Agila projekt skapar en ny logik i relationen mellan kund och leverantör och vi ser tyvärr ofta man har svårt att klara sina nya roller/ansvar. På detta seminarium delar vi med oss av våra erfarenheter, och tipsar om hur man kan undvika att misslyckas i agilt samarbete mellan kund och leverantör.
Hur ska man från kund och leverantör styra ett agilt projekt?
Hur ”konfigurerar” man projektet beroende på om det är fastpris eller löpande räkning?
IT Project Management and Scrum, part IVisma Lietuva
This document is an introduction to IT project management and the Scrum framework in particular. It discusses the complexity of software development projects due to factors like unclear requirements, rapidly changing technologies, and human communication challenges. It outlines some classic project mistakes like unrealistic schedules and lack of user input. The document then introduces Agile principles which value individuals, working software, customer collaboration and responding to change. Finally, it provides an overview of the Scrum framework which will be covered in more detail in the next part.
IT Project Management and Scrum, part IIVisma Lietuva
This document discusses Scrum project management. It compares traditional waterfall projects with Scrum projects, noting that Scrum embraces changing requirements and focuses on iterative delivery. The document then outlines Scrum roles, artifacts, meetings, and the definition of done. It also shares the author's experience initially struggling with Scrum implementation but eventually finding success after refining their process.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
This document provides an introduction to project management concepts. It defines what a project is, discusses key elements of project management including stakeholders, knowledge areas, tools and techniques. It describes the roles of project, program and portfolio management. The document also outlines important skills for project managers in IT and discusses the growing project management profession.
Agila projekt skapar en ny logik i relationen mellan kund och leverantör och vi ser tyvärr ofta man har svårt att klara sina nya roller/ansvar. På detta seminarium delar vi med oss av våra erfarenheter, och tipsar om hur man kan undvika att misslyckas i agilt samarbete mellan kund och leverantör.
Hur ska man från kund och leverantör styra ett agilt projekt?
Hur ”konfigurerar” man projektet beroende på om det är fastpris eller löpande räkning?
IT Project Management and Scrum, part IVisma Lietuva
This document is an introduction to IT project management and the Scrum framework in particular. It discusses the complexity of software development projects due to factors like unclear requirements, rapidly changing technologies, and human communication challenges. It outlines some classic project mistakes like unrealistic schedules and lack of user input. The document then introduces Agile principles which value individuals, working software, customer collaboration and responding to change. Finally, it provides an overview of the Scrum framework which will be covered in more detail in the next part.
IT Project Management and Scrum, part IIVisma Lietuva
This document discusses Scrum project management. It compares traditional waterfall projects with Scrum projects, noting that Scrum embraces changing requirements and focuses on iterative delivery. The document then outlines Scrum roles, artifacts, meetings, and the definition of done. It also shares the author's experience initially struggling with Scrum implementation but eventually finding success after refining their process.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
This document provides an introduction to project management concepts. It defines what a project is, discusses key elements of project management including stakeholders, knowledge areas, tools and techniques. It describes the roles of project, program and portfolio management. The document also outlines important skills for project managers in IT and discusses the growing project management profession.
Project Management in Agile Organizations - The Project Managers RoleKnowit_TM
1. In agile project management, traditional project manager responsibilities are distributed among roles like the ScrumMaster, Product Owner, and development team, rather than a single project manager.
2. The Product Owner is responsible for deciding what work will be done and managing the product backlog to maximize value.
3. The ScrumMaster ensures that the Scrum team adheres to Scrum processes and helps optimize interactions with outside stakeholders.
4. There are four scenarios showing different organizational structures and the project manager's potential functions in relation to the Scrum team, Product Owner, and stakeholders.
Introduction to Project Management with ScrumPierre E. NEIS
It's a small presentation to give the basic principles of scrum.
The presentation mode is made interactively with the audience.
The progression of the slides are scaled on progessive learning and fixing process: starting from theory to practice.
It's not enough to start a Scrum Project and do not replace a mature scrum training delivered by a senior Scrum Trainer.
