Product Owner Anti-Patterns — 31+2 Ways to Improve as a PO

TL; DR: Scrum Product Owner Anti-Patterns

If you are working as a Product Owner, there is—very likely—room for improvement. This list of some of the most common Product Owner anti-patterns might be a starting point. Hence, if you recognize some anti-patterns in your daily work, why don’t you ask the rest of the Scrum Team for support? The Product Owner anti-patterns list is a good starting point for a retrospective.

Update 2020-02-04: I rewrote large parts of the previous article, adding new Product Owner anti-patterns while removing others, and fixed some bugs as well. I also added an excerpt from the Scrum Guide on the Product Owner role.

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The Role of the Product Owner According to the Scrum Guide

“The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team.” The primary way of achieving this goal as a PO is the management of the Product Backlog. According to the Scrum Guide, this activity comprises:

  • Clearly expressing Product Backlog items;
  • Ordering the items in the Product Backlog to best achieve goals and missions;
  • Optimizing the value of the work the Development Team performs;
  • Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and,
  • Ensuring the Development Team understands items in the Product Backlog to the level needed.

Source: Scrum Guide 2017.

In my experience, most Product Owner anti-patterns result from a less than adequate handling of this Product Backlog management task.

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Product Backlog and Refinement Anti-Patterns

You can spot most of the Product Owner anti-patterns in the PO’s backyard — the Product Backlog and its refinement:

  • Storage for ideas: The Product Owner is using the Product Backlog as a repository of ideas and requirements. (This practice is clogging the Product Backlog, may lead to cognitive overload, and makes alignment with the ‘big picture’ at portfolio management and roadmap planning level very challenging for all participants, be it stakeholders or Scrum team members.)
  • Part-time PO: The Product Owner is not working daily on the Product Backlog. (The Product Backlog needs to represent the best use of the Developers’ time at any given moment. Therefore, it needs to be “actionable” 24/7. Updating it once a week before the next refinement session or Sprint Planning does not suffice to meet this condition.)
  • Copy & paste PO: The Product Owner creates user stories by breaking down requirement documents received from stakeholders into smaller chunks. (That scenario helped to coin the nickname “ticket monkey” for the Product Owner. Remember: Product Backlog item creation is a team exercise in most cases.)
  • Dominant PO: Checks and balances: The Product Owner creates Product Backlog item by providing not just the ‘why’ but also the ‘how’ and the ‘what’. (The team answers the ‘how’ question – the technical implementation –, and both the team and the PO collaborate on the ‘what’ question: what scope is necessary to achieve the desired purpose.)
  • Prioritization by proxy: A single stakeholder or a committee of stakeholders prioritizes the Product Backlog. (The strength of Scrum is building on the solid position of the Product Owner. The PO is the only person to decide what work items become Product Backlog items. Hence, the Product Owner also decides on the ordering of the Product Backlog. Take away that empowerment, and Scrum turns into a pretty robust waterfall 2.0 process.)
  • 100% in advance: The Scrum Team creates a Product Backlog covering the complete project or product upfront because the release scope is limited. (Question: how can you be sure to know today what to deliver in six months from now—even if you believe you understand the scope today?)
  • Over-sized: The Product Backlog contains more items than the Scrum Team can deliver within three to six Sprints, give or take. (This way, the Product Owner creates waste by hoarding issues that might never materialize.)
  • Outdated issues: The Product Backlog contains items that haven’t been touched for six to eight weeks or more. (That is typically the length of two to four sprints. If the Product Owner is hoarding backlog items, the risk emerges that older Product Backlog items become outdated, thus rendering previously invested work of the Scrum Team obsolete.)
  • Everything is estimated: All items of the Product Backlog are detailed and estimated. (That is too much upfront work and bears the risk of misallocating the Scrum Team’s time.)
  • Component-based items: The Product Backlog items are sliced horizontally based on components instead of vertically based on end-to-end features. (This may be either caused by your organizational structure. Then move to cross-functional teams to improve the team’s ability to deliver. Otherwise, the Scrum team needs to strengthen their skills of writing user stories probably.)
  • Missing acceptance criteria: There are work items in the Product Backlog without acceptance criteria. (While it is unnecessary to have acceptance criteria at the beginning of the refinement cycle, they would make the task much more manageable.)
  • No more than a title: The Product Backlog contains item that comprise of little more than a title. (See above.)
  • Issues too detailed: The Product Owner invests too much time upfront in creating Product Backlog items making them too detailed. (If a work item looks complete, the team members might not see the necessity to get involved in further refinement. This way, a “fat” item reduces the team’s engagement level, compromising the creation of a shared understanding. By the way, this didn’t happen back in the days when we used index cards given their physical limitation.)
  • No research: The Product Backlog contains few to no spikes. (This often correlates with a Scrum team spending too much time discussing future problems instead of researching them hands-on as part of an iterative creation process.)
  • What team? The Product Owner is not involving the entire Scrum Team in the refinement process and instead is relying on just the “lead engineer” (or any other member of the team independently of the others).

