# product owner Published articles for product owner. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## Junior data engineers build pipelines. Seniors build trust DevFeed: [Junior data engineers build pipelines. Seniors build trust]() Original publisher: [Read original article]() Author: Sahar Massachi Published: 2026-06-30T13:02:18Z Content type: article Language: en Sources: [DataExpert.io Newsletter]() Topics: [data]() Tags: [data](), [junior](), [pipelines](), [product-owner](), [series](), [trust]() ### AI overview The article contrasts the work associated with junior and senior data engineers, framing pipeline building as junior work and trust building as senior work. It is identified as Part 3 of a data engineering essentials series. ### Source excerpt You are the product owner for data. (Part 3 of our DE essentials series) ## How Working as a Product Owner Helped Me Be a Better Engineer (and vice versa) DevFeed: [How Working as a Product Owner Helped Me Be a Better Engineer (and vice versa)]() Original publisher: [Read original article]() Author: Pejman Poh Published: 2020-08-19T00:00:00Z Content type: article Language: en Sources: [Trivago]() Topics: [Job](), [Learning](), [Graphs](), [data](), [Code]() Tags: [code](), [collaboration](), [data-pipeline](), [engineering-culture](), [frontend](), [graph](), [job](), [learning](), [product-owner]() ### AI overview An engineer at trivago describes taking on a Product Owner role while remaining the sole engineer on a project. The experience involved stakeholder collaboration, KPI planning, design, and building a data pipeline that led to a price graph tested with more than 2 million people. The author explains how understanding user problems and broader company context improved their engineering practice. ### Source excerpt Over the past few months, I was given the opportunity to try out the life of a Product Owner (PO), alongside retaining my responsibilities as an engineer. The life of a PO has always intrigued m... ## 18. Правило "2x" DevFeed: [18. Правило "2x"]() Original publisher: [Read original article]() Published: 2018-04-02T15:02:57Z Content type: opinion Language: ru Sources: [Blog by Michael Dubakov]() Topics: [Agile]() Tags: [agile](), [product-owner](), [user]() ### AI overview The author argues that software development estimates are routinely too optimistic, proposing an empirical "2x rule": experienced teams often take twice as long as initially expected, while inexperienced teams may take three times as long. The article attributes poor estimates to uncertainty and recommends using spikes to gain knowledge and improve estimates. ### Source excerpt Поговорим о том, почему сроки в разработке ПО *всегда* проебываются. ## Minimum Viable Sprint - a One Week Hackathon DevFeed: [Minimum Viable Sprint - a One Week Hackathon]() Original publisher: [Read original article]() Author: Marcus Tannerfalk Follow Published: 2017-05-16T00:00:00Z Content type: article Language: en Sources: [Trivago]() Topics: [Development](), [Hackathon](), [Agile](), [Self-organizing Team]() Tags: [agile](), [autonomous](), [back-end](), [development](), [engineering-culture](), [front-end](), [hackathon](), [jira](), [product-owner](), [quality-assurance]() ### AI overview Agile Coaches at trivago describe a one-week hackathon organized around daily sprints to help a development team create a minimum viable product. The article outlines the team structure and preparation, including co-location, office infrastructure, Scrum boards, and a groomed, prioritized backlog. ### Source excerpt We, Marcos Pacheco and Marcus Tannerfalk, work as Agile Coaches in the Palma office for the hotel search company trivago. This is our experience in working with a development team in daily sprints with the goal of delivering an MVP (minimum viable product) ## How Product Managers Use Soft Skills and User Feedback DevFeed: [How Product Managers Use Soft Skills and User Feedback]() Original publisher: [Read original article]() Author: Madeleine Want (madeleine@upday.com) Published: 2017-03-08T04:00:00Z Content type: opinion Language: en Sources: [Upday]() Topics: [Product Management](), [User experience (UX)](), [Development]() Tags: [leadership](), [product-management](), [product-owner](), [soft-skills](), [users](), [ux]() ### AI overview The article reflects on how product management has evolved from a broad mix of responsibilities toward stronger emphasis on communication, consensus-building, persuasion, and listening to users. It describes user feedback loops as part of product management and related to UX. ### Source excerpt "Until now, sociologists have depended on limited data sets and surveys that tell us how people say they think and behave, rather than what they actually do." - (Pentland, 2015) I grew up thinking I was clever. My grades seemed to say so, and my parents certainly did. But I wasn't sure exactly what that meant, and at some point I settled on the conclusion that being clever means you probably don't need to check your math. If only I'd verbalised that idea and been gently corrected early on, I would have saved myself years wasted assuming and spent them learning instead. For several years now I've enjoyed a trajectory of increasing leadership with very little authority. As