The document discusses software project evaluation and size and cost estimation. It provides an overview of different levels of estimation and introduces project evaluation, which assesses whether a project is worthwhile and fits an organization's strategy. Size estimation techniques discussed include function point analysis, which estimates lines of code, and object point analysis, which is for 4GL development projects. Cost estimation involves cost-benefit analysis, cash flow forecasting, and techniques like net present value and internal rate of return. Accurate estimation is challenging but important for project budgeting and management.
The document discusses some key issues with conventional software management approaches like the waterfall model. It notes that software development is unpredictable and that management discipline is more important for success than technology. Some problems with the waterfall model are late risk resolution, adversarial stakeholder relationships due to rigid documentation requirements, and a focus on documents over engineering work. The document also provides metrics on the relative costs of development versus maintenance and how people are a major factor in productivity.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
The document outlines a project management plan for developing a complex web server application. It describes the project goal of creating a graphical user interface web server. It then details the resources, including the project leader, developers, testers and a budget of $2,500. It outlines the 5 project phases of specifications, design, implementation, verification and final release. It provides a timeline showing the tasks and estimated durations to complete the project by May 10th, within budget. The conclusions note that OpenProj project management software was used to define the tasks, schedule, resources and costs.
Introduction of software project managementREHMAT ULLAH
This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
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Föreläsningen var ett smakprov på vad vi kommer att gå igenom på kursen "Certifierad Agil Beställare" i mars 2015. <a>Boka din plats nu för att lära dig mer.</a>
Vi tror att många stora företag och framför allt myndigheter har mycket att vinna på att upphandla på effekt i stället för fast scope. Vi påvisade nyttan med att fokusera på effekt och gav 5 tips på hur man kan säkerställa att rätt produkt byggs och att man uppnår önskade effekter. Vi visade också på vad forskningen säger om sambandet mellan goda relationer och samarbete och bra leveranser, samt även hur man inom LOU med hjälp av Agila kontrakt även kan undvika att beställa en lösning, man kan istället tillsammans med leverantören ta reda på vad man behöver bygga och beställa på effekt. Samt självklart ett smakprov på vilka Agila kontrakt som finns i dag.
Bryt igenom ta ket med agile till fastpris
Talare: Patrik Malmquist och Niklas Florén, Scrum Master och projektledare
Agile, Scrum, Lean, Kanban börjar bli vardagsmat i de flesta organisationer. Men hur får man ihop förväntningarna och förhoppningarna på självständiga, självsäkra och kunniga utvecklingsteam med fastprisleveranser, tydliga styrmodeller och stora företagsstrukturer?
Trafikverkets satsning på att få mer för pengarna och intressanta väg- och ...Sveriges Byggindustrier
Sveriges Byggindustrier Syds dag om infrastruktur i Alvesta 130111, programpunkten: Trafikverkets satsning på att få mer för pengarna och intressanta väg- och järnvägsprojekt i syd, både på kort och lång sikt. Rickard Rosenlund, distriktschef, Investering Syd, Trafikverket
På EPiServer Användarnätverk den 10 september 2015, diskuterade vi hur vi kan driva webbprojekt på ett effektivt sätt. Vad innebär egentligen agilt arbete och hur funkar de i praktiken i webbprojekt.
Eilerth Sjölund, Goodtech och Ola Wallinder, Affecto BC14IBM Sverige
Goodtech, ett av Nordens ledande installationsbolag i byggbranschen, har med hjälp av sin partner Affecto, ökat säkerhet och effektivitet genom att införa ett mobilt arbetsstöd, som ersatt det tidigare dokumentbaserade arbetssättet. Förutom halvering av tiden de anställda la på detta moment har Goodtech fått en rapport som ger dem full kontroll på var de befinner sig i processerna. Eilerth Sjölund, Goodtech och Ola Wallinder, Affecto.
Vintergatan & Nya insikter - Creative morning 9 dec 2016Annika Klyver
Presentation om vad vi ser i horisonten. Vi beskriver grunden, perspektiven och värdeflödets samspel med förmågor. VIdare ser vi hur en karta i tiden kan hjälpa oss samt hur vi kan hitta balansen mellan värdeflöden och förmågor med hjälp av tankar kring att vara dubbelt effektiva genom ett modul och konfigureringstänk.