Sprint Planning Anti-Patterns

The number two area on my list of product owner anti-patterns is the sprint planning itself:

  • What are we fighting for? The Product Owner cannot align the business objective of the upcoming Sprint with the overall product vision and the Product Goal. (A serious goal answers the “What are we fighting for?” question. It is also a negotiation between the Product Owner and the rest of the Scrum team to a certain extent. It shall be focused and measurable. The Developers’ forecast, the Sprint Goal, and the business objective go hand in hand.)
  • No business objective, no Sprint Goal: The Product Owner proposes Product Backlog items that resemble a random assortment of tasks, providing no cohesion. Consequently, the Scrum Team does not create a Sprint goal. (If this is the natural way of finishing your Sprint Planning, you probably have outlived the usefulness of Scrum as a product development framework. Depending on the maturity of your product, Kanban may prove to be a better solution. Otherwise, the randomness may signal a weak Product Owner who listens too much to stakeholders instead of ordering the Product Backlog appropriately.)
  • Unfinished business: UUnfinished Product Backlog items from the last Sprint spill over into the new Sprint without any discussion. (There might be good reasons for that, for example, a task’s value has not changed. It should not be an automatism, though; remember the sunk cost fallacy.)
  • Last-minute changes: The Product Owner tries to squeeze in some last-minute Product Backlog items that are not ready yet. (Principally, it is the prerogative of the Product Owner to make such kinds of changes to ensure that the Development Team is working only on the most valuable tasks at any given time. However, if the Scrum Team is practicing Product Backlog refinement sessions regularly, these occurrences should be a rare exception. If those happen frequently, it indicates that the Product Owner needs help ordering the Product Backlog and communicating with the team. Or the Product Owner needs support to say ‘no’ more often to stakeholders.)
  • Output focus: The Product Owner pushes the Developers to take on more tasks than they could realistically handle. Probably, the Product Owner is referring to former team metrics such as velocity to support their desire. (This behavior is a road to becoming a feature factory and deserves attention from the team’s Scrum Master. Furthermore, it violates both the Developers’ prerogative to pick Product Backlog items for the Sprint Backlog and Scrum Values.)
  • No preparation: The Product Owner does not prepare the Product Backlog to provide valuable Product Backlog items in time. (Product Backlog needs to represent the best possible use of the Developers’ work from a customer value perspective at any given moment. In other words, your Scrum Team’s Product Backlog has to be actionable 24/7. By my standards, that means that you need to be capable of running a meaningful Sprint Planning instantly. Therefore, preparing a few basic Product Backlog items an hour before the beginning of the Sprint Planning is not enough.)

