“A bad system will beat a good person every time.”
—W. Edwards Deming
The last three chapters provided an overview of Lean Portfolio Management (LPM) and described the collaborations of strategy and investment funding and Agile portfolio operations. In this final chapter of part V, we’ll describe the third and final collaboration, Lean governance.
Lean-Agile development practices are so different from traditional methods that many of the legacy practices for governance—planning and forecasting, reporting, investment spending, and assuring regulatory compliance—are no longer effective. Worse, continuing to apply traditional governance to the new ways of working ‘creates a bad system’ that will often hinder the ...