This article covers the challenges that organizations may face and also recommends possible "top down" solutions that could help in quickly adopting agile.

Agile software engineering and agile project management have become more mainstream in recent years with great success. But the benefits from agility should not have to stop there. Instead of initiating a project and letting the team run with it, progress reporting, planning and estimating should translate through all the channels, back to the corporate strategy. That way, executive management or the PMO can continuously balance the vision of the organization. This article will present these concepts for agile portfolio management.

Over the past few years organizations have asked the agile community "Why should we adopt agile practices?" Today, however, they are turning to the agile community, with a different question: "How do we proceed with adopting agile practices?"; Unfortunately, there is no structured approach (at least that is published in the public domain) for agile adoption. The absence of guidance and assistance to organizations pursuing agility is the main problem addressed by this article.

Agile development approaches are moving into the mainstream. They are no longer relegated to small co-located teams. Large application development organizations in and outside of IT are betting their businesses on globally distributed teams using agile methods to create and maintain their products. In these organizations, the Agile Manifesto's principal to value individuals and interactions over process and tools is impossible to realize. The complexity created by scale cannot be managed without judicious use of both process and tools.