Wolfgang

“When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.”
― Jim Highsmith, Agile Project Management: Creating Innovative Products

“small batches of work, small teams, short cycles, and quick feedback—in effect, “small everything.”
― Stephen Denning, The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done

“The premise of Agile management is that empowering bottom-up innovation will steadily add significant value for customers and the firm.”
― Stephen Denning, The Age of Agile

“We found in surveys of Agile teams that some 80 percent to 90 percent of Agile teams perceive tension between the way the Agile team is run and the way the whole organization is run. In half of those cases, the tension was “serious.”
― Stephen Denning, The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done