Planning and budgeting large projects is often based on trying to predict how development will turn out. Stories are estimated by the development team, but the budget for the whole project is independent from those estimates. Especially for complex projects this leads most often to (unwanted) surprises. Insights from beyond budgeting can help to increase flexibility, and focus on business value.
The book agile project management for government gives cases of agile in Ggvernmental organizations. Brian Wernham describes agile leadership behaviors, based upon the agile manifesto, and give guidance for adapting agile in governmental organizations. InfoQ did an interview with Brian about his book on agile leadership and how to apply practices from Scrum and DSDM in governmental projects.
Large enterprises face three challenges: to innovate and act as a start-up, to use a budgeting process that keeps the organization’s strategy in touch with changing market conditions, and to transform the whole IT department to agile. Principal analyst Michael Azoff explains Ovum’s view on creating an agile enterprise.
Fixed price contracts are often decried as evil, however they are something which many agile teams face. How can a company execute one using agile practices to achieve better results with lower risk? 15
IT is increasingly concerned with issues like server power consumption. This Intel article addresses the sources of consumption, estimation, and design considerations that can reduce demands. 2
Traditional budgets demand committments based on variables beyond managers' control. To support the adaptive organization, Jim Highsmith proposes a two-part model for project and team performance.