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Agile Portfolio Governance

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Agile Portfolio Governance - Introduction

All too often, organisations create a massive bureaucratic system of progress reporting and decision making that ultimately fails to provide effective governance for a number of different reasons described below.

Grey Triangle with layers showing the portfolio Governance Structure

Furthermore, the time and effort involved in creating, collating, filtering and summarising reports can be significant. This tradition of bureaucratic governance evolved in an era when programmes and projects took much longer to deliver than is acceptable in today’s fast changing world. An era when detailed up-front design of business solutions was the norm and monitoring and control over change initiatives was based on compliance with an agreed plan. In the modern Agile era where individuals and interactions are valued over processes and tools, working solutions are valued over comprehensive documentation, customer collaboration is valued over contract negotiation and responding to change is valued over following a plan, a new form of governance is needed. Governance based on transparency of process and progress that gives those in a position of governance a line-of-sight to what is happening at the coal face – enabling a philosophy of empowerment of teams whilst maintaining essential oversight.