In 30 seconds
- Governance is still needed; its form changes.
- Review working results, not documents.
- Frequent, light checkpoints replace big phase gates.
Traditional vs agile
| Traditional | Agile |
|---|---|
| Phase gates | Regular reviews of working product |
| Document sign-offs | Evidence from delivery |
| Annual budgets | Frequent funding reviews |
| Plan conformance | Outcome progress |
Practical mechanisms
- Sprint Reviews open to governance stakeholders
- Quarterly outcome and funding reviews; see lean portfolio management
- Automated compliance evidence
- Clear guardrails on spend and risk
Making it lighter
For each governance step, ask what risk it manages and whether working software or data could show the same thing. Remove steps that only check documents.
Myth vs reality
Myth · Agile means no governance.
Reality · Governance remains, in lighter form.
Myth · Governance slows agile teams.
Reality · Good governance gives guardrails that speed decisions.
Myth · Governance is about control.
Reality · It's about stewardship of money and risk.
FAQ
Who does agile governance?
Business owners, finance and portfolio leaders, with teams.
How often should governance reviews happen?
Often quarterly at portfolio level, per sprint for teams.
What are guardrails?
Agreed limits, like spend caps, within which teams decide freely.