In some agile circles, ‘governance’ is almost a dirty word. To many, it means bureaucracy, documentation, heavyweight process and a lot of wasted time and effort. And in a lot of cases, that’s how it is. But equally, a lot of companies today operate in a complex and highly regulated environment and they are delivering their change portfolio through projects that require some form of control to ensure their success. Traditional approaches to governance through documentation and RAG status are not compatible with agile. And blaming any and all failures on the project manager – or the Scrum Master - is naïve and irresponsible.
So how do companies run their portfolio of agile projects in a way that ensures adequate oversight without stifling the agility?
This talk presents a framework of 8 principles, two roles and one key practice that will not only achieve that, but can also be a catalyst for agile improvement across the portfolio.