Agile Project

Management for Business

Transformation Success

Agile Project
Management for Business
Transformation Success
Paul Paquette and Milan Frankl

Agile Project Management for Business Transformation Success

Copyright Business Expert Press, LLC, 2016.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted in any form or by any
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except for brief quotations, not to exceed 400 words, without the prior
permission of the publisher.
First published in 2016 by
Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com
ISBN-13: 978-1-63157-323-1 (paperback)
ISBN-13: 978-1-63157-324-8 (e-book)
Business Expert Press Portfolio and Project Management Collection
Collection ISSN: 2156-8189 (print)
Collection ISSN: 2156-8200 (electronic)
Cover and interior design by Exeter Premedia Services Private Ltd.,
Chennai, India
First edition: 2016
10 9 8 7 6 5 4 3 2 1
Printed in the United States of America.

Abstract
This book is intended to provide project management office (PMO)
executives practical information to promote enterprise Agile for b usiness
value compatibility within their organization. The primary benefit of
this book is to promote a sense of common purpose and collaboration
between the project delivery and the organization.
Agile project delivery methods are adaptable to the emergence of
unknown requirements identified in the later part of the project d
elivery
lifecycle. Transparency is improved through the Agile characteristics of
continuous feedback loops, daily stand-up meetings, demonstrations,
retrospectives, prototypes, and project management tools such as K
anban
boards, burn-down charts, and pie chart dashboards. The key success
factor is direct business participation and collaboration to ensure that a
business focus determines the output.
Agile project management delivers business value rather than following a plan by using prioritized backlogs to ensure early and consistent
delivery of features and products from the customer perspective without
the overhead of low-value artifacts and bureaucracy.
The Agile Advantage encourages technology deployment as a paradigm shift rather than a planned incremental improvement to existing
systems and processes. Agile promotes innovation and creates synergies
through a business focus viewing technology deployments as a catalyst
for change rather than the final objective. Technology investments implemented through Agile processes result in improved market leadership,
organizational alignment, and resource efficiency delivering competitive
advantage.

Keywords
Agile method, business process, project management, prototyping,
resource optimization

Contents
Acknowledgmentsix
Introductionxi
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11

Agile Concepts1
Agile Change Management, an Overview13
Agile Background21
Agile Communication31
Agile Teamwork Functionality43
Governance and Enterprise Agile49
Agile Processes57
Agile Market Leadership65
Agile Organizational Alignment and Support81
Agile Resource Optimization91
Conclusion105

Agile Glossary107
Bibliography109
Index115

Acknowledgments
I am thankful for the participation of my co-author and mentor,
Dr. Milan Frankl, for believing in the book concept and whose g enerous
contributions made this book possible. I thank my wife Alexandra for
her input and assistance with converting my raw thoughts into coherent
prose. I am particularly appreciative of my children Sofia and Samuel for
enduring my late nights and delaying family activities throughout the
writing process. I appreciate the input from peer project managers who
completed my LinkedIn user group surveys, and whose feedback was
instrumental in developing and validating literature review by providing
real-world and current industry data. Finally, I acknowledge all the leaders
and practitioners who aspire to improve the project management body of
knowledge, pioneer new uses of Agile processes, and challenge the status
quo and promote their organizations through effective action and success.

Introduction
Big data, advanced analytics, virtualization, cloud, e-commerce, mobile,
enterprise resource planning, and other disruptive technologies challenge
organizations to adapt to the accelerated changes occurring in business
environments today. Business Transformation (BT) projects leverage
these technologies to create change within the organization to improve
performance and competitive advantage. BT projects are particularly
challenging because they demand significant changes in both technical
and business domains such as business processes, and engagement with
clients or suppliers. Furthermore, BT technology projects are essential to
the competitive survival and new strategic direction of the organization
and, therefore, must not fail.
Agile project methods provide a new approach addressing the limitations of traditional Waterfall projects.
The primary data research is unique because it promotes assessing,
ranking, and analyzing typical Agile attributes from a business perspective,
which include market leadership, organizational alignment, and resource
efficiency. Agile project management techniques improve the business
value and performance promise of these technologies and are superior to
the traditional project-centric contractual focus.
Agile encourages successful BT technology deployment as a paradigm
shift rather than a planned incremental system and process improvement.
Agile promotes innovation and creates synergies through a business
focus viewing technology deployments as a catalyst for change rather
than the final objective. Agile values and promotes communication both
horizontally and vertically throughout the organization. Agile enhances
innovation through high-performance multidisciplinary teams and
ensures business value by direct client involvement throughout the entire
delivery process.
Enhanced communication, teamwork, collaboration, and organizational change improve the adoption of higher business value products during the preliminary stages and throughout the project lifecycle.

