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I've got two decades of experience in project management in the physical world, which included but only very limited exposure to the use of agile at delivery level and the implanting of agile mindset into project governance. Accordingly, figuring out PRINCE2Agile raises some questions that I invite wiser minds to help me sort.

ollowing the Agile lead, PRINCE2 Agile establishes that project time and cost performance targets are fixed/must not be flexed. That might be perfectly alright in the digital or services world. But for projects delivered in the physical world, these two tolerances are arguably of the utmost importance for flexible delivery, and their elimination can significantly reduce the chances of project success. 

To take it one step further, in broader terms, a key PRINCE2 principle – manage by exception through delegation of responsibility within agreed seven performance targets/tolerances – will thus be truncated. That can impact project robustness, meaning the flexibility a project in a physical world would need to possess to respond to changes in the physical project environment. Agile tolerance rules apply to iterations/releases = (product) delivering level. Expanding Agile tolerance rules to managing and directing organisational levels, the project governance, seems to conflict with and contradict this PRINCE2 principle. I understand that PRINCE2Agile is presented as a tailored method, but in accordance with PRINCE2 rules, principles must not be tailored.

DOES PRINCE2AGILE ATTEMPT TO ADULTERATE PRINCE2 PRINCIPLES?

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