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The captive corporate IT department was a relatively early adopter of Agilemanagement practices, largely out of desperation. Less senior BAs became Product Managers, while those Project Managers who did not become part of the Product organization were either staffed outside of IT or coached out of the accompany.
They must collaborate with execution teams on an agile process that adopts continuous planning , delivery, and transformation practices and seeks customer feedback to adjust priorities. Product leaders are most responsible for a digital transformation initiative’s scope, priorities, and change management.
Past shifts to agile methodologies helped as teams now had a product owne r to prioritize backlogs and adopted agile principles that empowered them to commit to a realistic amount of work. But many enterprises stopped their agile transformations at this layer.
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