xii INTRODUCTION

Ensuring governance and enterprise suitability are a challenge for Agile,

and the literature has confirmed that very large organizations continue to
address these concerns.
Agile promotes improved BT project delivery performance and
competitive advantage when viewed from a business perspective. Agile or
the inclusion of Agile methods within a hybrid project delivery method
provides superior business value over the traditionally dominant Waterfall
project delivery alone.

CHAPTER 1

Agile Concepts
Introduction
In Chapter 1 we introduce Agile concepts, including challenges addressed
by Agile, and process improvements expected. Furthermore, we compare
the Agile project management method to that of the conventional project management one. Finally, we discuss Agile implications on business
involvement and enterprise support.
We use the term Agile throughout this book to refer the Agile Project
Management or Agile Project Delivery as project-related work based on
fundamental principles as defined by the Agile Manifesto (Beck et al.
2001).
Agile methods are adopted primarily from Scrum and Extreme
Programming (XP) practices, philosophies, and principles upon which
they were founded.
The term Waterfall refers to the common and more traditional project
delivery methods frequently used for deploying systems integration projects outside the application development community.
In contrast to Agile, Waterfall demands collection of all requirements,
the contractual alignment, and satisfaction of deliverables against a plan
within the constraints of time, scope, and schedule through a linear set of
sequential activities. These activities are analysis, design, implementation,
testing, and evaluation. They are completed before the next activity is
initiated and graphically represented in a waterfall pattern.
The term Business Transformation (BT) is used throughout this book to
summarize any critical enterprise strategic technology projects intended
to enhance the organizations competitive advantage within the business
environment operated by the firm.

AGILE PROJECT MANAGEMENT

Agile and Waterfall processes and methods are compared for suitability with BT projects from an organizational and business perspective.
Using this comparison we present the traditional Agile context as a software development tool by extending application into an enterprise (large)
context.
Traditional Waterfall project management processes fail to deliver
anticipated results because the requirements are not fully understood at
the beginning of the project. The formal project change record (PCR)
process is a method organizations use to control scope creep by formalizing a management review process to accept or reject changes in the estimated project baseline. However, this process is too cumbersome to adapt
to changing business conditions and evolving requirements through the
execution phase. As a result, business users become dissatisfied by the
bureaucracy.
BT software projects are particularly challenging because the technology is new and demands customization to comply with the clients
specific requirements. BT projects disrupt the status quo and have implementation complexity within an environment of turmoil, distress, and
change. To accommodate BT projects unique characteristics, an iterative
project method with feedback loops and increased information flow is
required instead of the traditional linear and sequential waterfall method.
A holistic organizational view including technical and business elements
is essential to deliver the business results in which project investment was
intended to satisfy.
Complex technology integration projects are a means for organizations to improve business processes frequently characterized as multimillion dollar investments while experiencing a 60 percent delivery failure
rate (Hasibuan and Dantes 2012), which is considered to be very high.
Enterprise system integration and transformation projects are regarded
as unique and technically very challenging, combining evolving sophisticated technologies. They require new business processes across the entire
organization. These projects combine innovative technologies to change
the way executives perceive their customers and view their data and business environment. In addition, they extend pervasively throughout the
organization as managers and employees interact more effectively with
customers. Although the projects are considered high-risk, expensive,

