> Management deals with “why”, a product owner with “what”, and a developer with “how”. Try not to mix these, it doesn’t end well.
Oh my. I much more prefer it when team are cross-functional, when the Product Manager, Product Designer and Engineers form a team. Those are the people they interact with the most (not the PMs or PDs from other teams).
Marty Cagan has a couple of great books on that kind of development, and I much prefer it over teams where engineers are further away from the product people. I've been an engineering IC and in engineering and product leadership roles.
Integrating the Why (Vision/Strategy) is more tricky, but we want to do it much more openly then is traditionally done.
I agree. Product owners should be part of the team.
The separation is because I often saw Product owners saying “how” something should be made in the stories. Or invite all the developers to meetings.
If your developers need a meeting for more details, they’ll ask for it.
And let them decide how to make something; as a PO your job is to keep a lot of nonsense away from your team and talk about “what” to make with the client. Perhaps the tech lead joins some of these conversations, especially in the beginning.
Oh my. I much more prefer it when team are cross-functional, when the Product Manager, Product Designer and Engineers form a team. Those are the people they interact with the most (not the PMs or PDs from other teams).
Marty Cagan has a couple of great books on that kind of development, and I much prefer it over teams where engineers are further away from the product people. I've been an engineering IC and in engineering and product leadership roles.
Integrating the Why (Vision/Strategy) is more tricky, but we want to do it much more openly then is traditionally done.