Skip to content

The role of the Product Owner in Scrum

Estimated time to read: 7 minutes

In Agile methodologies, such as Scrum, the Product Owner (PO) plays a crucial role responsible for ensuring that the development team delivers maximum value to the business. The PO acts as a bridge between the business stakeholders and the development team, ensuring that the team works on the most valuable features of the product.

Key responsibilities of a Product Owner include:

Defining and communicating the product vision The PO works with stakeholders to define and communicate the product's purpose, target audience, and desired outcomes.

Creating and managing the Product Backlog The product backlog is a prioritised list of features, enhancements, and bug fixes required for the product. The PO is responsible for creating and continually refining the backlog, ensuring that it reflects the most important work to be done based on stakeholder feedback and business priorities.

Prioritising the work The PO must prioritise the items in the product backlog, considering factors such as customer value, risk, dependencies, and technical debt. The highest priority items are selected for development during Sprint Planning.

Collaborating with the Development Team The PO works closely with the development team, providing clarity and feedback on product backlog items. They also participate in Sprint events, such as Sprint Planning, Daily Stand-ups, Sprint Review, and Sprint Retrospective.

Accepting or rejecting work results The PO is responsible for reviewing the work completed by the development team at the end of each Sprint. They determine if the work meets the defined acceptance criteria and whether it can be released or requires additional work.

Engaging with stakeholders The PO maintains strong relationships with stakeholders, including customers, users, and other departments within the organisation. They gather feedback, share progress, and ensure that stakeholder needs are being met.

Continuously refining the product As the product evolves, the PO must keep a finger on the pulse of the market, customer needs, and the competitive landscape. They should constantly reassess the product vision and backlog priorities to ensure the product remains relevant and valuable.

Objectives and Key Results

Additionally, the PO may be involved in setting Objectives and Key Results (OKRs), but their primary responsibility is to ensure alignment between the OKRs and the work being done by the development team. OKRs are a goal-setting framework used by organisations to define, communicate, and measure strategic objectives and the associated measurable outcomes.

In many organisations, OKRs are set at different levels, such as company-wide, departmental, team, and individual levels. The process of setting OKRs typically involves collaboration between various stakeholders, including senior leadership, managers, and team members.

As a Product Owner, you would generally participate in the process of defining OKRs that are relevant to your product or project. Your responsibilities in the OKR setting process may include:

Collaborating with stakeholders Work with cross-functional teams and stakeholders to identify and define high-level objectives for the product or project. This may involve discussing customer needs, market trends, and business goals.

Defining product-specific OKRs Translate the high-level objectives into product-specific OKRs. Ensure that the objectives are clear, actionable, and aligned with the overall business strategy. Define key results that are measurable and time-bound to track progress towards achieving the objectives.

Aligning OKRs with the Product Backlog Once the OKRs are defined, the PO should ensure that the product backlog reflects the priorities and work needed to achieve the OKRs. This may involve adjusting priorities, adding new backlog items, or refining existing ones.

Monitoring progress Regularly track progress towards the OKRs, ideally using data-driven metrics. Share updates with stakeholders and the development team, and adjust plans as needed to stay on track.

Adapting OKRs Agile methodologies emphasise adapting to change. As the product or market evolves, the PO should reassess the OKRs and make adjustments as needed to ensure continued alignment with the business strategy.

In summary, while the Product Owner may not be solely responsible for setting OKRs, they play a crucial role in defining, aligning, and tracking product-specific OKRs and ensuring that the development team's work is focused on achieving these objectives.

Set-up your work for OKRs

  1. Collaborating with stakeholders
  2. Conduct a minimum of 3 meetings with stakeholders within the first two weeks of the OKR period to discuss and gather input on product objectives.

  3. Document and share stakeholder feedback with the development team within one week of each stakeholder meeting.

  4. Defining product-specific OKRs

  5. Translate high-level objectives into at least 3 product-specific objectives and 9 associated key results within the first month of the OKR period.

  6. Achieve a 90% or higher alignment score, as assessed by stakeholders, between the product-specific OKRs and the overall business strategy.

  7. Aligning OKRs with the Product Backlog

  8. Update the product backlog to reflect OKR priorities within two weeks of finalising the OKRs.

  9. Ensure that at least 80% of the top-priority backlog items are directly linked to the defined OKRs.

  10. Monitoring progress

  11. Track and report on key result metrics at least once every two weeks during the OKR period.
  12. Achieve 70% or higher completion of key results by the end of the OKR period.

  13. Conduct a mid-cycle OKR review meeting with stakeholders to assess progress and gather feedback.

  14. Adapting OKRs

  15. Review and adjust OKRs, if necessary, at least once per quarter, based on changes in the product or market landscape.
  16. Maintain a flexibility score of 80% or higher, as assessed by stakeholders, in responding to changes that impact OKRs.

These are only examples, and the specific key results for your organisation or product may vary depending on factors such as company culture, product stage, and market conditions. When defining key results, ensure they are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART).

OKRs and Product Strategy

As a Product Owner working with OKRs, developing a sound product strategy is essential to ensure your product's success and alignment with your organisation's overall objectives. Here are some techniques to help you create an effective product strategy:

Market research and analysis Understand your target market, competitors, and industry trends. Conduct research on customer needs, pain points, and preferences to identify opportunities for innovation and differentiation.

Define your product vision and mission Clearly articulate your product's vision and mission, which should be aligned with your organisation's overall vision and strategy. This will serve as the foundation for your product strategy and guide your decision-making.

Set strategic objectives Based on your product vision and mission, define high-level strategic objectives that outline what you want to achieve with your product. These objectives should be aligned with your organisation's OKRs and serve as a basis for defining product-specific OKRs.

Identify target customer segments Clearly define your target customer segments, and develop a deep understanding of their needs, behaviours, and preferences. This will help you prioritise features and improvements that address their specific needs.

Value proposition and positioning Develop a unique value proposition that highlights how your product addresses customer needs better than competing solutions. Clearly communicate your product's positioning in the market and how it differentiates from competitors.

Roadmap and prioritisation Create a product roadmap that outlines the planned evolution of your product over time. prioritise features and improvements based on factors such as customer needs, business impact, and alignment with strategic objectives.

Validate assumptions and hypotheses Use techniques such as prototyping, user testing, and data analysis to validate your assumptions and hypotheses about customer needs and preferences. This will help you refine your product strategy and make more informed decisions.

Monitor key performance indicators (KPIs) Define and track KPIs that are relevant to your product's success and aligned with your strategic objectives. Regularly review these metrics to assess progress and make data-driven decisions about your product's direction.

Iterate and adapt Continuously iterate and refine your product strategy based on feedback, learnings, and changes in the market. Be prepared to adapt your strategy as needed to respond to evolving customer needs and business priorities.

Collaborate and communicate Involve stakeholders and cross-functional teams in the development and execution of your product strategy. Maintain open lines of communication to ensure alignment, gather feedback, and foster a shared understanding of the product's direction.