The Art of Business Value

5

The CIO

I have an ulterior motive in setting forth the argument of this book. I am a CIO. If we take Schwaber and Sutherland’s instruction at face value—that the team is not allowed to listen to anyone except the product owner—then what exactly should I be doing to add business value to the enterprise? Throughout the Agile literature, one can see authors struggling to explain the role of management. The point is to empower the team, right? Just as culture and bureaucracy are often viewed as impediments, so too is management. Some authors grudgingly grant management a role—perhaps to remove impediments for the team, perhaps to assemble good ...