a Product Manager I lead a product - but I don't have any formal technical qualifications. I also lead a team and a vision - but nobody reports to me. This is typical of the Product Manager role, and makes it challenging and rewarding at the same time. Strong Product Managers don't have to bring specific technical skills to the team, but they do need soft skills, - "the ability to steer and navigate, intangible qualities and behaviors" (Cheng, 2016). Everything that allows you to understand, communicate, build consensus, debate and direct is a soft skill, and Product Managers do these things every day. It makes sense: why else would your team jump on-board for your vision? You have to be able to communicate it compellingly. Why should the business allocate resources to your plan? You need to be able to argue it persuasively. How can you be confident it will succeed? You need to listen to the people who will make it succeed - the users. Product Management Then Traditional definitions of the Product Manager/Product Owner (PM/PO) role have focused on the blend of skills it requires. Being a great PO includes being a customer delighter, storyteller, delegator, developer, knowledge broker, conflict resolver and escalator (Lindstrom). Others have visualised similar definitions in diagrams like this one 1: ## Building Stronger Agile Teams Through Team Setup, Alignment, and Outcome Measurement DevFeed: [Building Stronger Agile Teams Through Team Setup, Alignment, and Outcome Measurement]() Original publisher: [Read original article]() Author: Johannes Theilmann (johannes.theilmann@upday.com) Published: 2017-03-03T04:00:00Z Content type: article Language: en Sources: [Upday]() Topics: [Agile](), [Self-organizing Team](), [meetings](), [Canvas](), [jira](), [Slack]() Tags: [agile](), [business](), [cycle-time](), [deploy](), [devops](), [meetings](), [metrics](), [product-owner]() ### AI overview An upday Product Owner describes a checklist for setting up stronger Agile teams, including defining goals, agreeing on team structure, aligning on tools and roles, prioritizing projects with CD3 and WSJF, and measuring outcomes through cycle time, deployment frequency, feature lead time, team happiness, and meeting volume. ### Source excerpt At upday we challenge ourselves to achieve technical excellence and a strong understanding of business needs. Due to external and internal circumstances we have quite a volatile team setup. At least each quarter we change either the team members, the PO or the whole structure of our teams - from horizontal to cross-functional to fluent and back again. However our goal is to have stable teams with a clear business orientation while also enabling team members to grow technically and to support each other (eg. reviews, testing, tech discussions). It is the challenge for each team member to adapt quickly to new teams, different skill sets and goals. I would like to share how we approach building stronger teams and to have a checklist for myself when a new team is set up: As a Product Owner I want to set up teams quickly and efficiently in order to get them up 'n' running fast and deliver the highest business value. Acceptance Criteria: Project goals are set for the next quarter Team set up is agreed with agile coach / scrum master / team-cut captain Team alignment canvas session defines: communication tools (Slack, Skype, email etc.) planning and progress meetings (Jira, Trello) roles, component owner, facilitator, lead team agreement Depict the process the team is improving on a story map map projects Calculate the CD3 (cost of delay divided by duration) and WSJF (weighted short jobs first) with the team. PO-team choose projects based on CD3 and/or WSJF Feedback from stakeholders is collected on a confluence page Epics for projects define clearly user/business value and metrics, objectives and key results (OKRs) to measure the success of an epic. External team members are invited to groomings to make upcoming changes transparent early on and to final reviews to identify potential follow up stories We already made several experiments with the team setup without really being able to measure the outcomes. We also realised that not all our needs are covered by the existing ## Team Work Made Simple with Guilds DevFeed: [Team Work Made Simple with Guilds]() Original publisher: [Read original article]() Author: Tauan Zimmermann Published: 2016-03-24T00:00:00Z Content type: article Language: en Sources: [Trivago]() Topics: [engineering-culture](), [Development](), [Web Development](), [Back end]() Tags: [collaboration](), [engineering-culture](), [product-owner](), [scrum](), [team-work](), [teams]() ### AI overview trivago describes adopting guilds to improve collaboration and decision-making among more than one hundred developers across PHP, JavaScript, and UI/UX. The article explains why its previous frontend/backend structure was insufficient and how guilds complement Scrum teams by focusing on how product development is supported. ### Source excerpt How can we organize the collaboration of more than a hundred developers on a wide range of topics? How could they decide about good practices in the company? Those are some questions that drove trivago to give it a try on a different structure: the guilds.