Tag: MoSCoW

In this episode, we refer to User Story Mapping and the MoSCoW prioritization method.

The Great Product Owner: Structure Over Gut Feeling — When a Well-Shaped Backlog Speaks for Itself

“The indicator of a good product owner is a well-shaped backlog — with priorities, with values, with efforts. You definitely know that you pull from the top, and it is the most valuable thing you should work on.” — Maria Skvortsova

For Maria, the best product owners she’s worked with share one trait: they bring structure. Not rigidity — structure. They use techniques like user story mapping to make priorities visual for everyone. They use value-effort matrices instead of gut feelings.

They apply methods like MoSCoW to give the backlog a clear, unambiguous order. The result? A developer never has to ask “what should I work on next?” — the answer is always at the top of the backlog. Maria, drawing on her decade as a C++ developer, knows firsthand how frustrating it is to chase down a BA or PO just to figure out what to build next.

A well-ordered backlog doesn’t just help the team move faster — it also makes it easier for the product owner to communicate with the business, because every decision has data behind it, not just intuition.

Self-reflection Question: Could a new team member look at your product backlog right now and immediately know what to work on next — and why that item is the most valuable?

The Bad Product Owner: The Yes-Man Who Sank the Ship — When Saying Yes to Everything Means Delivering Nothing

“He was always saying yes. And this led to the scope that grew and grew, until we realized we were not capable of delivering what we committed to.” — Maria Skvortsova

Maria returns to her SAP migration experience for this anti-pattern. The team had a team lead acting as product owner — someone technical who saw everything as important.

Every new requirement got a “yes.” The scope ballooned while the iron triangle held firm: fixed cost, fixed time, no room to breathe. The team reached a breaking point where they had to admit, to each other and to the client, that delivery was impossible. Maria stepped in as what Vasco called “a proxy for the proxy” — she helped the team lead build a user story map on Miro, then facilitated a workshop with the business.

Her question was disarmingly simple: “If we don’t deliver this by go-live, will your product still function? If yes, it goes to release two.” That reframing — not “no” but “yes, later” — gave the client clarity without triggering defensiveness. The team lead learned that business stakeholders aren’t the enemy; they just need someone to help them make honest trade-offs. And saying “not now” is infinitely more useful than saying “yes” to everything and delivering nothing on time.

Self-reflection Question: When was the last time you or your product owner said “not now” to a stakeholder — and did it feel like a failure or a strategic decision?

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About Maria Skvortsova

Maria is a Delivery Manager and Agile Coach who thrives in complexity, bringing clarity to chaotic environments. With a decade in C++ development and a background in professional opera, she blends technical precision with human empathy, helping enterprise teams move beyond task execution to collaborate seamlessly and perform like a synchronized, high-impact orchestra.

You can link with Maria Skvortsova on LinkedIn.