ABSTRACT
Objectives ◾ Combine the proven project management frameworks with Agile to arrive at a composite
Agile project management approach ◾ Enable organization of composite Agile projects based on project characteristics such as
project type, size, and budgets ◾ Combine the project management process map with Composite Agile Method and Strategy
(CAMS) ◾ Show the approach to prioritization of work based on critical performance areas (CPAs) and
the popular Agile technique of Must-Should-Could-Won’t (MoSCoW) ◾ Outline the importance of information and communications technologies (ICT) governance
(such as Information Technology Infrastructure Library [ITIL] and Control Objectives for Information and related Technology [CoBIT]) within composite Agile at an organizational level
◾ Note the significance of Agile risk management in composite Agile projects and across a Lean-Agile organization
◾ Present a composite view on leadership and management in Agile projects-balancing the value-based and task-based approaches, respectively
◾ Present a combined team structure in CAMS-based projects that takes the best from Agile and planned team formations, including a flattened team structure by encouraging a “top view” rather than a “side view” in terms of organizing Agile teams
◾ Present the importance and relevance of individual subjectivity in composite Agile and balance it with the need for homogeneity in Agile teams
Introduction is chapter discusses two important areas in an organization that are interrelated-project management and information and communications technologies (ICT) governance in the context of the Composite Agile Method and Strategy (CAMS). Projects can be understood as formal, planned initiatives in an organization with specific start and end points. Agility has had its maximum impact within software development projects. Conversely, a program of work is often an ongoing initiative within an organization that undertakes continuous improvement within and across an organization. A program is made up of multiple projects, requiring Agility to have corresponding formality as a business organization deals with multiple projects in a program. e complexity of multiple projects within a program can quickly escalate beyond control, especially if the project relies entirely on pure Agile practices. e Agile practices can be called subjective as their effectiveness is reliant on an individual. is subjective nature of Agile practices needs careful consideration in order to successfully integrate them in formal project management. For example, psychosocial frameworks such as Myers-Briggs and transactional analysis (TA) start assuming more importance than ever before in Agile projects. CAMS attempts to integrate the subjective elements of Agile with the planned aspects of standard project management.
