The Product Owner: Choosing the Right Person for the Job

Agile teams large or small, co-located or distributed, have one very important common denominator: the absolute imperative that a strong product owner be established before any work begins. Arguably the strongest, or weakest, link in any Agile team is the product owner. At odds with this basic fact is a startling oversight of this role at the outset of many projects. Add to this a multi-site outsourced development team and it's no wonder successful enterprise Agile adoption is slow going. What makes a good product owner? Why is this role critical to the success of any Agile project? How should this role be supported within the team and organization? These fundamental questions will be addressed herein.

Agile teams large or small, co-located or distributed, have one very important common denominator: the absolute imperative that a strong product owner be established before any work begins. Arguably the strongest, or weakest, link in any Agile team is the product owner. At odds with this basic fact is a startling oversight of this role at the outset of many projects. Add to this a multi-site outsourced development team and it's no wonder successful enterprise Agile adoption is slow going. What makes a good product owner? Why is this role critical to the success of any Agile project? How should this role be supported within the team and organization? These fundamental questions will be addressed herein.

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