The case for applying agile governance in traditional project environments

The paper delves into the topic of agile project governance, a concept that has traditionally been associated with IT and technology projects. It challenges the notion that agile and governance are contradictory terms. Drawing from various scholarly sources, the paper explores the evolution of agile from its roots in software development, as outlined in the Agile Manifesto (2001), to its current widespread application across diverse project types. The paper highlights the potential conflict between agile's emphasis on speed and iteration and the detailed documentation found in traditional project management. Key governance principles such as oversight, accountability, and leadership are discussed, emphasizing the lack of a singular definition for project governance. The core values of the Agile Manifesto are reiterated, emphasizing their appeal to a broader range of organizations beyond software development. The paper also touches on the challenges of implementing agile governance, especially in bureaucratic settings and contract management. It concludes by emphasizing the potential of agile project governance across various industries, suggesting that its success hinges on a flexible approach tailored to an organization's unique attributes. The overarching sentiment is that agile project governance, while still an emerging field of study, holds promise as a versatile and effective governance method.