The Product Owner Pino describes was intimately familiar with the product, and the problem that needed to be solved with it. Because of this, the PO did not have to seek permission or confirmation from someone else before making decisions. The PO was empowered! Also critically, the PO was “the face” of all decisions with the client, which allowed him to protect the team from unnecessary pressure. As Pino describes it: “it was the perfect project”!
Instead of one Product Owner, this project had a committee of people who were assigned the overall PO role. However, in this case, the committee did not work to fulfill the PO role. The conflicting needs in that group of people led to decisions that took too long, and to the alienation of the team, who was not allowed to give input after a decision because the committee was not able to process the feedback.
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About Pino Decandia
Pino started in software development but realized he was more interested in people than code. With experience, Pino came to believe that people can change; they don’t resist change but offer their own vision, which needs to be met.
Secondly, needs drive behaviors. To provide help, we must allow them to be clearly expressed. To set the example, we need to be ready to be the first to state our needs.
And thirdly, that ideological battles are meaningless.
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