RE: [scrumdevelopment] Product Owner in development of individual software (was: career path for scrummaster)
- Yes, I agree, sometimes this is the way it goes. I can understand where you
are coming from and I have been there myself.
I do have to point out though that as soon as you end up in a situation
where the various factions within the customer side start an argument, the
very best thing you can do as the contractor is to shut up and let them
fight it out. If you don't, then more often they all start firing at you as
the common enemy (the easy/soft target).
Therefore I have made it a rule during my time as a contractor that if I
cannot find a single person on the customer side to represent the customer
(the "champion"), I wouldn't take the job.
From my perspective, the product owner role belongs firmly to the "customer"
camp. All the domain knowledge, internal politics, etc. are unknown to
anybody outside and therefore they require a person on the inside to resolve
> -----Original Message-----
> From: firstname.lastname@example.org
> [mailto:email@example.com] On Behalf Of Heber
> Sent: 29 September 2006 13:49
> To: firstname.lastname@example.org
> Subject: [scrumdevelopment] Product Owner in development of
> individual software (was: career path for scrummaster)
> <<< Sorry, I don't agree with that. There is always an owner
> to the solution that is required. That could be simply the
> team leader of the team that will be using the
> software/product internally. The person that ultimately
> prioritizes the list of functions to develop, that is the
> product owner. >>>
> Actually I have to take my original statement back a little
> bit. Looking at the principle "customer collaboration over
> contract negotiation" I have to say that ideally the product
> owner would have to be someone from the customer side. I am
> speakin of projects with development of individual software.
> Which leads to the question who the ideal product owner is
> for individual software development.
> If one can get the customer to nominate a single
> representative who will be takin the decisions for and in
> behalf of the customer, then I think that is the ideal setup.
> In the projects I have worked, however, I have often found
> the situation where there are two, three or more departments
> on the customer side, whose interests all need to be
> considered. The customer will expect that as the vendor who
> develops the software we will also take the role as
> integrators who will speak to the different departments,
> bring them together in the same meeting room and will guide
> them to a common decision on the functionality to be
> implemented. Of course escalation to the customer's
> management needs to occurr in cases where the different
> business units can't be brought to agree ... but basically it
> is expected of our project manager to bring about such
> agreement as a consultant.
> In such a projects there is generally a project manager who
> does all this negotiations with the customer, and a technical
> project manager (or project
> lead) who leads the developers and QA internally.
> In such a setup the project manager would have the product
> owner role and the technical project manager the scrummaster
> role. Don't you think?
> Take care,