Sprint Anti-Patterns

Another area prone to Product Owner anti-patterns is the Sprint itself:

  • Absent PO: The Product Owner is absent most of the Sprint and is not available to answer questions of the Developers. (As the Sprint Backlog is emergent and the Developers may identify new work to achieve the Sprint Goal, this attitude might leave the Developers in the dark, risking the accomplishment of the Sprint Goal.)
  • PO clinging to tasks: The Product Owner cannot let go of Product Backlog items once they become part of the Sprint Backlog. For example, the Product Owner increases the scope of a work item. Or, they change acceptance criteria once the Developers accept the issue into the Sprint Backlog. (There is a clear line: before a Product Backlog item becomes part of the Sprint Backlog, the Product Owner is responsible. However, once it moves from one backlog to the other, the Developers become responsible. If changes become acute during the Sprint, the team will collaboratively decide on how to handle them.)
  • Inflexible PO: The Product Owner is not flexible to adjust acceptance criteria. (If the work on a task reveals that the agreed-upon acceptance criteria are no longer achievable or wasteful, the Scrum Team needs to adapt to the new reality. Blindly following the original plan violates core Scrum principles.)
  • Delaying PO: The Product Owner does not provide feedback on work items once those are done. Instead, they wait until the end of the Sprint. (The Product Owner should immediately provide feedback on work items; that is essential for a good workflow with the team. Otherwise, the Product Owner will create an artificial queue within the Sprint, unnecessarily increasing the cycle time. This habit also puts reaching the Sprint Goal at risk.)
  • Misuse of Sprint cancellation: The Product Owner cancels Sprints to impose their will onto the team. (It is the prerogative of the Product Owner to cancel Sprints. However, the Product Owner should not do this without a serious cause. The Product Owner should also never abort a Sprint without consulting the other team members first. Probably, the team has an idea of how to save the Sprint. Lastly, misusing the cancellation privilege also indicates a severe team collaboration issue.)
  • No Sprint cancellation: The Product Owner does not cancel a Sprint whose Sprint Goal can no longer be achieved. (If the Scrum team identified a unifying Sprint Goal, for example, integrating a new payment method, and the management then abandons that payment method mid-sprint, continuing working on the Sprint Goal would be a waste. In this case, the Product Owner should consider canceling the Sprint.)

PO Anti-Patterns during the Daily Scrum

By comparison to other Scrum events, the Daily Scrum is remarkably resilient to Product Owner anti-patterns:

  • Planning meeting: The PO hijacks the Daily Scrum to discuss new requirements, refine new work items, or have a micro (Sprint) planning meeting.
  • The talkative PO: The Product Owner actively participates in the Daily Scrum. (If allowed to participate, POs and stakeholders should listen in but not distract the Developers during their inspection and adaptation.)

Sprint Review Anti-Patterns

Finally, there is the Sprint Review. Despite that it is an outstanding opportunity for the Product Owner to improve the collaboration with both stakeholders and the Development Team and figure out collectively in what direction to take the product next, some Product Owners do not get the message:

  • Selfish PO: Product Owners present “their” accomplishments to the stakeholders. (Remember the old saying: There is no “I” in “team?”)
  • “Acceptance” by the PO: The Product Owner uses the Sprint Review to “accept” tasks/Product Backlog items. (A feedback loop—did the Developers deliver the agreed-upon functionality?—is valuable and should be decoupled from the Sprint Review. The Product Owner should communicate with the Developers whenever needed or when work items meet the Definition of Done.)
  • Unapproachable PO: The Product Owner is not accepting feedback from stakeholders or the Developers. (Such “living in their PO bubbles” approach violates the prime purpose of the Sprint Review event.)

The Youtube Playlist of the Webinar Product Owner Anti-Patterns Is Available

The videos of the webinar are available now:

Note: If the browser will not play the playlist automatically, click here to watch the Webinar Product Owner Anti-Patterns playlist directly on Youtube.


