10.3 PRINCE2 Agile guidance for the Organization theme
Adding the project management team structure from PRINCE2 to the delivery-based roles of agile creates a very powerful combination. In simple terms the synchronization between these two is quite straightforward in that PRINCE2 provides very little specific guidance at the delivery/technical level; similarly the most common agile frameworks provide very little specific guidance with respect to the roles of project management and project governance/direction. This is described at the beginning of Chapter 3 of this guide and illustrated in Figure 3.1.
The ease with which PRINCE2 and agile can be blended together depends upon the nature of the work involved. As soon as a piece of work involves more than just a few people and is difficult (i.e. it needs to be run as a project), there is a requirement to have clearly defined roles and responsibilities so that the correct communication and decisions can be taken at the right time and at the appropriate level (see Table 10.1).
|Type of work||Size/scale of work||Typical number of teams involved||Ease of synchronization|
Not applicable. Handled as BAU.
Probably straightforward. The project manager and team manager roles are combined. The most common agile roles should be aligned easily.
Many (at least more than one)
Probably requires a degree of care. The most commonly used agile roles need to be carefully aligned as there is more than one team and the alignment may not be obvious.
Table 10.1 Combining PRINCE2 roles with agile roles
In a mature agile environment the contrasting concepts of the roles needed for a project context and how they integrate with the roles that commonly appear in agile will probably have been aligned. The concept that there is a need to represent a customer and a supplier (i.e. someone who wants the product and someone who builds the product) in some form – roles as opposed to job titles – is the same in PRINCE2 as it is in agile. However, there are concepts which are different.