Articles
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Agile Portfolio Management—A Preferred Approach When Investment Dollars Shrink As you adopt Agile principles it is important to understand the critical difference between Agile Project Management and Agile Portfolio Management—and that you can have one without the other. |
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Software Portfolio Management Simplified for Agile Software portfolio management involves deciding which products and features to invest in to stay competitive and increase profit. But traditional portfolio management has infrequent assessments and isn't very flexible to market needs. When teams are agile but the portfolio process is not, we can't maximize business value. Here are some ways portfolio management can be adjusted to address this challenge. |
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Realizing Value by Establishing an Agile Project Management Office Some believe that an overarching organizational and governance model to structure operations in agile environments is needed. An agile project management organization can act as an aggregator and evaluator of agile project data metrics to help leaders track performance for improved value delivery. |
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Common Misconceptions about Agile: Agile Is Just a Project Management Framework When it comes to transitioning to agile, if a team only goes off what it's heard from other teams and doesn't take a class or read any books about the process, misconceptions can abound. And that leads to problems. Read on to have three common agile myths debunked and to learn why agile is a cultural change, not just a project management framework. |
Better Software Magazine Articles
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Lean Portfolio Management: Guiding IT Projects with Business Value Improving your software development process is only valuable if it fills the highest priority needs for your business clients with speed and quality. Lean principles provide guidance on how to create a structure that lets business priorities drive the selection of the right products for creation and enhancement. |
Guy Beaver
February 26, 2009 |
Interviews
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Project Portfolio Management: An Interview with Johanna Rothman Johanna Rothman is a management consultant, regular StickyMinds.com columnist, and AgileConnection’s technical editor. Johanna talks about the year in software, the rise of project portfolio management, and whether we will continue to see organizations adopt agile in the new year. |
Conference Presentations
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Impact Maps: Let Your Goals Drive Your Product Features
Slideshow
Wouldn’t it be great if there were a way to combine quantified business goals, direct traceability from goals to features, surfacing of value assumptions, cause-and-effect analysis, design thinking, and visual facilitation in a single approach? Mathias Eifert says there is! Impact maps... |
Mathias Eifert
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Product Management: Optimizing the What to Develop
Slideshow
Most organizations struggle with the processes that define what software they should develop, when to do it, and how it will evolve over time—all parts of the product management role and activities. Because repeatable processes have not been established and organizations cope with... |
Ernani Ferrari, Mondo Strategies
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ADC-BSC EAST 2013 Keynote: Reading the Tea Leaves: Predicting a Project’s Future
Slideshow
Is a project’s fate preordained? Does a project’s past suggest its likely future? Can anything be done to influence that future when the current signs aren’t promising? Payson Hall has participated in and reviewed many projects during his thirty-year career in software development. |
Payson Hall, Catalysis Group Inc.
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