AGILE CONCEPTS

and complex, they provide organizations the innovation and competitive

advantages required to remain aggressive in the global marketplace.
Agile is an essential paradigm shift for organizations to improve project
delivery success rates (Standish Group 2013). Agile techniques improve
technology project performance by enhancing the stakeholders feedback
loop. Agile techniques provide organizations with a source of competitive
advantage while reducing risk by providing business value earlier and consistently throughout the Project Delivery Life Cycle (PDLC). Agile techniques increase the organizational competitive advantage through better
organizational change management, communication, and teamwork.
The Agile teamwork advantage is characterized by high-performance
teams improving performance through cooperation, collaboration, and
enhancing individuals skill development and of empowered employees.
Agile project teams are made of up individual members across multiple
knowledge domains. Members may include accountants, marketing analysts, front line, and other business users to work directly with technology developers and programmers. Technology projects require special
stakeholders relationships demanding enhanced project governance and
executive management sponsorship because of their expense, risk, and
potential opportunity.
Agile Project Management for BT success is intended to provide the
reader with two chief primary deliverables. The first is the identification
of common problems with traditional Waterfall methods that limit project delivery success and provide Agile elements as a solution. The second
is the presentation of a ranked order of the most effective Agile attributes
from a business context of market leadership, organizational alignment,
and resource efficiency.
Challenges to an inquiry of Agile outside the development community are biased because it directly challenges Project Management Office
(PMO) governance trends such as increased centralized project management maturity models, consistency, and enterprise standards. Large
organizations are bureaucratic and include configuration review boards
and release cycles that do not support aggressive Agile cadence. In addition, they resist new methods that are inconsistent with their internal
financial budget process and often demand contractual and fixed cost
commitments. Expectations that Agile will simply deliver the same level

AGILE PROJECT MANAGEMENT

of service (contract oriented fixed deliveries) in an economical and more

time-efficient manner is unrealistic and subject to failure because Agile is
fundamentally different than traditional Waterfall project delivery.
BT projects and other strategic projects are inherently extremely
large, costly, and challenging with significant dependencies regardless
of the project methodology applied. BT project investment decisions
are extremely difficult because they raise significant challenges and risks
across both technical and business domains. BT projects may already
exceed the companys risk tolerance requiring an unreasonable financial
risk premium challenging established project delivery standards.
Agile is a relatively new approach delivering system integration for the
enterprise environment and challenges the status quo. Established processes and methodologies have evolved to address legal, regulatory, or fiduciary requirements and responsibilities. Over time, they have advanced as
a complex compromise and risk alienating the current corporate power
equilibrium. The PMO or business sponsor must have sufficient political
capital to change the corporate Waterfall project delivery inertia. Enterprise Agile proponents must be prepared to provide sufficient grounds to
warrant changing the established processes within their jurisdiction.
The guiding method of Agile Project Management for BT success is
as follows:
Agile attributes promote market leadership business value.
Agile attributes promote organizational alignment business
value.
Agile attributes promote resource efficiency business value.
The background information is divided into five parts.
1. In the first part, we present an overview of Agile and the new challenges facing organizations requiring re-evaluation of project delivery processes.
2. In the second part of the background summary, we explore
communication as a tactical value proposition for Agile deployments. Agile teams improve communication both vertically and
horizontally throughout the organization. In addition to improved

AGILE CONCEPTS

communication, the Agile method promotes organizational alignment and resource optimization from empowered individuals participating in high-performance teams made up of diversified generalists.
3. In the third section, we explore the high-performance team and the
effects of teamwork and the inherent empowerment of the individual as a mean to improve innovation and motivation as a competitive
advantage.
4. In the fourth part of the background summary, Agile value proposition from the business perspective is discussed. Agile promotes
market leadership through change management within the organization. We review the importance of integrating business processes and
effective functional changes to the firm over the limited traditional
project-centric delivery as a project delivery success criteria. Viewing
project delivery from an expanded business value context is important for strategic BT projects because they are fundamental to the success of the organization. Delivering the wrong technology because of
a systemically flawed delivery system will result in corrective action.
5. In the final section, which discusses governance and Enterprise Agile,
we explore traditional bias and Agile misconceptions expressed by
PMO executives within the enterprise.

