its objectives. And, with Jennifer's help, I've alluded to some tips to build an effective agile Product Owner and agile Product Manager team of teams.
Of course, we've also discovered that in the enterprise setting a significant number of talented people may be required to fill the new Product Owner roles. In Part III, the next and final installment, I'll describe some real world examples of how and where enterprises found the right people to fill this role, as well as some of the challenges they faced.
Leffingwell, Dean. Scaling Software Agility: Best Practices for Large Enterprises. New York: Addison Wesley Professional, 2007. Schwaber, Ken. Agile Project Management with Scrum. Redmond Washington: Microsoft Press, 2004.
About the Author
Dean Leffingwell is an entrepreneur, executive, consultant and technical author who provides product strategy and enterprise-scale agility coaching to large software enterprises. Mr. Leffingwell has served as chief methodologist to Rally Software and formerly served as Vice President of Rational Software, now IBM’s Rational Division, where he was responsible for the RUP. He was also the founder and CEO of Requisite, Inc., makers of RequisitePro. His latest book is Scaling Software Agility: Best Practices for Large Enterprise and he is also the lead author of the text: Managing Software Requirements: First and Second Editions, both from Addison-Wesley. He can be reached through his blog at scalingsoftwareagilityblog.com