Julian M. Bass

Julian M. Bass, Andy Haxby

In large-scale agile projects, product owners undertake a range of challenging and varied activities beyond those conventionally associated with that role. Using in-depth research interviews from 93 practitioners working in cross-border teams, from 21 organisations, our rich empirical data offers a unique international perspective into product owner activities. We found that the leaders of large-scale agile projects create product owner teams. Product owner team members undertake sponsor, intermediary and release plan master activities to manage scale. They undertake communicator and traveller activities to manage distance and technical architect, governor and risk assessor activities to manage governance. Based on our findings, we describe product owner behaviors that are valued by experienced product owners and their line managers.

John Noll, Mohammad Abdur Razzak, Julian M Bass et al.

Scrum is an increasingly common approach to software development adopted by organizations around the world. However, as organizations transition from traditional plan-driven development to agile development with Scrum, the question arises as to which Scrum role (Product Owner, Scrum Master, or Scrum Team Member) corresponds to a Project Manager, or conversely which Scrum role should the Project Managers adopt? In an attempt to answer this question, we adopted a mixed-method research approach comprising a systematic literature review and embedded case study of a commercial software development team. Our research has identified activities that comprise the Scrum Master role, and which additional roles are actually performed by Scrum Masters in practice. We found nine activities that are performed by Scrum Masters. In addition, we found that Scrum Masters also perform other roles, most importantly as Project Managers. This latter situation results in tension and conflict of interest that could have a negative impact on the performance of the team as a whole. These results point to the need to re-assess the role of Project Managers in organizations that adopt Scrum as a development approach. We hypothesize that it might be better for Project Managers to become Product Owners, as aspects of this latter role are more consistent with the traditional responsibilities of a Project Manager.