Challenge
As Agile methodologies gained traction across industries, project teams within the organization began exploring Agile on their own, often without clear guidance or enterprise-wide alignment. This organic but unstructured adoption resulted in inconsistent execution, varied interpretations of Agile principles, and difficulty integrating Agile projects into the company’s traditional waterfall-based project management lifecycle.
One of the primary challenges was that Agile projects often conflicted with the organization’s structured funding model. Traditional waterfall projects received funding based on pre-defined stages, whereas Agile projects required a more flexible funding approach. Without a standardized framework, teams faced difficulties in securing funding and maintaining compliance with governance requirements.
Additionally, there was no formal training or coaching process in place to help teams determine whether Agile was a good fit for their projects, nor was there a centralized support structure to assist teams in transitioning from training to real-world Agile implementation. These gaps created inefficiencies and increased risk, preventing Agile from delivering its full potential benefits across the enterprise.
Solution
To address these challenges, the enterprise PMO partnered with an experienced Agile coach to create a structured approach to Agile adoption. Over a three-month period, the EPMO and Agile coach collaborated to design and implement an enterprise-wide Agile framework that aligned with the existing project management lifecycle while allowing for greater flexibility and efficiency.
A key component of the solution was the development of a modified, lighter version of the project management lifecycle (PMLC) that supported Agile methodologies and enabled earlier project funding. This ensured that Agile teams could receive the necessary resources while still adhering to governance standards.
To provide teams with the knowledge and guidance needed for successful Agile adoption, three training modules were created:
- The Agile Decision Guide – A framework to help teams evaluate whether Agile was the right approach for their project.
- The Agile Quick Start Guide – A high-level overview of Agile principles, practices, and goals.
- The Agile Implementation Guide – A step-by-step guide for getting started with Agile within the organization.
Additionally, the EPMO established a structured onboarding process for Agile projects, requiring teams to complete training before implementing Agile methodologies. An Agile coaching program was also introduced, assigning experienced Agile coaches to project teams to help them transition from training to execution.
To sustain Agile knowledge and encourage continuous learning, an internal Agile portal was created. This portal housed training materials, templates, a glossary of Agile terms, and real-world examples from successful Agile projects within the company. Furthermore, the EPMO launched a weekly Agile users group, providing an ongoing forum for teams to share best practices, discuss challenges, and ensure consistent Agile implementation across the enterprise.
Results
Six months after implementing the Agile framework and training program, numerous project teams successfully adopted Agile with greater consistency and alignment to enterprise governance standards. The structured approach minimized the risks associated with uncoordinated Agile adoption, providing teams with clear guidelines, tools, and coaching support to ensure success.
One of the most significant achievements of the initiative was the reduction in reliance on external Agile consultants. By building internal Agile expertise and fostering a community of practice, the company ensured that Agile adoption became an organic, self-sustaining process rather than one dependent on external resources.
By standardizing Agile adoption across the enterprise, we helped teams move beyond ad-hoc experimentation to a structured, repeatable framework that drives real value. This initiative not only improved efficiency and governance but also empowered our client to innovate with confidence.
Greg Smith
Service Line Manager, Technology Partners
The introduction of the Agile portal and user group further strengthened enterprise-wide collaboration, allowing teams to share insights, refine processes, and continuously improve Agile implementation. By establishing a repeatable and scalable approach to Agile, the company positioned itself for long-term success in balancing Agile flexibility with enterprise governance requirements.
Key Outcomes
- Developed a lighter, Agile-friendly project management lifecycle (PMLC) that aligned with enterprise governance and funding models.
- Created three structured training modules to educate teams on Agile adoption and best practices.
- Established a formal Agile coaching program, providing project teams with expert guidance during implementation.
- Launched an internal Agile portal to centralize training materials, templates, and real-world Agile examples.
- Introduced a weekly Agile users group to share best practices and maintain consistency in Agile execution.
- Reduced reliance on external Agile consultants by developing internal Agile expertise and fostering a self-sustaining Agile culture.