Agile Challenges Addressed

Agile addresses the new challenges facing organizations requiring re-evaluation of project delivery processes.
Technology projects have traditionally experienced limited success
rates. Davidson identified the urgent need to improve project success
rates. Technology project failures range from 40 percent to 60 percent
leading to serious problems up to bankruptcy (Wong et al. 2005). Effective project delivery requires significant control over financial, physical,
and HR (human resource) assets, which might have a positive effect, promote customer relations, and ensure that goals are met while reducing cost
and increasing productivity, profit margins, and internal coordination.
BT projects are strategic, expensive, and high risk. As a result, they
demand superior stakeholder communication and reporting.

AGILE PROJECT MANAGEMENT

The balanced scorecard1 provides clarity on the effectiveness of the

project effects on the business environment. Traditional project delivery
defines successful projects within the triple constraint including meeting
the sponsors scope, cost, and time goals, and on occasion, an expansion
to include the fourth quality dimension: needs. Furthermore, business
value motivators including innovation, operational efficiency, and financial performance require quantification by a set of metrics. An expanded
business satisfaction premise of the balanced scorecard might be used
as a means to measure multiple organizational directives including financial, customer, internal, organizational learning, and capability growth.
Therefore, a balanced scorecard is an effective means for the project team
to articulate the strategic values of the BT project.
The larger business environment in which the BT project operates are
subject to other forces and requires an external view such as STEEPLE
factors (social, technological, economic, environmental, political, legal,
and ethical), which are separate from the project delivery mandate. A
balanced scorecard provides better information for executives to assess the
continued compatibility of the project with changing strategic objectives
over traditional earned value and baseline variance ratios to a predefined
detailed project plan. In addition, the Agile prototype and release retrospectives promote functional clarity so that large enterprise deployments
remain relevant and consistent with dynamic corporate priorities.

The Balanced Scorecard (BSC) is a strategy performance management toola

semi-standard structured report, supported by design methods and automation
tools, that can be used by managers to keep track of the execution of activities
by the staff within their control and to monitor the consequences arising from
these actions.
The critical characteristics that define a balanced scorecard are:
1

its focus on the strategic agenda of the organization concerned

the selection of a small number of data items to monitor
a mix of financial and nonfinancial data items.
Source: https://en.wikipedia.org/wiki/Balanced_scorecard

AGILE CONCEPTS

Organizations from all sectors are recognizing the importance of

gaining insights on consumer opinion, customer needs, and new business
opportunities obtained through Business Intelligence (BI)2 and Analytics
capabilities (Rud 2009). This is an important future trend for strategic
projects as organizations seek to achieve competitive advantage. BI projects are geared to satisfy the increasingly voracious appetite of organizations to manage the exponentially increasing unstructured social media
data and transfer this relatively untapped BI knowledge into more effective decision making, actions, and competitive advantage and will be
explored at greater depth in Chapter 6.
BI projects require more sophisticated delivery processes than normal
IT project deployments because they directly affect the way the business
operates and interacts with data. Many organizations are aware that they
need to improve project delivery success rates and business value to the
organization. Organizations need to solve business problems rather than
the traditional IT focus of deploying technology.
A new perspective is required for organizations to deal with increased
complexities, demands, and global competitive business environment. A
popular recommendation is that organizations adopt a customer or service
focus on business results instead of traditional triple constraint project
objectives for BT projects to succeed. Traditional Waterfall projects value
consistency with the plan, contract, and documented requirements with a
technology focus rather than the business processes they seek to improve.
Waterfall projects emphasize scope within predefined cost and scheduled
baselines rather than the business value. Traditional project delivery is
technology and delivery focused rather than maximizing business results
throughout the entire delivery cycle. Agile allows improved innovation

