Many large organizations use a Prince 2 based project process. Generally this is based around securing advance funding for projects with a defined business case. Project boards can park any project by removing the authorization and budget for the next phase. Formal controls (highlight reports, checkpoints) ensure things aren’t going off track.
Scrum turns this on its head to an extent, in that the time and resources are already committed before a defined set of benefits are realized.
The adoption of scrum can be a headache in many organizations, but the change in mindset can be handled.
The following blog post provides a mapping between Prince 2 Process stages and their equivalents in Scrum (the creator is also a Certified Scrum Master and Prince 2 Practitioner)
http://www.julianonsoftware.com/?p=1300
Mapping Spreadsheet:
http://www.julianonsoftware.com/public-docs/prince2-scrum-checklist.xls
Three things jump out at me from this when thinking about the application of agile in many organizations:
The number of business critical prince process items appearing in “Sprint 0” (the first steps for many new scrum teams)
The mapping between the Scrum Master and Project Manager roles (many organizations have a difference in opinion)
The project controls for which there is rarely a formal equivalent in"BAU" i.e risk logs, product based planning
Any thoughts?
