Agile Portfolio Managment

Part II. Defining, Planning, and Measuring Portfolios

In the first part of this book, I detailed the common understanding of agile development and management throughout the industry. I also defined some critical business drivers for agility and the motivations behind this software development process.

Now, during this second part, I’ll elevate the agile principles to the business and executive levels, which are typically sponsoring these IT projects. For that reason, you’ll need to establish a new mechanism for sharing and exchanging information between the IT department and the business or management entity. Although I’ve already covered in the first part of this book what agile teams do and produce, I still need to establish for you a clear definition ...