My current project involves two companies. The product owner from Company A and the development team from Company B.
Recently the two companies came to a disagreement regarding the Product Owner (PO) for the following reasons:
She does not give acceptance criteria. She will give one-liners and the developers have to figure out what she wants. The if they are done refining they present it to the PO and she can accept or reject the story. If she accept we can then pull it to the backlog for a sprint.
She does not prioritize. The Development Team needs to do this. If the Team prioritizes then she complains that we are forcing priorities and if we ask her, she states 'you can decide'.
She is very rude and has an explosive personality if she does not agree with the Team.
She is a "sort of Scrum" person. She likes Scrum when it suits her. Otherwise, she complains about Scrum, even after coaching.
She is the PO, Business Analyst, and tester (final sign off)
Company A and B came to disagreement because company A states that she does nothing wrong while my company, Company B, sees the bottleneck she is causing. It is like a ripple effect.
No detailed acceptance criteria = More meetings and time spent figuring out stories. I have to log stories, get priorities and have a meeting to decipher her one-liners.
Rudeness = Lowers team morale
Multiple roles = One of the roles is neglected depending on what is required.
She has been the reason for us not completing the Sprint Goal in some of our Sprints.
This has been raised to the CEO level of both companies and the changes they made was:
- Move her out of the office so that the rudeness and explosiveness do not affect the team.
I have made numerous suggestions (as the Scrum Master), I think four times, in the past year but it fell on deaf ears.
Do you have any suggestions on an approach to follow?