O que fazer quando não há Product Owner? um estudo sobre a ausência desse papel
DOI:
https://doi.org/10.5585/gep.v13i2.22209Palavras-chave:
Product Owner, Agilidade, Scrum master, Responsabilidades, Gerenciamento de projetos, Ágil.Resumo
A abordagem de gerenciamento ágil de projetos inova ao estabelecer um conjunto de novas práticas de gestão, como planejamento iterativo, visão do produto e participação ativa do cliente no processo de desenvolvimento do projeto. A participação ativa do cliente é implementada por meio da figura do Product Owner. Porém, como proceder quando esse profissional não está presente ou não está comprometido? Como suas tarefas são distribuídas entre os membros da equipe? Essas tarefas são realmente feitas? Qual o impacto? Essa pesquisa analisa equipes que não contam com o papel específico de Product Owner. Para tal, empregou-se uma revisão das tarefas designadas pela literatura para esse papel e, a partir desses resultados, fez-se uma pesquisa do tipo estudo de caso em equipes que fazem uso das práticas do gerenciamento ágil sem a presença do Product Owner. O trabalho identificou que nos projetos com o Product Owner pouco atuante houve prejuízo maior que um projeto em que não havia este papel formalmente definido, sendo distribuído para outros profissionais. Os resultados apontam a proposição de que o Scrum Master poder ficar sobrecarregado quando o Product Owner não faz suas tarefas a contento. Por fim, apesar do entendimento da importância e necessidade desse papel, foi possível perceber que os projetos estudados tiveram sucesso para os clientes mesmo sem a presença Product Owner. Recomenda-se estudos futuros que possam generalizar estes resultados identificando a melhor forma de distribuir os papéis do Product Owner em situações de ausência.
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