This is why I don't think the product owner should have the sole power over the backlog.
In addition to business stories that need to be meant there are at least two other areas whose stories are as important: development and testing. Maybe ops too, depending on your structure.
With a product owner that doesn't listen to any area beyond business, of course stories from those other two departments are discardable crap. There needs to be conversation from the departments involved. Sure, if priorities change in mid-sprint that's one thing, but there are other voices that need to be heard beyond business, when planning the story selection.
Likewise, sole product owners might think, "Oh, if we have these programmers work 16 hour days, instead of 8 hour days, we can get twice as much work done, and make the deadline!". Again, other voices (voices of reason) need to be heard in this situation too.
In addition to business stories that need to be meant there are at least two other areas whose stories are as important: development and testing. Maybe ops too, depending on your structure.
With a product owner that doesn't listen to any area beyond business, of course stories from those other two departments are discardable crap. There needs to be conversation from the departments involved. Sure, if priorities change in mid-sprint that's one thing, but there are other voices that need to be heard beyond business, when planning the story selection.
Likewise, sole product owners might think, "Oh, if we have these programmers work 16 hour days, instead of 8 hour days, we can get twice as much work done, and make the deadline!". Again, other voices (voices of reason) need to be heard in this situation too.