Admittedly, the Product Owner role is the most challenging Scrum role, and the higher the expectations are, the easier it is to fail them. Nevertheless, the concept of continuous improvement also applies to the Product Owner role. The list of Product Owner anti-patterns above may be a starting point.

What Product Owner anti-patterns have you observed that are missing in the list? Please share with us in the comments.

📖 The Product Owner Anti-Patterns — Related Posts

28 Product Backlog and Refinement Anti-Patterns

Liberating Structures for Scrum (3): The Product Backlog

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Categories: Agile and Scrum
Stefan Wolpers: Stefan—based in Berlin, Germany—has been working for 14-plus years as an agile coach, Scrum Master, and Product Owner. He is a Professional Scrum Trainer (PST) with Scrum.org. He has developed B2C as well as B2B software, for startups as well as corporations, including a former Google subsidiary. Stefan curates the ‘Food for Agile Thought’ newsletter and organizes the Agile Camp Berlin, a Barcamp for coaches and other agile practitioners.

View Comments (6)

  • Hi, Stefan,
    Great list. IF you don't mind, I'd like to add few things from my experience.
    - some of the points can be hard to achieve if you as A PO has to play few different roles (SME, Commissioning manager, Business/System Analyst, Scrum Master). I'm not saying that you cannot be one of them, but the ideal situation is if you, as PO, can focus entirely on Backlog and Product RoadMap.Simply saying your daytime is only 24hrs not 48hrs :)
    - Grown up development team, developers who are committed, who are able to take responsibility for the sprint
    - if you have a frontend devs and backend devs it is really hard to carry on refinement with entire team. Sometime you have stories which are not touching backend side at all. This is a real challenge for development team to work on stories, which describes business need all together, to not to waste time for waiting on one another

  • Hi Stefan, Thanks for this list and all the anti-patterns you are enumerating to help judge where a team and organization are. I have some questions about the size and information in the product backlog. You say that no more than 3-4 sprints worth of stories is the maximum in the product backlog. Do you mean refined stories that have been sized of split to typical size or any story even high-level ones? I believe that it s acceptable to have more than that as long as the going beyond say 2-3 sprints out are stories only a high level that have the story goal and maybe one or more ACs. For example, we doing 7 sprints of work in our release. We try to have somewhere between two or a little more sprints worth based on typical throughput refined at all times. The stories were created either by a story writing workshop or story mapping review to create a minimum viable solution for our desired business outcome. This gives us a road map and tracking to see if our guess of what will fit is in the general area. We adjust as we go to deliver on time. What issues do you see with this approach? It seems to be working pretty well.

    • To my experience, a product backlog will comprise of stories of all statuses — from high-level and brand-new to small and well refined — at any given time. If delivery is based on releases in your industry and a typical release cycle is about seven sprints then your approach probably is the right one for your organization. (Although I am not a fan of managing the release planning via the product backlog. I would rather see that with the product roadmap.)

  • Hi Adil,

    I agree that a PO may not always be able to order the backlog without help from a SME. However, my take at this point is that the responsibility should fall in one person - the PO. They may do it together with the System Architect but the final approval should come from the PO. The PO needs to understand the thinking behind the ordering so that they are able to respond any questions coming from stakeholders.


  • I'd add this generic anti pattern:

    PO wouldn't change anything, because it's the way it is and it's better to be pragmatic.

  • This is the most comprehensive list of anti patterns I've seen, so thank you.
    I must disagree about a few things. Mainly Prioritization by Proxy and Over Sized.
    For the first one, sometimes, the PO needs help from someone else who knows better. Example, if we are at a point in which we are building elements of the system architecture, and the System Architect may be the person taking on the role of prioritizing what elements should be build when.
    The second: the PBL should have every story that relates to every known release. Unless, we are talking about thousands and thousands of stories. Even then, the team should be using a tool to manage the backlog, and tagging releases (1, 1.1, 1.2 etc.) would make it easy for the team to focus. Wiithout having every story - at least of the first release, the product vision will be blurry.


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