Escaping from the Time Box towards Continuous Planning: An Industrial Experience

Continual learning with a Bayesian approach for evolving the baselines of a leagile project portfolio

“…Later, the leagile idea continued to evolve into many sectors like healthcare, professional services, and most importantly, into software development. [6], [32]- [38]. The leagile method applies lean management to reduce waste in the process and uses agile's iterative strategy to support agility and faster delivery.…”

“…In the IT project management context, according to Fitzgerald and Stol [43], the only forms of continuous planning used are sprint iteration planning, developed from the agile approach, and software release planning. Continuous planning has not yet become widespread throughout all organizations, especially in the context of software development [6]. In addition, a mindset to achieving consistent success has not been established.…”

“…Few recent studies used computer-assisted algorithms to establish learning in a project, like learning and feedback loop system [48], work package size optimization for value improvement [49], Bayesian approach for portfolio risk identification and reduction [42], [50], Bayesian approach for traditional waterfall-type earned value planning [51] and modeling uncertainty [16]. The existing studies for success of leagile project system mainly focused on the risk factors, continuous improvement factors, complexity aspects, pros and cons, definitions, acceptance of agile or lean, and causes of failures [6], [15], [18], [27], [37], [38], [48]. However, we found no study which provided a practical and convenient solution for engineering managers on the implementation of learning to reduce these challenges and complexities.…”

“…Continually evolving projects and portfolios require an evolving scale of measurement to accurately identity failures and successes. It is certain that the project management world will experience an increase in the complexity of IT projects, where traditional tools and models like the waterfall model will not be sufficient to measure the performance of modern dynamic projects [6].…”