{"id":11316,"date":"2025-08-05T07:45:00","date_gmt":"2025-08-05T05:45:00","guid":{"rendered":"https:\/\/deltaagile.com\/product-owner-and-delegation\/"},"modified":"2026-05-26T07:08:01","modified_gmt":"2026-05-26T05:08:01","slug":"product-owner-and-delegation","status":"publish","type":"post","link":"https:\/\/deltaagile.com\/en\/product-owner-and-delegation\/","title":{"rendered":"PRODUCT OWNER AND DELEGATION"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"11316\" class=\"elementor elementor-11316 elementor-6011\" data-elementor-post-type=\"post\">\n\t\t\t\t<div data-particle_enable=\"false\" data-particle-mobile-disabled=\"false\" class=\"elementor-element elementor-element-a309dc3 e-flex e-con-boxed e-con e-parent\" data-id=\"a309dc3\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-ee06722 elementor-widget elementor-widget-text-editor\" data-id=\"ee06722\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>In this article, I will describe some dilemmas of the Product Owner (PO) role, challenges associated with it, and anti-patterns that can emerge in the process.<\/p><p>Due to its complexity, the Product Owner role is often poorly understood. It extends far beyond the development team of which the PO is a member. However, delegating the team is not their responsibility.  <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-8c2fad8 elementor-widget elementor-widget-text-editor\" data-id=\"8c2fad8\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Mantra regarding the PO role could be summarized as follows:<\/p>\n<p style=\"padding-left: 40px;\"><strong style=\"font-size: 17.6px;\"><em>\u201cIn the Agile ecosystem, Product Owner is responsible for maximizing the business value of the initiative.\u201d<\/em><\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-b79977a elementor-widget elementor-widget-text-editor\" data-id=\"b79977a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Variations of the PO role are also present in other Agile frameworks (<a href=\"https:\/\/deltaagile.com\/en\/sm-and-per-role-approximations-in-other-frameworks\/\" target=\"_blank\" rel=\"noopener\">Product Manager, Solution Manager, Customer rep., Executive Sponsor, Project Manager<\/a>). What&#8217;s written here applies to them as well. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-3497fc2 elementor-widget elementor-widget-heading\" data-id=\"3497fc2\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">CONDITIONS FOR SUCCESS<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-f1e54ab elementor-widget elementor-widget-text-editor\" data-id=\"f1e54ab\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>For a Product Owner to successfully perform their duties, several conditions must be met:<\/p><ul><li><span style=\"color: #ff6600;\">PO must have the authority to make decisions about the product features that are the subject of the initiative.<\/span><\/li><li><span style=\"color: #ff6600;\">PO must have the authority to approve resources for product development.<\/span><\/li><li><span style=\"color: #ff6600;\">PO must have access to non-development resources of the organization, such as marketing, business analysts, customers, and management.<\/span><\/li><li><span style=\"color: #ff6600;\">The PO needs the support of senior management.<\/span><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-2b130bd elementor-widget elementor-widget-text-editor\" data-id=\"2b130bd\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Meeting these conditions is not a guarantee of success, but they are its foundation.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-5c01b33 elementor-widget elementor-widget-heading\" data-id=\"5c01b33\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">PRODUCT OWNER SPECTRUM<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-467b389 elementor-widget elementor-widget-text-editor\" data-id=\"467b389\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>There is an entire spectrum where a PO can be positioned within an organization.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-0ba5ca2 elementor-widget elementor-widget-image\" data-id=\"0ba5ca2\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"449\" src=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/PO-Spektrum-1024x449.jpg\" class=\"attachment-large size-large wp-image-11114\" alt=\"Product Owner in delegiranje\" srcset=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/PO-Spektrum-1024x449.jpg 1024w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/PO-Spektrum-300x132.jpg 300w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/PO-Spektrum-768x337.jpg 768w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/PO-Spektrum-18x8.jpg 18w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/PO-Spektrum-600x263.jpg 600w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/PO-Spektrum.jpg 1114w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" title=\"\">\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-e6104ac elementor-widget elementor-widget-text-editor\" data-id=\"e6104ac\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>The left side of the spectrum is reserved for \u201cendangered\u201d POs who don&#8217;t have enough influence on the initiative to successfully guide development. Nevertheless, they often bear the blame for product failure.  <\/p><p>A Product Owner who wants to maximize project results must strive to move as far to the right on this spectrum as possible.<\/p><p>They won&#8217;t take on the role of entrepreneur (unless they&#8217;re the owner), but ideally, they should have the role of project sponsor. This effectively means also taking on the role of Product Manager with all the tasks associated with this function. In this case, the conditions listed above are met, enabling the PO to effectively guide product development.  <\/p><p>I won&#8217;t go into specific tasks and techniques used by the PO or Product Manager. This is well documented in other sources, and I cover this topic in detail in the <a href=\"https:\/\/deltaagile.com\/en\/produkt\/product-owner-course\/\" target=\"_blank\" rel=\"noopener\">Product Owner course<\/a>.  <\/p><p>Let&#8217;s look at where things can go wrong.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-1c1c692 elementor-widget elementor-widget-image\" data-id=\"1c1c692\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"300\" height=\"300\" src=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Robot.jpg\" class=\"attachment-large size-large wp-image-11115\" alt=\"Product Owner in delegiranje\" srcset=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Robot.jpg 300w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Robot-150x150.jpg 150w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Robot-12x12.jpg 12w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Robot-100x100.jpg 100w\" sizes=\"(max-width: 300px) 100vw, 300px\" title=\"\">\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-2a31a60 elementor-widget elementor-widget-heading\" data-id=\"2a31a60\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">ANTI-PATTERN 1<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-2b460d5 elementor-widget elementor-widget-text-editor\" data-id=\"2b460d5\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Recently during a consultation, I encountered an extremely professional and proactive PO who couldn&#8217;t find common ground with developers (two teams on the same product). After a brief discussion with the developers, it became clear they felt over-delegated. Instead of PO presenting a business problem at Backlog Refinement or Sprint Planning, explaining why he considered it to have high business value, and then discussing possible solutions with developers, the PO provided his own envisioned solution. Often even in the form of GUI wireframes or architectural framework.   <\/p><p>The developers didn&#8217;t feel being heard. They felt they were on autopilot and their potential wasn&#8217;t being utilized. Consequently, developer motivation was low. In my opinion, deep resentment hadn&#8217;t yet set in, but they were probably heading in that direction.   <\/p><p>Delegating the development team is not in line with the idea and doesn&#8217;t utilize the potential of a self-managed team.<\/p><p>Unfortunately, due to certain organizational \u201cdeviations\u201d, the company hadn&#8217;t considered the developers&#8217; objections until then. PO had previously been a developer, and management considered him competent to continue guiding developers in technical areas. <\/p><p>The PO should have realized that his tasks are now different and should understand the factors that influence developer motivation. Additionally, a full-time PO doesn&#8217;t have time to deal with technical details but should focus on product management. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-9a5e1b3 elementor-widget elementor-widget-text-editor\" data-id=\"9a5e1b3\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>The relationship between PO and developers could be summarized as follows:<\/p><ul><li><strong>PO<\/strong> determines <span style=\"color: #ff0000;\"><strong>WHY<\/strong> <\/span>a certain problem has business value (market research, user interviews, analysis).<\/li><li><strong>PO and developers<\/strong> together agree on <span style=\"color: #ff0000;\"><strong>WHAT<\/strong> <\/span>needs to be done to solve the problem. These are the solution features (scope). <\/li><li><strong>Developers<\/strong> decide <span style=\"color: #ff0000;\"><strong>HOW<\/strong> <\/span>and <span style=\"color: #ff0000;\"><strong>WHO<\/strong> <\/span>will implement the scope.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-8801e87 elementor-widget elementor-widget-text-editor\" data-id=\"8801e87\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Not just in development teams, but in all of Agile, problems should be solved by those closest to them. Maybe the delegated solution could even be better, but if developers don&#8217;t accept it as their own, motivation, quality, and feedback for future upgrades will suffer. Delegating the team is not the PO&#8217;s task. Agile teams are self-organizing and self-directing (within the product and organizational vision).   <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-b060834 elementor-widget elementor-widget-text-editor\" data-id=\"b060834\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p><strong><em>\u201cA less optimal solution chosen by developers themselves in execution typically outperforms a more optimal delegated solution.\u201d<\/em><\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-1f07f24 elementor-widget elementor-widget-image\" data-id=\"1f07f24\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"300\" height=\"191\" src=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Copy-Paste.jpg\" class=\"attachment-large size-large wp-image-11116\" alt=\"\" srcset=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Copy-Paste.jpg 300w, https:\/\/deltaagile.com\/wp-content\/uploads\/2024\/07\/Copy-Paste-18x12.jpg 18w\" sizes=\"(max-width: 300px) 100vw, 300px\" title=\"\">\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-987e192 elementor-widget elementor-widget-heading\" data-id=\"987e192\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">ANTI-PATTERN 2 (COPY-PASTE PO, TICKET MONKEY)<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-bbe2c0a elementor-widget elementor-widget-text-editor\" data-id=\"bbe2c0a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>The PO treats the Product Backlog simply as a repository of functionality requests submitted by clients\/stakeholders. The requests are broken down into sub-functionalities, epics, or even user stories and placed into the backlog as a block. Often, this is a <a href=\"https:\/\/www.forbes.com\/advisor\/business\/fifo-method\/\" target=\"_blank\" rel=\"noopener\">FIFO<\/a> backlog, where the PO has not checked the business value of the submitted requests. Considering that they are responsible for the success of the entire initiative, this should be self-evident. Unfortunately, it is not.    <\/p><p>This anti-pattern results from misunderstanding one&#8217;s own PO role in an Agile environment. Such teams often don&#8217;t conduct Backlog Refinement meetings. These are (among other things) intended to avoid the traps created by such an anti-pattern:  <\/p><ul><li><strong>Identification of dependencies<\/strong> between Product Backlog Items (PBIs), which can affect the business value of individual requirements.<\/li><li><strong>Combining PBIs<\/strong> into a common architecture enables synergistic implementation, thus reducing development costs and increasing the business value of individual PBIs.<\/li><li>Critical <strong>evaluation of PBIs<\/strong> by developers regarding complexity or even business value. Developers are often in direct contact with the client themselves and have insights that the PO might not have. <\/li><li><strong>Solution optimization<\/strong>. A client might request an entire new program module, when their goal could actually be achieved by changing a few lines of code. <\/li><li>Even clients can be wrong in their requirements. Maybe the functionality they want <strong>already exists?<\/strong> <\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-cc5f0bb elementor-widget elementor-widget-text-editor\" data-id=\"cc5f0bb\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Backlog Refinement offers other benefits not directly related to this anti-pattern. In mature development environments, teams spend about 10% of their time on Backlog Refinement. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-9faa955 elementor-widget elementor-widget-image\" data-id=\"9faa955\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img loading=\"lazy\" decoding=\"async\" width=\"300\" height=\"300\" src=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2025\/08\/Manager.jpg\" class=\"attachment-large size-large wp-image-11290\" alt=\"Product owner\" srcset=\"https:\/\/deltaagile.com\/wp-content\/uploads\/2025\/08\/Manager.jpg 300w, https:\/\/deltaagile.com\/wp-content\/uploads\/2025\/08\/Manager-150x150.jpg 150w, https:\/\/deltaagile.com\/wp-content\/uploads\/2025\/08\/Manager-12x12.jpg 12w, https:\/\/deltaagile.com\/wp-content\/uploads\/2025\/08\/Manager-100x100.jpg 100w\" sizes=\"(max-width: 300px) 100vw, 300px\" title=\"\">\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-8db8787 elementor-widget elementor-widget-heading\" data-id=\"8db8787\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">ANTI-PATTERN 3 (DISGUISED PROJECT MANAGER)<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-a83c10a elementor-widget elementor-widget-text-editor\" data-id=\"a83c10a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>The PO behaves like a traditional project manager. They monitor task completion, deadlines, and individual developer performance, instead of focusing on maximizing product value. <\/p>\n<p>This anti-pattern results from an outdated way of thinking. Such a PO is probably evaluated (and rewarded) based on the amount of work completed, regardless of the business value created. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-3dd5525 elementor-widget elementor-widget-text-editor\" data-id=\"3dd5525\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>In such a case, it&#8217;s necessary to:<\/p>\n<ul>\n<li>Check if the company is really prepared to implement the organizational changes required by the Agile approach. Many companies aren&#8217;t ready for this, yet they wrap themselves in the flag of Agility while operating in a traditional hierarchical framework. Of course, results in such cases fall far below potential. Unfortunately, as long as the company is profitable, no one will notice this. But when market pressures become too great (technological lag), it&#8217;s often too late.<\/li>\n<li>The PO needs to be educated about the benefits of Agile work methods and be stripped of the ability to evaluate individual developer performance (and thus influence their rewards). In Agile, only team performance is evaluated, and this is measured by the business value created.<\/li>\n<li>Implement OKRs to align business requirements and development work. In our case, this helps primarily \u201cupward\u201d, as it forces management to define profitable business objectives, which probably hasn&#8217;t been the practice until now. OKRs also enable measuring the success of initiatives and thus determine responsibility for their success. Of course, many people don&#8217;t want this.<\/li>\n<\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>In this article, I will describe some dilemmas of the Product Owner (PO) role, challenges associated with it, and anti-patterns that can emerge in the process. Due to its complexity, the Product Owner role is often poorly understood. It extends far beyond the development team of which the PO is a member. However, delegating the [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":11291,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[60],"tags":[61],"class_list":["post-11316","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-working-with-the-team","tag-published"],"_links":{"self":[{"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/posts\/11316","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/comments?post=11316"}],"version-history":[{"count":1,"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/posts\/11316\/revisions"}],"predecessor-version":[{"id":13596,"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/posts\/11316\/revisions\/13596"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/media\/11291"}],"wp:attachment":[{"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/media?parent=11316"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/categories?post=11316"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/deltaagile.com\/en\/wp-json\/wp\/v2\/tags?post=11316"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}