Project Management in Agile Organizations - The Project Managers RoleKnowit_TM
1. In agile project management, traditional project manager responsibilities are distributed among roles like the ScrumMaster, Product Owner, and development team, rather than a single project manager.
2. The Product Owner is responsible for deciding what work will be done and managing the product backlog to maximize value.
3. The ScrumMaster ensures that the Scrum team adheres to Scrum processes and helps optimize interactions with outside stakeholders.
4. There are four scenarios showing different organizational structures and the project manager's potential functions in relation to the Scrum team, Product Owner, and stakeholders.
Introduction to Project Management with ScrumPierre E. NEIS
It's a small presentation to give the basic principles of scrum.
The presentation mode is made interactively with the audience.
The progression of the slides are scaled on progessive learning and fixing process: starting from theory to practice.
It's not enough to start a Scrum Project and do not replace a mature scrum training delivered by a senior Scrum Trainer.
The document discusses software project evaluation and size and cost estimation. It provides an overview of different levels of estimation and introduces project evaluation, which assesses whether a project is worthwhile and fits an organization's strategy. Size estimation techniques discussed include function point analysis, which estimates lines of code, and object point analysis, which is for 4GL development projects. Cost estimation involves cost-benefit analysis, cash flow forecasting, and techniques like net present value and internal rate of return. Accurate estimation is challenging but important for project budgeting and management.
The document discusses some key issues with conventional software management approaches like the waterfall model. It notes that software development is unpredictable and that management discipline is more important for success than technology. Some problems with the waterfall model are late risk resolution, adversarial stakeholder relationships due to rigid documentation requirements, and a focus on documents over engineering work. The document also provides metrics on the relative costs of development versus maintenance and how people are a major factor in productivity.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
The document outlines a project management plan for developing a complex web server application. It describes the project goal of creating a graphical user interface web server. It then details the resources, including the project leader, developers, testers and a budget of $2,500. It outlines the 5 project phases of specifications, design, implementation, verification and final release. It provides a timeline showing the tasks and estimated durations to complete the project by May 10th, within budget. The conclusions note that OpenProj project management software was used to define the tasks, schedule, resources and costs.
Introduction of software project managementREHMAT ULLAH
This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
Agila kontrakt - Frukostföreläsning för IT-cheferMia Kolmodin
Föreläsningen var ett smakprov på vad vi kommer att gå igenom på kursen "Certifierad Agil Beställare" i mars 2015. <a>Boka din plats nu för att lära dig mer.</a>
Vi tror att många stora företag och framför allt myndigheter har mycket att vinna på att upphandla på effekt i stället för fast scope. Vi påvisade nyttan med att fokusera på effekt och gav 5 tips på hur man kan säkerställa att rätt produkt byggs och att man uppnår önskade effekter. Vi visade också på vad forskningen säger om sambandet mellan goda relationer och samarbete och bra leveranser, samt även hur man inom LOU med hjälp av Agila kontrakt även kan undvika att beställa en lösning, man kan istället tillsammans med leverantören ta reda på vad man behöver bygga och beställa på effekt. Samt självklart ett smakprov på vilka Agila kontrakt som finns i dag.
Bryt igenom ta ket med agile till fastpris
Talare: Patrik Malmquist och Niklas Florén, Scrum Master och projektledare
Agile, Scrum, Lean, Kanban börjar bli vardagsmat i de flesta organisationer. Men hur får man ihop förväntningarna och förhoppningarna på självständiga, självsäkra och kunniga utvecklingsteam med fastprisleveranser, tydliga styrmodeller och stora företagsstrukturer?