Business intelligence (BI) is the set of techniques and tools for the transformation of raw data into meaningful and useful information for business analysis purposes. BI technologies are capable of handling large amounts of unstructured data
to help identify, develop, and otherwise create new strategic business opportunities. The goal of BI is to allow for the easy interpretation of these large volumes of
data. Identifying new opportunities and implementing an effective strategy based
on insights can provide businesses with a competitive market advantage and
long-term stability (Rud 2009).
2

AGILE PROJECT MANAGEMENT

through evolving requirements enabling the organization to capitalize

on opportunities proactively throughout the entire delivery process. This
contrasts to the traditional approach that requires gathering, planning, or
PCR process, which authorizes the team to adapt to new circumstances.

Agile Process Improvements

Agile processes improve business results within the entire
PDLC.
The inclusion of stakeholders across the company increases user adoption and improves organizational performance. Because of their strategic importance, BT projects must better align information management
capabilities with stakeholders expectations resulting in measurable business improvements. More than one-third of Enterprise Resource Planning (ERP) project failures happen because of organization and cultural
issues. To mitigate these unacceptable results, Agile BT project management processes address potential alienation of the individuals who will be
using the system through participation and process improvement rather
than following a plan based on technology focus.

Agile Versus Conventional Technology Project

Management
Conventional technology projects are task and contentcentric.
Traditional project delivery methods are implemented from a planned
technology perspective rather than a business responsive value context.
The output of strategic BT projects provides a basis for integrating data
into efficient and effective decision-making processes across the organization. Waterfall program delivery extends the project orientation. Emphasis is placed on individual project implementation that are consistently
planned and delivered across all the subprojects in a coherent, aggregated
enterprise delivery to manage scope creep, consistency, and ensure quality
rather than business attributes of competitive advantage, organizational
efficiency, or resource optimization.

AGILE CONCEPTS

Agile Business Involvement

Agile involves the business throughout the entire delivery
process.
Agile processes improve business relevance by utilizing user stories
that capture the correct features and functions necessary in the final product and expected by the team. Information is defined and prioritized from
the business perspective and delivered within time-boxed iterations. The
user story technique identifies features that most directly influence the
organizations ability to satisfy its customers. The user story and time box
iteration processes allow the project team to frame BT project deliverables
from its customers perspective. This represents a crucial differentiator for
successful BT technology implementations such as Customer Resource
Management (CRM), external suppliers for integrated supply-side management in ERP or business perspectives consistent with modern analytic
project delivery.

Agile Enterprise Support

Agile supports enterprise technology and business focus when
used with an evolutionary architecture-driven approach.
Agile suits Michael Porters value chain3 as an enhanced enterprise
perspective view of the organization by improving project delivery based
on value exploration, creation, and delivery across core business processes to enhance customer value better than traditional Waterfall delivery methods (Porter 1985). PMO teams leverage synergies with a shared
architecture and reuse of common tools and systems. Agile improves
communication between teams and architecture components can be
utilized by teams within the organizations network.

A value chain is a set of activities that a firm operating in a specific industry

performs in order to deliver a valuable product or service for the market. The
concept comes from business management and was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating
and Sustaining Superior Performance (Porter 1985).
3

