video

How to Overcome Agile Banditry: A Product Owner’s Journey

Published on
5 minute read

In Agile, there’s a common misconception that leads to what I like to call “Agile Banditry.” Product Owners, when misguided, can fall into the trap of treating their role as a project manager, dictating every step of the team’s progress like an overbearing taskmaster. This often leads to disengagement, frustration, and ultimately, a failed product. In this blog, we’ll explore the dangers of Agile Banditry and how Product Owners can avoid this trap, enabling their teams to thrive.

What is an Agile Bandit?

Have you ever encountered a Product Owner as an Agile Bandit? I have. I once worked with a Product Owner who was obsessed with task-level planning. Every person on the team had a detailed Gantt chart—start times, end times, task dependencies—you name it. If the team followed this rigid plan perfectly, everything would supposedly work out just fine. But as you can guess, it didn’t.

This mindset embodies Agile Banditry. The Product Owner believes that controlling every little detail of the team’s work will result in success. They’re so focused on the plan that they miss the bigger picture.

Why Does Agile Banditry Fail?

The Role of the Product Owner in Agile

A Product Owner is not a Project Manager. They shouldn’t be obsessed with the minutiae of tasks, timelines, and dependencies. Their job is far more important.

Vision, Value, and Validation

The role of the Product Owner centers around three key areas:

  1. Vision: Where are we going as a team? What is the ultimate goal of our product?

  2. Value: What are we delivering to our users or customers? How does this product improve their lives?

  3. Validation: Did we achieve what we set out to do? Are our users actually benefiting from the product?

If a Product Owner is overly focused on task-level planning, they lose sight of these core responsibilities. Instead, they need to trust the highly skilled team they’ve assembled. These are smart, capable individuals who know how to deliver amazing products. The Product Owner’s job is to guide them by providing a clear vision and ensuring the team stays focused on creating value.

Enabling the Team to Thrive

Have you ever seen an unhappy team deliver amazing results? The answer is simple: unhappy teams don’t deliver. If you’ve got a Product Owner who is laser-focused on task management and work breakdowns, you’re not going to have an engaged, motivated team.

Overcoming Agile Banditry

So, what should a Product Owner do if they recognize Agile Bandit tendencies in themselves or their organization?

  1. Let go of old habits: Stop relying on detailed Gantt charts and micro-managed task lists. Focus on the big picture—goals, value, and customer needs.

  2. Trust your team: You’ve hired smart, capable people to do the job. Let them own their work. If they have autonomy, they’ll be more engaged, and that will reflect in the quality of the product.

  3. Focus on collaboration: Agile is about teamwork, not top-down management. Encourage collaboration between team members and across departments. Instead of being a taskmaster, be a facilitator of discussions and decisions.

Personal Experience: A Team in Crisis

Let me share a personal example. I once worked with a team that had a Product Owner stuck in the Agile Bandit mindset. The Product Owner focused exclusively on delivering their detailed plan, and as a result, the team was disengaged. They didn’t care about the bigger picture—they were just trying to check boxes off a to-do list.

The Product Owner didn’t trust the team to figure out how to solve problems. Instead, they were laser-focused on each individual’s task list. The result? The team was frustrated, morale was low, and productivity was abysmal. There was no collaboration, no innovation, and no passion for the work.

But when the Product Owner let go of the task management mentality and focused instead on outcomes and goals, the team’s attitude shifted. They became more engaged, more innovative, and more productive. The team owned the product and the work they were doing, and it showed in the final product.

The Solution: Stop Being an Agile Bandit

If you’re a Product Owner struggling with Agile Bandit tendencies, it’s time to change. Here are some tips to help you transform your approach:

Conclusion: Don’t Destroy Your Team with Agile Banditry

Agile Banditry doesn’t just hurt the Product Owner; it hurts the entire team and ultimately the product. To avoid falling into this trap:

Prioritize engagement—happy, empowered teams build the best products.

video Agile Scrum agile project management agile product development agile product management project management product development product management professional scrum trainer scrum training scrum certification scrum.org DevOps consultant DevOps coach DevOps engineer agile coach agile consultant agile trainer scrum framework scrum methodology scrum approach agile leadership leadership.

Connect with Martin Hinshelwood

If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.

Our Happy Clients​

We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.​

Alignment Healthcare Logo
Capita Secure Information Solutions Ltd Logo
YearUp.org Logo
Microsoft Logo
Flowmaster (a Mentor Graphics Company) Logo
Lockheed Martin Logo
Milliman Logo
Healthgrades Logo
ALS Life Sciences Logo
Lean SA Logo
Bistech Logo
SuperControl Logo
Slaughter and May Logo
MacDonald Humfrey (Automation) Ltd. Logo
Sage Logo
Ericson Logo
Jack Links Logo
Deliotte Logo
Ghana Police Service Logo
Department of Work and Pensions (UK) Logo
Nottingham County Council Logo
New Hampshire Supreme Court Logo
Washington Department of Transport Logo
Royal Air Force Logo
YearUp.org Logo
Healthgrades Logo
Xceptor - Process and Data Automation Logo
Milliman Logo
Bistech Logo

CR2