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Joe, the Developer, waltzed into work one sunny Tuesday morning and was approached by Kenny, the Project Manager, asking if the feature Joe was working on was done. Your story brought be back roughly 58 years to a lesson I learned from my father about going to the bathroom. Although we may not need all of these for each piece of functionality we can verify done for those items on the definition which do pertain to it. Many people are understandably asking this question – “what kinds of projects can Agile be applied to”?  The single biggest difference between being able to use Agile and a more Waterfall type of approach is the ability to be able to formally release end product in increments.
Where the main deliverable can be broken down and produced (and even potentially released or at least accepted by the end customer) in incremental discrete packages. Also, anywhere you find very dynamic requirements, which are able or likely to evolve per iteration, could take advantage of a more Agile approach. Bringing developers and users closer together and interacting more frequently during the whole of the definition and development phases. Communication – using two-way communication methods for all key communication on the project.
Developing a collaborative development environment, where all parties focus on the way-ahead when there are issues, as opposed to sinking back into their respective contractually bound corners. Very few projects in the world would not benefit from such practices, if they do not already exist, in a manner that is both successful and productive. To complement the simple product backlog example published last week, here is the simple sprint backlog example (XLS) also inspired by the Mike Cohn's work, though unfortunately I don't exactly remember where on his site or in his books I've seen a similar picture. Please note: Everything written here is the personal opinion of me and other members and not that of my employer. To the surprise of some folk, those used to traditional forms of governance, I don’t depend on written reports or a PMO, and I try to keep formal meetings to a minimum. Governance is the alignment of an initiative (project, programme or product development) with organisational goals to create value.
Agile governance is the application of Lean-Agile values, principles and practices to the task of governance. So what I do is walk around, observing and listening, attending lots of stand ups and show n tells, then, on a regular cadence, I tell my stakeholders what is going on. Once a week I get my technical architect and the senior folk from the work streams together to do a sort of Scrum of Scrums.

The Programme level Steering Group is a one hour formal meeting with the stakeholders from the four departments affected by my programme and a couple of executives from the Corporate Board. On my programme there is a specific dependency between two of the work streams (1 needs 2). Two of my work streams are reliant on 3rd parties which demands an additional level of formal communication.
Most of the work streams have a fortnightly show n tell where the team reviews with the product owner and other stakeholders what they produced. For example, on my previous programme in the same organisation I used a weekly Agile Status Report for Executives: Best, Worst, Throughput. This entry was posted in Musing and tagged agile, benefits realisation, monitoring and control, programme management, project management by Steven Thomas.
Agile Programme ManagerI am an independent Agile Programme Manager offering professional services, consultancy and training.
I do not buy this as a solid criteria.  I do agree that Agile can result in a more fit-for-purpose end product faster than may be possible using traditional approaches. This should always be face-to-face where possible, and where not, should involve two-way forms of communication at least. Nowadays in his day life, Artem is a product manager in a global telecommunication company where he leads the development of a product developed in extremely distributed environment. Senior corporate managers are nervous that I am doing unconventional agile stuff, without those reassuring Gantt charts or status reports and hardly any formal minutes.
So every week my London based project managers and I head around the corner to fill up on beef and discuss the issues of the day.
The focus is programme level progress (technical delivery, change, and benefits realisation), risks and issues.
They are early warning about whether the work stream in question, and possibly the programme as a whole, is in trouble. However, one of my current work streams is within a department that prepares a weekly status report. This is because they don’t have a internal development team and are more focussed on coordination and business change.
That was mainly because the development team was in a different city to the business so I needed a light weight mechanism for continual communication.

The articles, posts and comments on this site are my personal views and do not necessarily represent my employer's positions, strategies or opinions. However this is because early release, review and feedback on products, results in far less re-work than might otherwise be the case.
This is my chance to catch up with folk across my programme to collect and share information, and to make tactical decisions.
It is also the forum for discussing key decisions – although the actual decision making occurs outside the meeting. The focus is planning the day but covers progress, risks and issues within the work stream. Code, build systems, automated tests, and the pipeline to live are all incredibly important to me.
To address that dependency the PM from work stream 2 (Rachel) attends the stand up of work stream 1 each week.
Rather than less governance my Agile programme actually has more governance than is the norm and is is safer as a consequence. This would be a little excessive if it was only a single 15min meeting that she had to attend.
Mix and match what you need for the programme and projects you are working on, and organisation you are working within.
Feel free to copy, reuse or even resell this example, though it would be very kind of you not to delete from the sheet the link to this site.
Given this position is fairly controversial I thought I’d explain how I go about governance at the moment. We vary this occasionally with a face-to-face with the vendors – when they are in town.

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