Numerous articles and books have been written about proper project management techniques and how to steer a project from start to finish. Many of them offer help in maneuvering a floundering project back on track. What is mind-boggling, however, is that despite receiving so much help and advice, so many IT projects are considered failures, even those that were delivered on time and on budget. Furthermore, if you add the project evaluation criteria to measure the success of IT projects, it’s likely that the list of success stories would shrink even further.
One reason for all this dissatisfaction is that many customers initially don’t even know what they want, or more importantly, they don’t know what they could get for their money. Once a project starts, however, customer expectations often rise while scope creep and churn take the energy out of the project team. On an individual project level, agile software engineering addresses these concerns and seeks to develop project iteratively as a way to better serve the customer’s true needs. But what about the projects themselves? Could applying agile concepts to how we balance the mix of a company’s IT projects ensure that we choose to work on the projects that will be successful and meet customer needs?
Find full article by Jochen Krebs