I was with a Scrum team two weeks ago who were complaining that multiple lines of business were each pushing priorities into their backlog. The results included:
- team working lots of overtime;
- team couldn’t make/keep commitments for any of their stakeholders;
- team couldn’t focus;
- team was embarrassed that their code quality had eroded.
The team had come to think they had “multiple Product Owners”. I explained that’s impossible and when I asked who in their organization has the authority to reorder or veto any items in their backlog they all were able to name one Vice President. That VP, I said, is their de facto Product Owner regardless that others may have that job title. The team came to understand that:
- their so-called Product Owners do not have the authority required to order their backlog, yet;
- and until they do the onus is on their VP to relinquish said authority and to have crucial conversations with all stakeholders in order to prioritize the portfolio and to set realistic expectations with regard to the team’s true capacity.
For more reading about managing multiple backlogs in an organization, check out this article: Backlogs in an Organization – Levels of Queues