The standard for project management

Figure X3-13. Military Messaging Example

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Agile  

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Appendix X3

Buy-in for an agile approach was lacking because an agile approach was not being considered. Trust in the vendors 

was mixed but generally respected. Decision making was not local, but instead made by architecture and requirements 

committees. While elements of the design could be tested incrementally in a laboratory, they could not be gathered 

together for an end to end demonstration of functionality. Many lives were potentially at risk, so criticality was very 

high. Requirements were locked down because changes impacted so many subcontractor organizations.

The project was large with more than 300 people from one vendor alone, but each role had many experienced 

practitioners. Finally, access to the business/customer was not possible, but contract analysts were available to ask 

specification questions to and they usually replied or asked clarifying questions within 10 days. Parts of the project 

could have been carved off and run as agile projects, but at the heart of the initiative was a single large project.

X3.6 SUMMARY

Agile suitability filters are useful tools for identifying potential fits and gaps for agile approaches. They should not be 

used as definitive inclusion or exclusion gates, but instead as topics for objective discussion with all interested parties.

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REFERENCES

[1] 

Manifesto for Agile Software Development.

 (2001). Retrieved from http://agilemanifesto.org/

[2] 

Project Management Institute. 2013. 

Managing Change in Organizations: A Practice Guide.

 Newtown Square,  

PA: Author.

[3] 

Project Management Institute. 2017. 

A Guide to the Project Management Body of Knowledge (PMBOK

®

 Guide)

 – 

Sixth Edition. Newtown Square, PA: Author.

[4] 

Project Management Institute. 2013. 

Software Extension to the PMBOK

®

 Guide Fifth Edition.

 Newtown Square, 

PA: Author.

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