Like everything in life it really varies from team to team / organisation to organisation. Some places are good at strategic IT project planning, others aren't. Sadly, in my experience most places fall into the latter category.
The beauty of Agile, if done right is that it provides much better, earlier feedback to the product owners about how you are progressing against the strategic goals and allows you frequent but structured opportunities to change the strategic direction.
On 29 Jun 2012, at 10:54, Kevin Wright wrote:
I believe the normal approach is to "have a product owner". The strategic goals *have* to be known somewhere, how are priorities being set otherwise?
On 29 June[masked]:34, Matt Pearce <[address removed]>
Would like to pick up on Richard's comment: 'Agile lacks long-term planning', on a new thread.
I'm interested in which ways can Agile practitioners keep long-term or strategic goals in focus, while retaining the agility of being able to change direction. What works, what doesn't?
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