Trafikverkets satsning på att få mer för pengarna och intressanta väg- och ...Sveriges Byggindustrier
Sveriges Byggindustrier Syds dag om infrastruktur i Alvesta 130111, programpunkten: Trafikverkets satsning på att få mer för pengarna och intressanta väg- och järnvägsprojekt i syd, både på kort och lång sikt. Rickard Rosenlund, distriktschef, Investering Syd, Trafikverket
På EPiServer Användarnätverk den 10 september 2015, diskuterade vi hur vi kan driva webbprojekt på ett effektivt sätt. Vad innebär egentligen agilt arbete och hur funkar de i praktiken i webbprojekt.
Eilerth Sjölund, Goodtech och Ola Wallinder, Affecto BC14IBM Sverige
Goodtech, ett av Nordens ledande installationsbolag i byggbranschen, har med hjälp av sin partner Affecto, ökat säkerhet och effektivitet genom att införa ett mobilt arbetsstöd, som ersatt det tidigare dokumentbaserade arbetssättet. Förutom halvering av tiden de anställda la på detta moment har Goodtech fått en rapport som ger dem full kontroll på var de befinner sig i processerna. Eilerth Sjölund, Goodtech och Ola Wallinder, Affecto.
Vintergatan & Nya insikter - Creative morning 9 dec 2016Annika Klyver
Presentation om vad vi ser i horisonten. Vi beskriver grunden, perspektiven och värdeflödets samspel med förmågor. VIdare ser vi hur en karta i tiden kan hjälpa oss samt hur vi kan hitta balansen mellan värdeflöden och förmågor med hjälp av tankar kring att vara dubbelt effektiva genom ett modul och konfigureringstänk.
IBM Finance Forum - Investeringsapplikation i Cognos Planning på Stoneridge E...IBM Sverige
Stoneridge Electronics, Europas ledande tillverkare av elektronik till tunga fordon använde tidigare Excel för att göra investeringskalkyler. Det innebar manuell, tidskrävande hantering för att få in utfall från transaktionslistor , hantera avskrivningar projekt för projekt . Resultatet var långa, svårhanterliga listor. Idag har projektledarna på Stoneridge helt andra möjligheter att analysera istället för att ägna tiden åt att sammanställa och göra manuella beräkningar. Förutom tidsbesparingar har Stoneridge bättre underlag, mindre risk för fel samt ökad spårbarhet tack vare audit trail i Cognos Planning. Vi visar hur Stoneridge idag är mer träffsäkra och effektiva och berättar om projektet.
Agila kontrakt skapar rätt förutsättningar för att lyckas vid upphandling och beställning av IT system. Presentationen går igenom hur Agila kontrakt skiljer sig från traditionella och centrala komponenter i Agila kontrakt.
Niclas Jacobsson - Svenskt moln på kundens villkor BC14IBM Sverige
Prisvärda och flyttbara molnlösningar med möjlighet till privata, publika eller hybridmoln i någon vanlig miljö är efterfrågade idag. Ipeers CTO, Niclas Jacobsson, ger sin syn, illustrerad med kundcase, på vilka olika tjänster som kan passa olika företag och organisationer.
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The document discusses project portfolio management and governance. It argues that organizations currently lack synchronization across project decision points and releases. It proposes using Agile release trains to better synchronize projects through fixed cadences. This would help address problems of non-synchronized project decision points and releases. The document also discusses designing value streams and business models to better organize work and deliver value through cross-functional business teams that own end-to-end value flows.
Fredrik Wiiks presentation om sin roll som programledare hos kunden i ett utvecklings/leveransprojekt där agil arbetsmetodik framgångsrikt kombineras med fasta leveranspunkter och PROPS som projektstyrmodell. Kunden är ett av våra största företag och leverantören har utveckling både i Sverige och Vietnam. Fredrik kommer belysa ett antal kritiska framgångsfaktorer och beskriva hur man lagt upp arbetet för att optimera mot de leveransmål som satts upp och skapa en förutsägbarhet gentemot projektets intressenter. Fredrik är managementkonsult på Knowit Management och specialiserad mot skalad agil utveckling och innovation
This document outlines an agenda for demonstrating how to make project, program, and portfolio management more agile using the Unified Vision Framework. It includes goals of showing how to cascade vision and strategy, use the VSPT model and 4D model, and implement agile governance. The document provides examples and exercises for attendees to practice these concepts, including creating epics and user stories for a project backlog, discussing a case study, and planning a portfolio "walkabout" to identify dependencies between projects. Charts are presented showing how the Unified Vision Framework has helped organizations double their project velocity without increasing team size.
