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The Product Owner (PO) is accountable for maximizing product value by ordering the Product Backlog. Ordering reflects economic and strategic considerations—user/business value, risk reduction/opportunity enablement, time criticality (deadlines/seasonality), dependencies, and feedback from stakeholders and telemetry. Technical considerations are vital, but they inform the PO’s decisions rather than replace them. The Scrum Master (Option A) coaches process and removes impediments; they don’t order backlog. Developers (Option C) estimate and advise on feasibility and risk; unilateral technical ordering can misalign with business goals. Sponsors (Option D) influence strategy, but single-factor budget timing is insufficient. CAPM’s agile domain stresses transparency and collaboration: shared refinement sessions, explicit ordering criteria, and evidence-based techniques (e.g., WSJF, hypothesis tracking) keep the backlog coherent. Good practice includes regularly inspecting outcomes at Sprint Reviews and adjusting ordering to reflect learning, enabling faster time-to-value and reduced waste.