Answered

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13:10
Mannar & Company kick started a major cross company project that involved working w
multiple business unit leaders to build enterprise wide platform. Impressed by the succes
of small projects in Agile, company leadership enforced Agile in this transformation proje
Shortly after few Sprints, teams witnessed that the Product Owner was not able to build
consensus among the business unit leaders on requirements. There were several political
aspects behind the collaboration. What went wrong?

Sagot :

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