10

AGILE PROJECT MANAGEMENT

Agile delivery improves delivery elasticity and sensitivity to technology and social change within the strategic PDLC.
To survive and thrive, organizations must keep up with a dynamic
digital market place. Business must adapt to new electronic transactions
as a result of continuous evolving changes in electronics. Successful organizations are exploiting new markets through digital commerce. New
customer engagement channels have evolved from supplying to B2B
(business to business) transactions to embracing business transactions
supporting customers B2C (business to the customer), and B2G (business to government) transactions. Digital BT transformation projects are
a success factor. Organizations that use Agile processes have improved
sensitivity to changing environments resulting in improving the business success rates within the system implementation lifecycle. The results
are ERP and strategic projects delivering an improved value proposition
extending beyond traditional technology projects because they include
re-engineering business processes.
Agile processes and methods promote communication throughout
the entire project delivery including the implementation stage, which
are essential elements in determining project success. Project implementation processes and communications are primary critical success factors
for improving customer satisfaction. Business process re-engineering has
as much as 44.2 percent role in determining implementation success as
strategic projects are becoming increasingly more complex (Hasibuan
and Dantes 2012; Keith, Demirkan, and Goul 2013). Communication
accounts for 66.4 percent of ERP critical success factor in predicting
customer project delivery satisfaction (Hasibuan and Dantes 2012).
Infrastructure project managers and team members promote the implementation stage as the most important factor for project delivery success.
This result is consistent with Agile processes that emphasize the iterative delivery rather than focusing upfront on requirement, gathering,
and planning. Agile implementation promotes a service-oriented project delivery model to improve business value, project performance, and
stakeholder communication (as promoted by Agile processes) as the most
critical factor in successful delivery.

AGILE CONCEPTS

11

Summary
In this first chapter, we have introduced some of the major Agile processes
and explored how these can improve the business value by promoting
market leadership, organizational alignment, and resource efficiency.
Agile addresses the new challenges facing organizations as project
executives and their PMO re-evaluate technology delivery and systems
integration processes. Agile delivers results and engages the business
throughout the entire PDLC when compared to conventional methods.
Business focus leads to improved project outcomes from a business perspective rather than merely satisfying minimal contractual transactional
arrangement from a conventional task and content-centric perspective.
Finally, Agile supports enterprise technology and business focus when
used with an evolutionary architecture-driven approach.
In Chapter 2, we cover Agile philosophys enhanced business change
management perspective.
We discuss Agile elaborative requirement discovery and business
change management improvements leading to better organizational acceptance, accelerated technology integration, and superior process-driven
changes necessary to deliver BT projects.

Index
Agile business involvement, 8
Agile elaborative requirement
discovery advantage, 15
Agile emergence advantage, 52
Agile enterprise support, 910. See
also Enterprise Agile
Agile governance, 5152
Agile iterative approach, 7778
Agile iterative delivery advantage, 16
Agile learning organization advantage,
14
Agile Manifesto principles, 2224
Agile planning approach, 91
Agile processes
Disciplined Agile Delivery, 60
Extreme Programming, 58
improvements, 8
limitations, 6163
Rational Unified Process, 5960
resource optimization, 92
Scrum, 5758
Agile Project Management
vs. conventional technology
projects, 8
guiding method of, 45
Agile teamwork advantage, 3, 44. See
also Teamwork functionality
Agile trust factor, 34
Backlog Grooming, 46, 84
Balanced scorecard (BSC), 6
BDUF. See Big design up front
Beta-enhancement and prototyping
principles, 98
BI. See Business intelligence
Big design up front (BDUF), 27
BSC. See Balanced scorecard
BT project implementations
portfolio management, 7980
project delivery, 7879
project scheduling, 79
Burn down chart, 73

Business co-location, 62
Business intelligence (BI), 78, 5354
Business participation, 68
Cadence, 63
Capability Maturity Model (CMM),
62
Card, Conversations, Confirmation
(3 Cs process)
description, 7475
user-stories processes advantages,
75
user stories vs. case scenarios, 7576
Change management
BT project delivery improvement,
1819
cost risk, 1617
description, 1415
requirements definition, 1516
strategic delivery improvement,
1718
tactical advantages, 15
technology integration
improvement, 18
triple bottom line, 14
CMM. See Capability Maturity
Model
Co-location, 94
Communication processes
business decision-making, 3840
effective communication, 3132
efficiency promotion, 3638
high-context communication,
3435
horizontal communication, 3536,
39
innovate and collaborate, 3637
low-context communication, 35
performance improvement, 3334
product quality improvement, 40
project delivery improvement,
4041

