Of course, the tasks may vary from one organisation to another, as no two operations are the same, but implementing the following tasks will help us in all cases:

1. Defining the business need and purpose

Find out, or better still, help to define the top-level business need. Identify why you want the project, what benefits the organisation is hoping to achieve, what the expectations are, perhaps KPIs. It is good if these are measurable so that once the final deliverable is completed, it can be assessed whether it has achieved the desired impact.

2. Clarify the framework

It's good to have a clear framework and clear expectations. How big is the team, what is the scope of the project, what are our responsibilities, and what do the clients expect from us?

3. Get to know the team, agree with the Scrum Master (SM) and the team on how to collaborate and what is expected

As a good Product Owner lives with the team, it is of paramount importance that the team is formed.

• Be clear about what you expect from each other, whether it's the SM or the team members.
• Let's build our own WoW, our way of working, our processes.
• Clarify who will be responsible for what, what is considered "done" in terms of deliverables, what will be the main form of communication, who will participate in what ceremonies.

Clarifying the above not only makes work more efficient, but also helps team performance and increases commitment. 

4. Map the stakeholders and interests

Think about who the stakeholders are in the project, and in more complex cases, use a power-interest matrix to illustrate this. Focus on who has what interests in the project, try to map them, this can be very important later in the project. We have seen many projects where inadequate stakeholder management or hidden interests have hindered the successful implementation of the project.

5. Determine the value

One of the foundations of agile trends is value orientation, i.e. only making something that is of value to its users. Our programmes we are often surprised by the many ways in which the term "value" appears and can be defined. When defining value, let's use personas, try to define what kind of people will use the results, what kind of characteristics they have, this can help the process.

6. Prepare the product strategy and roadmap

It may be beneficial to involve the team and the customers in this process, defining the "stages" in the life of the product, and the stages and relays that should be used to develop it. Define the objectives, for this you can even use a now-next-later roadmap. Don't make the mistake of wanting to "read" the future in details, the later elements you talk about, the more uncertainty there is!

7. Make a storymap

Creating such a map gives the team the opportunity to brainstorm, define the complexity of tasks and their urgency. Mapping functionality from a user perspective also helps to stay value-focused and helps the team understand the overall project ahead.

8. Participate in setting sprint objectives and planning the sprint

As a PO, our task is to provide the team with user stories, which are prioritised and recorded in the backlog. It is important that the team understands these accurately, it is a good direction if they are developed according to the INVEST rule.

9. Constantly maintain the backlog and roadmap

One of the principles of agile trends is that change can and will happen in the project. If the requirements change, the backlog and roadmap should be updated and maintained.

10. Use the experience

Whether it's a release or a retrospective, ask for (and give) feedback, incorporate it into your work, use it, and you can achieve continuous improvement.

+1. Live with the team

Let go of old routines, focus on direct communication, be available to the team. In order to be effective, it should not take days to answer questions from the team side, try to answer them as quickly as possible.