How to Be a Product Owner Developers Want to Work With
I’ve had the privilege of working with an amazing Scrum team: two frontend developers, three backend developers (one of whom is an intern), two designers, a tester, a Scrum Master, and then there’s me: a Business Analyst and Product Owner. If there’s one thing I’ve learned, it’s that being a Product Owner isn’t just about writing user stories and attending backlog refinement meetings. It’s about building relationships, understanding the team’s needs, and making sure the developers don’t just tolerate me but enjoy working with me.
So, how do you become the kind of Product Owner developers want to work with? Here’s what I’ve learned from my own experience:
1. Be Clear but Flexible with Requirements
Early on, I realized that developers appreciate clarity. A vague user story like “Allow users to sign up” will only lead to frustration. Instead, I learned to provide well-defined acceptance criteria while still allowing space for technical discussions.
At the same time, flexibility is key. There were times when I thought a feature should be implemented in a certain way, but after discussions with the developers, we found a more efficient solution. Trusting their expertise has been one of the best decisions I’ve made.
2. Understand Their Challenges (and Don’t Just Dump Work on Them)
One of my earliest mistakes was thinking that as long as I wrote detailed user stories, my job was done. I quickly realized that developers don’t just need requirements, they need context.
I started making it a habit to sit in on technical discussions, not because I wanted to dictate how things should be done but to understand the trade-offs they were dealing with. If a developer tells me, “This feature will take an extra sprint because of API limitations,” I now know to ask, “Is there a simpler way to achieve the same goal?” instead of just pushing for my initial idea.
3. Communicate Like a Human, Not Just a PO
There was a time when I made the mistake of sounding too “business-y.” I’d talk about “optimizing conversion rates” when all the developers wanted to know was, “What exactly should happen when the user clicks this button?”
Now, I tailor my communication to my audience. When talking to stakeholders, I focus on business impact. When talking to developers, I break things down into logical flows and expected behaviours. Less jargon, more clarity.
4. Defend the Team from Scope Creep
A Product Owner isn’t just a bridge between business and development; sometimes, you have to be the shield. I’ve had stakeholders come in mid-sprint asking for “just a small tweak.” I used to pass those requests straight to the dev team, only to see them struggle with scope creep.
Now, I filter requests. If something is truly urgent, I communicate the trade-offs and let the team decide if it can be accommodated. More often than not, stakeholders realize that their “urgent” request can actually wait for the next sprint.
5. Celebrate Wins and Show Appreciation
Developers rarely get direct praise from end users. The BA in me loves gathering user feedback, but the PO in me makes sure to share it with the team. If a feature gets positive reviews, I let the developers know. If a stakeholder is particularly impressed, I make sure they say it directly to the team.
A simple “Great work on that new feature!” goes a long way in building a positive team culture. I’ve found that when developers feel appreciated, they’re more engaged and motivated to deliver great work.
6. Be Available, but Don’t Micromanage
I’ve worked with developers who’ve told me horror stories of Product Owners hovering over their shoulders, constantly checking on progress. That’s not me.
I make sure they know I’m available for any questions, but I trust them to do their job. I join daily standups, but I don’t check Trello every hour to see if tasks have moved. The balance is giving support without being overbearing.
7. Keep Learning and Improving
The best thing about this role is that I’m constantly learning. Whether it’s picking up basic technical knowledge to understand backend challenges better or refining how I write user stories, there’s always room for improvement.
I regularly ask my team for feedback: “Is there anything I can do to make your work easier?” Their insights have helped me improve how I document requirements, structure backlog items, and even how I run meetings.
Final Thoughts
Being a Product Owner that developers actually want to work with comes down to trust, communication, and mutual respect. It’s about understanding their world while helping them understand yours. When you strike that balance, you stop being just the “person who writes the tickets” and start being a true partner in building great products.
And honestly? That’s the most fulfilling part of the job.
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