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A Product Manager's Role In Agile Teams

Updated: Oct 18, 2023

Product Manager's role in Agile Teams


Agile methodologies have emerged as a go-to approach for teams seeking flexibility, adaptability, and continuous improvement in today's fast-paced and ever-evolving software development landscape. Within Agile teams, the role of a Product Manager is of utmost importance, as they act as the bridge between stakeholders, customers, and the development team. This blog will delve into a Product Manager's significant responsibilities and contributions in an Agile team and explore how their collaboration and empowerment drive project success.

Understanding Agile and the Agile Team

Before we delve into the role of a Product Manager, it's essential to grasp the fundamentals of Agile. Agile is a set of iterative and incremental methodologies designed to foster a collaborative and adaptive approach to software development. Agile emphasizes the importance of delivering value to customers through early and continuous delivery of functional software, embracing change, and fostering self-organizing, cross-functional teams.

Collaboration, communication, and empowerment are key principles in an Agile team. Teams consist of individuals with diverse skills, such as developers, designers, testers, and the Product Manager, who work closely throughout development.

The Difference Between Product Manager And Product Owner

The roles of a Product Manager and a Product Owner are often related, but they have distinct responsibilities and functions, especially in the context of Agile software development. Here's a breakdown of the key differences between the two roles:

Product Manager

Focus on Strategy: The Product Manager is primarily responsible for defining the overall product vision, strategy, and roadmap. They focus on understanding market trends, customer needs, and business goals to guide the direction of the product.

External Stakeholder Management: Product Managers work closely with external stakeholders, such as customers, partners, and executives. They gather feedback, conduct market research, and ensure the product meets market demands and business objectives.

Business Perspective: Product Managers often have a broader view of the product and its place in the market. They are concerned with aspects beyond the development process, including marketing, sales, and financial considerations.

Cross-Functional Collaboration: Product Managers collaborate with various teams, including marketing, sales, design, and engineering. They need to ensure that everyone involved understands the product's strategy and goals.

Roadmap and Vision: They are responsible for creating and maintaining the product roadmap, which outlines the long-term plan and milestones for the product's development.

Product Owner

Focus on Execution: The Product Owner is primarily responsible for executing the product strategy defined by the Product Manager. They work closely with the development team to ensure the product backlog is well-defined, prioritized, and delivered.

Internal Stakeholder Management: Product Owners work closely with the development team as a bridge between the team and the Product Manager. They collaborate with the team to refine requirements, answer questions, and provide clarifications.

Development Perspective: Product Owners have a more detailed and technical understanding of the product's features and requirements. They work hands-on with the development team during the Agile development process.

Sprint Planning and Delivery: They lead the sprint planning sessions, breaking down the product backlog into actionable tasks for the development team to deliver within the defined time frames (sprints).

Backlog Management: Product Owners continuously prioritize and update the product backlog based on changing requirements, feedback, and business priorities.

Overlap and Collaboration

While the roles have different emphases, successful product development requires collaboration between the Product Manager and the Product Owner. The Product Manager sets the overall vision and strategy, while the Product Owner ensures that the vision is translated into actionable tasks and successfully delivered by the development team.

One person may take on both roles in some organizations or projects, especially in smaller teams. However, as the complexity and scale of the product increase, it's more common to have separate individuals or teams dedicated to each role to ensure focus and effectiveness in their respective areas.

The Product Manager's Role

A Product Manager (PM) serves as the voice of the customer and acts as a champion for delivering value to end-users and ensuring they “build the right thing.” Their multi-faceted role involves numerous responsibilities spanning the entire product development lifecycle.

The various responsibilities of the Product Manager are now outlined, but it should be emphasized that references to Product Manager across the seven areas below refer to either a Product Manager or Product Owner interchangeably because, in some smaller organizations/teams, the Product Manager performs both roles.


A Product Manager's Focus Is On Building The Right Thing.

