ABSTRACT
The project framework can be used for any type of project, for any purpose. It is not concerned with the technicalities of how specialist deliverables are created. The advantages of a standardized project life cycle are not always understood by individual project sponsors or managers but for portfolio and programme managers it is vital. This chapter explains how to tailor the five-stage project life cycle to meet the needs of projects and programme or business portfolio. Agile can be problematic because there are many different interpretations of what ‘agile’ is. In relation to iterative development methods (like Scrum), the author find it simpler not to think in terms of ‘agile project management’ but rather ‘agile delivery’ and consider ‘agile methods’ as applying to work packages, not whole projects.