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1. The document discusses theories around team performance and dynamics, focusing on the concept of "attractors" that can influence a team's behaviors and effectiveness.
2. It describes research showing that teams with a higher ratio of positive to negative communication and an emphasis on inquiry over advocacy tend to perform best.
3. The presentation provides various techniques and practices that teams and managers can use to monitor dynamics, provide feedback, celebrate successes, and foster positive interactions in order to optimize performance.
The document discusses agile portfolio management for handling uncertainty. It describes traditional portfolio management approaches that rely heavily on financial models to maximize value. However, these models can overlook innovation and make wrong decisions by oversimplifying complexity. The document advocates using relative scoring models that include both financial data and other factors like strategy alignment. It also suggests taking an agile approach that embraces diversity, shortens feedback cycles, and continually adapts to changing contexts rather than relying on imaginary precision.
2. An Agile System
2NFI - Project Management in Agile
Organizations @ Tele2
Your vendors
Your
customers
Your
company
The Agile
System
3. Vad kännetecknar ett agilt kontrakt?
• Leveransen sker i frekventa releaser (1-2 releaser/månad).
• Leverantören visar progress vid varje release (demo).
• Kunden prioriterar de viktigaste kraven/uppgifterna från en
”project backlog” inför varje sprint till en ”sprint backlog”
• Projektet kan påbörjas innan komplett kravbild finns.
• Krav kan förändras mellan releaser.
• Tid och kostnad är fast, inte innehåll (leverantören garanterar
inte ett visst innehåll, bara att kunden kan prioritera vad som
är viktigast).
3Agila kontrakt, Knowit 2013.05.29
10. Agilt – i kundens perspektiv
Plus
• Ger flexibilitet
• Snabbare TTM
• “Bästa” alternativet om det
inte finns/går att göra en
spec.
• Ger värde i ett “agilt
system”
Minus
• Ingen garanti för innehåll
till ett visst pris och inom
viss tid.
• Kräver engagemang.
• Kräver kunskap om agila
metoder.
10Agila kontrakt, Knowit 2013.05.29
11. Agilt – ur leverantörens perspektiv
Plus
• Minimerad risk
(motsvarande T&M)
• Mer utrymme för
innovation.
• Nöjd kund (?)
Minus
• Värdebaserad försäljning
fungerar inte.
• Risk för missnöjd kund (?)
11Agila kontrakt, Knowit 2013.05.29
12. Vilka modeller för avtal är tillämpliga?
• Fast pris
• T&M
• T&M med delad risk.
• Almegas Agila standardavtal
• Vested
12Agila kontrakt, Knowit 2013.05.29
14. Fackmanna
mässigt fel
Samverkans
fel
Tidsbox Tidsbox
Reserv
tidsbox
Flyttat arbete Flyttat arbete Flyttat arbete
Rest
Reducering av
timarvode
Rättning utan
arvode.
Påtalas inom 6
månader
Ursprungligt Uppdrag Ändrat Uppdrag
Avtalsparametrar:
Kompetenta resurser
Antal resurser och timmar
fördelat på Tidsboxar
Timpris samt eventuell Risk-
och Vinstdelning
Antal Reservtidsboxar
Agila projekt – IT företagens standardavtal
Source: Henrik Gavelli
Agila kontrakt, Knowit 2013.05.29 14
15. 15
1. En resultatbaserad istället för transaktionsbaserad affärsmodell
2. Fokus på vad som ska levereras istället för på hur det levereras
3. Tydligt definierade och mätbara önskade kommersiella resultat
4. En skälig prismodell som skapar incitament till hög kvalitet och
innovation
5. En samverkansmodell som skapar insikt och inte bara översikt
Agila kontrakt, Knowit 2013.05.29