
On the other hand, the PO is responsible for the product and the backlog. So finally he needs to collect the stakeholder's feedback and then decide. But whatever the outcome of the decision is, it should be possible to explain it to the team in an understandable way.
--- In firstname.lastname@example.org, Abhilash c <c.abhilash@...> wrote:
> Generally POï¿½s are responsible for the Product backlog. They have to
> prioritize the backlog to generate the maximum ROI. I have worked with few
> teams who are involved in doing a lot of backlog refinement & even creating
> of new backlog items. Some time back one of my team felt the need of a new
> PBI which would have improved the application. They discussed this with PO
> and added to backlog. Even the acceptance criteria was defined by the team.
> Of course the PBI was reviewed by PO (and later prioritized and developed
> by team).
> Abhilash Chandran
> On 27 February 2012 22:06, Jane Yip <janeyip@...> wrote:
> > **
> > Hi there,
> > If the team is self organized, and they all like to be involved in
> > defining product features and talking to end users, can we have the team
> > take more of product owner's work, to empower the team to define product
> > feature/requirement?
> > If this is doable, in that case, how much the product owner needs to be
> > involved during sprint cycle?
> > And anyone knows example or case study I can take it as reference?
> > Cheers,
> > Jane