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18.3 PRINCE2 Agile guidance on Directing a Project
Although it is essential to use this process, it is vital to ensure that management by exception is operating effectively for the whole project management team as this creates an environment conducive to the agile way of working where people are empowered and self-organize.
In terms of progress reporting the project board should expect more emphasis to be placed on the amount being delivered, and the information flows may be regular, rich and informal. The project board may even attend reviews.
Decision-making could be further enhanced by attending key demos.
Decision-making may be based more on information pulled from the project as opposed to formally reported.
Some, or most, of the benefits are likely to be enabled or delivered during the project.
Corporate and programme management should understand the rationale behind agile and how it delivers products and benefits.
18.3.1 How to ...
There are many behaviours, concepts, frameworks and techniques that are used in agile and referenced throughout this manual. Table 18.1 provides cross-references to some of the most relevant for use during Directing a Project.
| Chapter and section references | |
|---|---|
Use information radiators and pull information | Section 15.4.2 |
Be facilitative and collaborate | Sections 10.5.1, 26.4.1, 7.1 |
Empower the project manager and the teams | Section 7.2 |
Use tolerances when working in an agile way | Chapter 6 |
Communicate effectively | Chapter 26 |
Identify risks to the agile way of working with the Agilometer | Chapter 24 |
Assess value in relation to outputs and outcomes in an agile context | Section 9.4.1 |
Tailor any of the PRINCE2 management products | Chapter 23 |
Table 18.1 Relevant agile guidance for Directing a Project
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