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<p><span style="color:#000000"><span style="font-size:24px"><strong>Business agility Standard Requirements Toolkit</strong></span></span><br />
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<p style="text-align:center"><span style="color:#000000"><span style="font-size:20px">Crucial Requirements:</span></span></p>
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">As corporate ventures usually go to new business areas and work with new technologies, they are most likely unable to utilise existing commercial or parent corporation's in-house development methods. Could Agile Manifesto and agile methods be a good starting point for the corporate venture to start their development effort towards their own, efficient agile in-house software development method?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">How straightforward will it be to change the hearts and minds of the people working on projects? Some organizations by their very nature are conservative, while others are quite radical. Incorrectly identifying the prevailing attitudes towards agile will result in poor take-up or even rejection of any new practices.</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">Much of the agile advice is oriented towards small teams of up to ten people, who are either co-located or near located, who have ready access to their primary stakeholders, and who are working on software that can be easily organized into a series of small releases. What about large teams?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">There is lots of discussion about the role of a project manager; whether a project manager is needed in the agile world or not. How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">Agile project management with Scrum derives from best business practices in companies like Fuji-Xerox, Honda, Canon, and Toyota. Toyota routinely achieves four times the productivity and 12 times the quality of competitors. Can Scrum do the same for globally distributed teams?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">Partial solutions can only be used if the information support is being developed for a process that has not yet been computerised. Namely, if users already use an old IT solution – will they partly use the old one and partly the new one?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">To put your organization on the path to DevOps, you need a clear understanding of your current practices for development and operations. Do your development processes use agile or waterfall methodologies, or both?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">How do you merge agile, lightweight processes with standard industrial processes without either killing agility or undermining the years you've spent defining and refining your systems and software process assets?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">The fundamentals of agile software development, agile project management, and evolutionary development have been proven and demonstrated to be highly successful. Are these now preferred in our organization?</span></span><br />
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<li style="text-align: left;"><span style="color:#000000"><span style="font-size:15px">From an organizational perspective, what are the trade-offs involved in shifting all project management to an agile approach, versus maintaining a mixed portfolio of agile and traditional development?</span></span><br />
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