Hybrid Project Portfolio Management

Bridge the Gap Between Management and Agile Teams

Download our white paper to learn how organizations can bridge the gap between upper management and agile teams

Bridge the Gap Between Agile Teams

What You Will Learn in this White Paper

Agile work brings many benefits: greater focus on the top priorities, increased productivity and a better ability to adapt and react to changes. While more and more organizations are adopting Agile methodology, very few companies are 100% Agile. Senior management typically understands traditional project management. However, adding Agile to the mix of project methodologies can create a problem.  Oftentimes, management thinks in terms of projects with rigid deadlines, scope and requirements, but the Agile method is more flexible. Agile teams work through a backlog of topics without set completion dates. When one topic is completed, they move on to the next highest priority topic in the backlog. This way of working leads to the question of how does upper management or the portfolio decision-makers include Agile work in the overall plans for their organization and how do they prioritize Agile work in conjunction with traditional projects? In this white paper, you will learn how to bring management and Agile teams together to make better plans and execute more projects.

  • Differences in Planning: How management plans vs. how Agile teams plan
  • Find a Common Ground: How to bring Agile and traditional work together for planning purposes
  • How to Create Transparency with Lean PPM™: Applying a lean framework to better understand and plan for Agile work
  • Manage Agile Teams: With Meisterplan for Jira

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Steve Page - Evonik

What Steve Loves About Meisterplan

The flow of our projects is highly dynamic, and Meisterplans' Scenario Modeling has greatly enhanced our ability to manage the swings whether upward or downward.

Engineering Director|Evonik|open_in_new

Steve Page

What François Loves About Meisterplan

Meisterplan gives me an overview of our global IT project landscape. A step-by-step implementation enabled us to cope with the complexity of our project portfolio. When setting up our PMO, we oriented ourselves strongly towards Lean PPM.

Head of Global IT PMO|Majorel|open_in_new

François Czajkowski

Portrait of Matthias Graf

What Matthias Loves About Meisterplan

Before implementing Meisterplan, our resource management was a game of Excel bingo: timeconsuming, cumbersome, and error prone.

Chief Project Portfolio & Resource Management|Flughafen München GmbH|open_in_new

Matthias Graf

Darrin McLaughlin

What Darrin Loves About Meisterplan

There is no other product that does what Meisterplan does in terms of portfolio management and resource management without unessential extra features. If there were another product that does what Meisterplan does, I would have found it, because I tried them all.

Senior Vice President/Technology Officer|Interra Credit Union|open_in_new

Darrin McLaughlin

What Christopher Loves About Meisterplan

We successfully run 400 projects and 20 programs in our portfolio with Meisterplan. Although many have tried, you can’t manage that many programs and resources in Excel templates. But you can with Meisterplan.

Head of PMO|Siemens Gamesa|open_in_new

Christopher Pearson

What Philipp Loves About Meisterplan

Meisterplan provides us with what we need for excellent strategic portfolio and resource management: All essential information on one screen to make sound decisions, and for teams to see what they need to work on and when. It is powerful yet so easy to work with, whether we apply waterfall, agile, or hybrid.

Director Strategic PMO|Comet Technologies

Philipp Bosshard

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