Summary

• Classic PM treats projects as distinct entities with well-defined and mostly static boundaries.

• Agile PM views projects as a core part of the business, whose boundaries are dynamic and shift with the business needs.

• Integrating projects into the business requires developing the organizational and project management capabilities that enable the project manager to look outside of the project boundaries.

• Agile PM looks to integrate the project and business environments, and thus their decision-making processes.

• Business and project decision making are separated in the matrix management model.

• Matrix management integrates the projects with the organization, but not with the business objectives.

• Matrix management is an effective project enabler in larger companies, but it can be an impediment to smaller organizations.

• A project-based organizational approach that integrates business and project decision making is better suited to the agile PM environment.