116 Index

strategic advantage, 38
as tool, 32
vertical communication, 39
Complex technology integration
projects, 2
Conventional technology projects, 8
DAD. See Disciplined Agile Delivery
Delivery cadence, 53
Disaster recovery plan (DRP), 89
Disciplined Agile Delivery (DAD), 60
DRP. See Disaster recovery plan
Effective communication, 3132
Enterprise Agile
business intelligence, 5354
business transformation, 4950
organizational change, 51
project delivery, 50
project shock, 51
technological change, 5253
Enterprise operational change
management process, 85
Extreme Programming, 58
Gold plating, 100
High-context communication, 3435
Horizontal communication, 3536,
39
Innovation, 6566
Iteration testing, 86
JIT. See Just-in-time
Just-in-time (JIT), 58
Kanban, 5960, 99
Low-context communication, 35
Management product review and
governance, 87
Market leadership
3 Cs process, 7476
business participation, 68
delivery practices, 71

improves communication, 7172

innovation, 6566
market flexibility, 7273
product backlog prioritization,
6870
project delivery method, 7071
scaling, 7780
sharing the solution, 76
subject-matter expert, 72
time-boxing technique, 7677
traditional requirement gathering,
66
user involvement, 6768
waterfall delivery feedback
mechanism, 66
waterfall project planning, 67
Operations inclusion, 8889
Organizational alignment, Agile
practices
management product review and
governance, 87
shared vision, 8687
stakeholder demonstrations and
participation, 8788
sustainable pace technique, 88
Organizational alignment, Agile
process
customer satisfaction, 8182
enterprise operational change
management process, 85
enterprise structured release cycles,
8384
Project Management Office, 8586
project sponsors and product
owners, 84
regulatory bodies and external
stakeholder requirements, 84
Paired Assistance Technique, 99
Parallel independent testing, 102
Pareto efficiency, 69
PCR. See Project change record
Performance metrics, 9597
Phased deployment, 101
Pilot training, 86
PMO. See Project Management Office
Porter, Michael, 9

 Index 117

Portfolio management, 7980

Product backlog prioritization, 6870
Project accelerators, 62
Project change record (PCR), 2
Project delivery, 7879
Project Management Office (PMO),
3, 8586
Project scheduling, 79
Project sponsors and product owners,
84
Pulse of the Profession, 13
Rational Unified Process (RUP),
5960
Refactoring, 100
Request for proposal (RFP), 16
Resource optimization
Agile practices, 9293
Agile process, 92
beta-enhancement and prototyping
principles, 98
communication, 9798
Kanban, 99
Paired Assistance Technique, 99
parallel independent testing, 102
performance metrics, 9597
phased deployment, 101
project teams, 100101
refactoring, 100
Scrum, 98
small project teams, 95
strategy for improving high
performance, 9395
test-driven development, 101
testing requirements, 101102
time boxing, 9899
RFP. See Request for proposal
Rollback plan and disaster recovery
processes, 89
Scope prioritization, 62
Scrum, 5758, 98
Shared vision, 8687
SME. See Subject-matter expert
Stakeholder demonstrations and
participation, 8788

Story points, 63
Strengths, weaknesses, opportunities,
and threats (SWOT), 21
Subject-matter expert (SME), 7273
Sustainable pace technique, 88
SWOT. See Strengths, weaknesses,
opportunities, and threats
TDD. See Test-Driven Development
Teamwork functionality
employee engagement and
productivity, 4447
joint problem solving, 4344
team performance, 44
Test-Driven Development (TDD),
58, 101
Testing requirements, 101102
Time-boxing, 63, 7677, 9899
Triple bottom line, 14
UCM. See Use case method
Use case method (UCM), 7576
User feedback, 86
User involvement, 6768
User stories, 63
vs. case scenarios, 7576
Value chain, 9
Velocity, 63
Vertical communication, 39
War room, 9192
Waterfall project delivery
advantages, 29
Agile description, 2426
business requirements
understanding, 2728
disadvantages, 29
environment description, 2627
feedback mechanism, 66
strengths, 28
weaknesses, 2829
Waterfall project planning, 67
WIP. See Work in progress
Work in progress (WIP), 5960