- Why the strategy was chosen (leadership)
- Who chose it (leadership)
- What will you have that you don’t have now when you get where you think you’re going (high level objectives or features)
- What it’s going to take to implement (risks, constraints)
- What is a realistic range for the Return on Investment (business goals)
Here’s an example: how often have you seen an initiative continue well after it’s clear to all that the strategy is not going to work? All of us have experienced pet projects launched by leaders who were not clear on WHY. Agile is no different. I’ve seen some pretending to be Agile wasting budgets. The word Agile can’t be used as a Get-out-of-jail-free card. Anyone who leads an area with Agile teams must be crystal clear how to answer these questions above. I’m a big fan of our Project Charter template which creates a standard set of answers which you can find here. To avoid controversy, call it an Agile Charter. I know there are people in the Agile world that want to throw out everything used before including a Project Charter. I guarantee that answering the Charter questions with all stakeholders including leaders will drive support of successful agile philosophy.