Create value for your organisation
with Agile Project Delivery
The case to transition
toAgile
To be competitive in today’s marketplace –
in any industry – organisations must deliver
an exceptional customer experience.
Speed, quality, prioritisation, discipline
and adaptability are all key qualities that
will engage customers and other
stakeholders to use products or services
and build lasting relationships.
Traditional project management
methodologies, especially in today’s
fast-paced digital world, are no longer as
effective in being responsive to a customer’s
changing needs. To succeed in an
environment with shifting demands,
abusiness needs to be adaptive and
receptive to change.
In response, many organisations are
adopting various Agile Project Delivery
methods, suitable for their organisation.
Agile Project Delivery is a value-driven
approach that can give organisations the
capacity to deliver high-priority, high-
quality work and create lasting
meaningful relationships with their
stakeholders and customers. It ensures the
delivery of products through disciplined,
proven practices and allows for
adjustments based on continuous
stakeholder and customer feedback,
thereby increasing speed to market.
When Agile becomes an organisation’s
standard project delivery methodology, it
changes the way organisations manage
and control projects. Each organisation
adopting Agile must consider that this is
not just a software delivery method –
Agile requires a significant shift in
behaviours that directly affect
governance, human resources, risk
management, internal controls and
benefits management.
Agile: providing value
Agile Project Delivery promises to provide
value to organisations because it has
controls that ensure the product is driven
by the business, reducing the risk of
building the wrong product.
One common adage in the IT industry is
that 80 percent of all end users generally
use only 20 percent of a software
application’s features. Agile addresses this
by focusing on creating the minimum
viable product (MVP) by delivering the
minimum set of features that will deliver
1. Rooney, Paul (2012, Oct 3). Microsoft’s CEO: 80-20 Rule Applies To Bugs, Not Just Features. http://www.crn.com/news/security/18821726/microsofts-ceo-80-20-rule-applies-to-bugs-
not-just-features.htm
2. Sweeney, Michael. (2014, Dec 4). Agile vs Traditional: Which Method is More Successful?. http://clearcode.cc/2014/12/Agile-vs-traditional-method
3. Guarini, Matthew, Leaver, Sharyn, Matzke Pascal. Forrester Research. (2016, Oct 31). Predictions 2017: CIOs Push For Speed Amid Volatility. http://www.zdnet.com/article/forrester-
predictions-cios-push–for-speed-amid-volatility/
Agile and DevOps will
dominate… This cross–
functional iterative
approach to experience
design and delivery will
be a big shift – fraught
with false starts and
missteps along the way
– but will successfully
lay the groundwork for
sustainable customer
led innovation
3
.
Forrester’s 2017 Predictions
“
”
perceived value to the users
1
. The MVP
also allows them to continuously
incorporate feedback into each future
iteration as more information about
theproduct becomes available, and
addedtothe minimum features required
(by the users).
A significant percentage of companies are
now using Agile Project Delivery as their
approach to meet market demands.
Although Agile projects are 28% more
successful than traditional, they still have
a level of risk that can be addressed by
having the right controls in place to help
realise business value, reduce the risk of
building the wrong product, and increase
overall development success
2
.
If you are adopting an Agile Project Delivery
approach, this paper can help. It explores
how to create the best value for your
organisation by building the right
capabilities, unleashing your potential and
gaining confidence to deliver the best
product to market, while minimising risks
and implementing controls early and often.
PwC | Agile Project Delivery Confidence | 1