Chapter 22. Moving to Agile Portfolio Management
To succeed with agile, management’s need for results must be greater than their need for control.
—Israel Gat, formerly of BMC Software
In the previous two chapters, we described the role that system architects and system architecture play in building robust and scalable enterprise-class systems. We did so because architecture is the “yin to our requirements yang”—the balancing force that keeps our systems evolving steadily and, ideally, ever-ready to meet customer’s needs.
However, evolving architecture is not the only consideration at the Portfolio level, nor even the most important one. For here we find the executives and managers who are ultimately responsible for portfolio management, which ...