> But as soon as there are any real conflicts of interest, it will show who is the real manager. And it's not the product owner or scrum master.
If there's a conflict of interest, it needs to be discussed based on merit, not based on who has the bigger authority.
If there's no agreement, it needs to be escalated to somebody who has the authority (manager). But IME this doesn't happen very often.
I like this model, because the default position is that none of the engineering, product, process is the "master", so you need to negotiate. If one of the roles also has reporting authority, that automatically skews the decision making towards yielding to them.
If there's a conflict of interest, it needs to be discussed based on merit, not based on who has the bigger authority.
If there's no agreement, it needs to be escalated to somebody who has the authority (manager). But IME this doesn't happen very often.
I like this model, because the default position is that none of the engineering, product, process is the "master", so you need to negotiate. If one of the roles also has reporting authority, that automatically skews the decision making towards yielding to them.