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RE: [scrumdevelopment] Re: Scrum, Xp, Agile and Project Portfolio Management

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  • geoffrey.c.watts@bt.com
    The formal drive for agile from CEO level here began with the formation of agile thinking programmes of projects. All projects were to be prioritised by ROI
    Message 1 of 3 , Jun 10, 2005

      The formal drive for agile from CEO level here began with the formation of agile thinking programmes of projects. All projects were to be prioritised by ROI and regularly reviewed. Only the most important ones providing good returns would be continued/started. The idea is this then trickles down into how the projects are to be organised before getting stuck into the actual work.


      The issue that has yet to be solved here is, as Bill suggested, getting information about the viability and cost of projects to analyse their relative merits but I certainly agree that large organisations can, and do, benefit from a more agile approach to their portfolio management as well as the actual software development.




      From: scrumdevelopment@yahoogroups.com [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Bill McMichael
      Sent: 08 June 2005 23:16
      To: scrumdevelopment@yahoogroups.com
      Subject: [scrumdevelopment] Re: Scrum, Xp, Agile and Project Portfolio Management



      I agree that many of the principles of project portfolio management
      are in agreement with Agile/Scrum.  If an organization is really doing
      project portfolio management, then project decisions are strategic and
      aligned with organizational goals. Project visibility is at the
      highest level of the organization.  Success factors are now tied to
      business value (revenue, roi, customer satisfaction targets, etc..)
      rather than just traditional project success factors (on time, on
      budget).  All of this is in concert with agile's principles of
      transparency, close collaboration between the development team and the
      business experts , along with agile's focus on maximizing business
      value.  Certainly the concepts of backlog management could be raised
      to  a project level, so you have a project backlog along with benefit
      and cost estimates.

      There is also the concept that like a financial portfolio that the
      project portfolio mix needs to be continually reviewed, to react to
      the changing environment.  Should this project be initiated ?  Should
      this one be killed ? Incremental nature of agile provides better and
      more timely data to make these decisions as well as the flexibility to
      react quickly to change.   The difficult piece is collecting the
      appropriate project metrics that are business focused to provide the
      executive team the appropriate visibility on not just the health of
      the project, but its benefits. This is the Enterprise Agile piece that
      has been discussed here in other threads.


      --- In scrumdevelopment@yahoogroups.com, mike.dwyer1@c... wrote:
      > Could it be that the entrance of Project Portfolio Management on to
      the Traditional Project Management Stage makes Agile, Scrum and Xp
      more feasible in a 'traditional' environment.
      > Before you get the  tar and feathers out go looking for a rail to
      strap me too.  Consider this.
      > If Business and Senior Management need to go through all the hoops
      of a Project Portfolio, then can we commit to NOT doing anything that
      is NOT approved and commit to ONLY what we CAN DO?  If not, why not.
      On face value, we have our marching orders.  I know its face value,
      but if we insist it be taken that way, are we doing anything less than
      the gang in India or China , or down the street.  This is, in fact, the
      essence of an outsourcing deal.
      > I understand (all to well) the tools used to create a Portfolio are
      not totally Agile Friendly but then again the input represents
      'estimates' and a High (as in "C" level High) level Product Owner
      Backlog list.
      > There are two places I believe Agile belongs.  The most obvious is
      in the development implementation end of the business.  The other is
      in the generation of much of the data that goes into the Portfolio
      process after all it is group based (if you are using focus or delphi)
      and it is collaborative in that the 'team' gets together to commit on
      what they will 'do'.
      > Now that I have stretched the analogy to the point we can read the
      fine print of a contract through it - sock it to me.
      > --
      > Mike Dwyer
      > "I Keep six faithful serving-men
      > Who serve me well and true:
      > Their names are What and Where and When
      > And How and Why and Who." - Kipling

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