Exploring the Tensions between Software Project Portfolio Management and Agile Methods: A Research in Progress Paper

Sweetman, Roger; Conboy, Kieran

doi:10.1007/978-3-642-44930-7_14

Cited by 6 publications

(8 citation statements)

References 31 publications

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“…This makes portfolio-level agility hard to achieve as corporate strategy may change relatively slowly even in a dynamic environment (Rumelt, 2011). What research that does look at common purpose suggests the articulation and sharing of purpose is particularly challenging in agile where individual projects, operating myopically in silos, may prioritise individual customer needs above the portfolio (Sweetman & Conboy, 2013). Furthermore, software departments are often viewed as "order takers" (J.…”

Section: Common Purposementioning

confidence: 99%

“…While software projects rarely operate in isolation and generally contribute to some broader portfolio or organisational agenda (De Reyck et al, 2005;Hatzakis, Lycett, & Serrano, 2007), agile project management increases the number of interactions at the portfolio level. This is because agile's increased focus on the customer increases complexity at the portfolio level as agile projects in a portfolio must reconcile tensions between customer needs and organisational strategy (Sweetman & Conboy, 2013). In addition, the autonomy and improvisation inherent in agile methods have implications for a portfolio of interdependent agile projects as greater coordination is needed between dynamic projects to ensure the emergent portfolio remains aligned to the intended portfolio.…”

Section: Introductionmentioning

confidence: 99%

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Portfolios of Agile Projects

Sweetman

Conboy

2018

Project Management Journal

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While agile methods can be extremely effective at a project level, they can impose significant complexity and a need for adaptiveness at the project portfolio level. While this has proven to be highly problematic, there is little research on how to manage a set of agile projects at the project portfolio level. What limited research that does exist often assumes that portfolio-level agility can be achieved by simply scaling project level agile methods such as Scrum. This study uses a complex adaptive systems lens, focusing specifically on the properties of projects as agents in a complex adaptive portfolio to critically appraise current thinking on portfolio management in an agile context. We then draw on a set of 30 expert interviews to develop 16 CAS-based propositions as to how portfolios of agile projects can be managed effectively. We also outline an agenda for future research and discuss the differences between a CAS-based approach to portfolio management and traditional approaches.

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Section: Common Purposementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Portfolios of Agile Projects

Sweetman

Conboy

2018

Project Management Journal

Self Cite

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“…Adopting traditional portfolio management is challenging for agile and lean software companies . In contrast with the iterative nature of agile methods, traditional portfolio management constitutes a linear process, which also views development as a separate phase to identifying, prioritizing, allocating, balancing, and reviewing the offerings in a portfolio .…”

Section: Portfolio Management In Agile and Lean Software Companiesmentioning

confidence: 99%

“…Today, a growing number of software companies have adopted agile and lean approaches to be successful in global markets; software companies must incorporate frequently changing customer requirements during product and service development, without compromising on quality. However, the adoption of agile and lean approaches in the software industry has brought about challenges in the management of products and services in companies' portfolios . Kalliney reports on the lack of awareness of the impacts of agile and lean approaches to portfolio management when a company begins to adopt them.…”

Section: Introductionmentioning

confidence: 99%

“…In the last decade, there has been growing interest in portfolio management in agile and lean software development . Adopting traditional portfolio management tools and methods in agile and lean software companies poses challenges because of the dynamic nature of development methods . The latter leads to a situation where 2 different approaches that are contradicting are used in combination (i e, agile and lean approaches are used in combination with traditional portfolio management).…”

Section: Introductionmentioning

confidence: 99%

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An empirical study of portfolio management and Kanban in agile and lean software companies

Ahmad

Lwakatare

Kuvaja

et al. 2016

J Software Evolu Process

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Traditional portfolio management tools and methods are challenging for software companies that use agile and lean approaches, because of the complex pre‐planning activities required. In this paper, traditional portfolio management tools and methods that have been conventionally used in industry and presented in literature are reviewed. Findings concerning their use in agile and lean software companies are investigated, on the basis of the literature review and semi‐structured interviews conducted in 7 agile and lean software companies in Finland. The findings indicate that the studied companies do not use traditional portfolio management tools and methods in their entirety. The software companies adapted suitable components from traditional portfolio management tools and methods into their practices. They also apply new tools and methods to manage their portfolios of offerings, to cope with the dynamics required by agile and lean methods. The companies' emphasis is on using tools to facilitate immediate feedback from customers, to assess the value of offerings in their portfolio. The results showed a growing interest in using Kanban at the portfolio level to provide a visual overview of offerings.

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Scalable Agile Frameworks in Large Enterprise Project Portfolio Management

Suárez-Gómez,

Hoyos-Vallejo

2023

IEEE Access

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This article explores the implementation of scalable agile frameworks in project portfolio management (PPM) of large companies when companies should approach an agile transformation process that works successfully in their PPM. This study adds to the limited knowledge on how companies find and manage the challenges they may be susceptible to during planning or anticipation of agile transformation. The qualitative case study method allows for the analysis of project portfolios with the implementation of scalable agile frameworks in large companies. Fifty-nine project portfolios from 22 companies were studied, and 43 semi-structured in-depth interviews were conducted. The results found portfolios of projects with high variability in service, product, and innovation and hybrid implementations of the Scaled Agile Framework (SAFe), Spotify Model, and Scrum, as well as different challenges related to the implementation of scalable agile frameworks in PPM, organizational culture, resistance to change, and strategic leadership. These findings show that agile frameworks are a viable option for achieving fast time-to-market, increasing team productivity, and improving overall communication. Given that the study addressed fifty-nine portfolios of projects in large companies, the analytical generalizations allowed us to find and verify theoretically significant patterns that can only be applied to this type of company and not to SMEs. Finally, the findings suggest the need for managerial development that promotes a broader orientation of scalable agile frameworks in PPM; specifically, better knowledge and skills about implementing these frameworks in companies to lead and organize an agile transformation successfully.INDEX TERMS Organizational agility, agile software development, agile project management, organizational transformation, project portfolio management, scaled agile framework (SAFe), project management.

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Exploring the Tensions between Software Project Portfolio Management and Agile Methods: A Research in Progress Paper

Cited by 6 publications

References 31 publications

Portfolios of Agile Projects

Portfolios of Agile Projects

An empirical study of portfolio management and Kanban in agile and lean software companies

Scalable Agile Frameworks in Large Enterprise Project Portfolio Management

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