Avoid becoming yet another backlog manager

When I first started managing product backlogs, I thought it would be simple. After all, it’s just a list of what we plan to build, right?

But over time, I realized something troubling: The more attention I gave to “managing the backlog,” the less I was actually managing the product.

• Instead of driving clarity, the backlog was generating noise.
• Instead of giving the team focus, it was scattering our energy.
• Instead of being a compass, it had quietly become a to-do list.

It’s ironic. The backlog is supposed to be a vehicle for value creation, a reflection of where the product is heading. But if we’re not careful, it becomes the thing we serve, not the tool we use.

Waterfall pretending to be agile

Here’s the pattern I’ve seen too many times — and, admittedly, have fallen into myself:

• We keep adding “good ideas” from every stakeholder.
• We break everything into small tickets to show progress.
• We sort and label endlessly to keep things “organized.”
• We burn cycles debating priority without ever asking, “Why this? Why now?”

What starts as a collaborative artifact ends up looking a lot like a waterfall spec, and instead of loving the problem we start defending our solutions.

It’s long. It’s rigid. It’s output-focused. And worst of all, it gives the illusion of progress while we slowly lose sight of the outcome.

A good rule of thumb :

If your backlog is growing faster than your understanding of the problem, you’re headed in the wrong direction.

The purpose of the backlog is Vision, Not Just Velocity

So what should a product backlog be?

Not a graveyard of old ideas. Not a museum of past requests. Not a dumping ground for every “what if” someone ever whispered.

The backlog should be:

• A strategic mirror of where the product is headed.
• A translation of vision into action.
• A tool to enable focus, alignment, and learning.

Every item in it should earn its place. Every priority should connect to a broader goal. And the overall shape of it should tell the story of where we’re trying to go.

So, How do we avoid the backlog trap?

Here’s what I’ve learned, sometimes the hard way, about keeping the backlog useful, not overwhelming:

1. Anchor it to Outcomes, Not Outputs

If your backlog items aren’t tied to user problems or business goals, ask why they’re there. Doing this :

• Shift the conversation from “what do we build next?” to “what outcome are we chasing?”
• Cluster backlog items under product goals or customer jobs-to-be-done.

2. Cut Ruthlessly

Backlogs are not memory banks. Old ideas may still be “interesting,” but that doesn’t mean they’re relevant.

This means : Archive or delete anything that no longer supports the current direction. If it’s truly valuable, it’ll come back, and likely with better insight.

3. Limit the Surface Area

The more items in your backlog, the more scattered your attention. The more fragmented your team becomes. So :

• Trim the backlog to reflect the current planning horizon (e.g., 1–2 quarters).
• Use a separate space to store long-term bets or raw ideas.

4. Use It to Spark Conversation, Not Control It

The backlog is a conversation starter, not a command center.

• Share it often, but not just to “report.” Use it to ask: “Does this still make sense?”
• Make it visible, debatable, and collaborative. Let it evolve as learning happens.

5. Revisit the Vision Regularly

If you’re managing the backlog without touching the strategy, something’s broken.

• Reconnect backlog grooming with product vision check-ins.
• Ask often: “Is this taking us where we want to go?” If not, reframe or reset.

Final Thoughts

Managing a backlog is necessary. But serving it blindly is dangerous.

As product managers our job is not to maintain a tidy backlog.

It’s to create clarity from chaos. To prioritize impact over noise. To turn a flood of ideas into focused direction.

So the next time you find yourself buried in backlog items, pause and ask:

• What story is my backlog telling?
• Is it helping my team focus on what matters?
• Or has it quietly become a to-do list with no compass?

The backlog should reflect where the product is going, not just where it has been.

Less backlog. More vision. Less grooming. More clarity. Less process. More product thinking.

That’s how we stop being backlog managers, and start being true product leaders.