To help illustrate what PPM may look like in an organization performing agile software development, Mark Kromer creates a scenario where an organization (Super Duper Enterprises) has a project that will touch several different internal business units. Using these fictional people, Kromer demonstrates the way that a team can interact, decide on project priority, and see it through to completion. Kromer suggests that, during agile software development, project planning and scheduling, along with rolling projects into a portfolio, can help avoid documentation challenges and proving ROI: In the process of doing so, the portfolio manager will avoid the large documentation requirements that lock-in detailed baseline plans upfront. Instead, an agile portfolio manager would ensure that the projects in his portfolios remain flexible and cognizant that change will need to be manage during iterations, making scope lockdowns impossible during the planning phase. As you embark on new agile development projects, you should consider maintaining management and monitoring of these efforts with a budgeting, analysis and justification process, which I have classified here as project portfolio management. By creating KPIs for your portfolios that answer: why are we doing this project, how much will it cost, do we have the resources, what is the ROI, does it align, and will it meet our quality standards, you can be sure that agile development remains strong while still gathering the important metrics for successful project management.