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Agile Rising
Aaron Smith (February 1, 2007)

No longer dismissed as "lightweight" or exclusive to software development teams, agile principles have taken hold in many organizations and are beginning to extend beyond the project trenches into the high-level strategic areas of portfolio management and IT governance, even influencing how project management offices are defined and run.

From the time they were formally espoused in the Agile Manifesto in early 2001, the principles of Agile— continuous delivery of working software in short timeframes; interactive communication between customers and teams; willing adaptation to changing requirements — have continued to gain wider acceptance in organizations across a variety of industries. And while agile methods are not yet considered mainstream in the world of project management, they also are no longer dismissed as “lightweight” or limited solely to software projects. Recently, in fact, there are signs that the agile movement’s reach is slowly extending beyond the project trenches and up higher into the business hierarchy, influencing strategic areas such as project portfolio management and governance processes, and even shaping how project management offices are defined and run.

ProjectsAtWork spoke with longtime methodologist and now agile evangelist Evan Campbell about this and other trends in the agile world.

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September 2010:

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