The Engineering Leader’s Focus Is On Building Things Right


1. Defining the Product Vision and Strategy

The Product Manager takes ownership of the product vision, aligning it with the overall business strategy and customer needs. They engage with stakeholders, customers, and market analysis to understand user pain points, emerging trends, and potential opportunities. Based on this information, they define a clear product strategy and roadmap that outlines the planned features and enhancements over time.

Product Roadmap

2. Creating and Prioritizing the Product Backlog

In Agile, the Product Backlog is a dynamic and evolving list of features, user stories, and tasks representing the product's requirements. The Product Manager collaborates with stakeholders, end-users, and the development team to populate and prioritize the Product Backlog based on business value, customer feedback, and market demands. This process ensures that the most valuable and high-priority items are addressed first.

Agile Development

3. Communicating the Product Vision to the Development Team

The Product Manager is crucial in communicating the product vision and strategy to the development team. They conduct regular meetings such as sprint planning, backlog refinement, and daily stand-ups to provide context and clarity on the requirements and priorities. This communication fosters a shared understanding and alignment within the team.

Sprint Planning

4. Collaborating with the Development Team

A successful Agile team thrives on collaboration and cross-functional teamwork. The Product Manager collaborates closely with developers, designers, and testers throughout development. They clarify requirements, provide necessary resources, and actively participate in discussions to ensure a shared understanding of the desired outcomes.

Team Collaboration

5. Empowering the Development Team

Empowerment is a fundamental aspect of Agile, and the Product Manager plays a vital role in fostering an environment where the development team feels empowered to make decisions and take ownership of their work. They trust the team to find innovative solutions and encourage them to participate actively in decision-making.

Sprint Development Cycle

6. Adapting to Change

One of the defining characteristics of Agile is its ability to embrace change. The Product Manager collaborates with stakeholders and the development team to assess the impact of changes in requirements or priorities. They prioritize flexibility, always seeking to deliver customers the most valuable features and improvements.

Assess The Right Balance Of Features

7. Acceptance and Quality Assurance

The Product Manager accepts the deliverables at the end of each sprint. They ensure the implemented features meet the desired quality standards and align with the product vision. They provide timely feedback to the development team and iterate on necessary improvements.

Test Automation Pyramid


The role of a Product Manager in an Agile team is multi-dimensional and critical to the success of software development projects. From defining the product vision and strategy to collaborating closely with the development team and empowering them, Product Managers act as the conduit between the customer and the development process. By embracing Agile principles of collaboration, adaptability, and continuous improvement, Product Managers enable teams to deliver value to customers effectively.

The Product Manager helps ensure there is the right balance and healthy conflict between product management and engineering by establishing clear communication, setting goals and priorities, understanding technical constraints, empowering the engineering team, relying on data-driven insights, adopting an agile approach, and promoting a positive and learning-oriented work culture. By doing so, the product manager can enhance collaboration and drive the team toward successful product development.

As the Agile methodology continues to shape the software industry, the Product Manager's role will remain pivotal in driving project success and delivering exceptional products that meet and exceed customer expectations.

About The Author

Jon White is an experienced technology leader with over 34 years of international experience in the software industry, having worked in the UK, Malaysia, Bulgaria, and Estonia. He holds a BSc (Hons) in Systems Design. He led the Skype for Windows development teams for many years (with 280 million monthly connected users), playing a pivotal role in the team's transition to Agile.

Jon has held multiple leadership positions throughout his career across various sectors, including loyalty management, internet telecoms (Skype), IT service management, real estate, and banking/financial services.

Jon is recognized for his expertise in agile software development, particularly helping organizations transform to agile ways of working (esp. Scrum), and is a specialist in technical due diligence. He is also an experienced mentor, coach, and onboarding specialist.

Over the last few years, he has completed over a hundred due diligence and assessment projects for clients, including private equity, portfolio companies, and technology companies, spanning multiple sectors. Contact Jon at


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