Healthcare & Public Sector
Delivering a patient-portal rollout with governance and agile sprints
When a US health system rolled out a new patient portal, PRINCE2 provided the governance layer — Business Case, stage boundaries, and board reporting — while agile sprints handled the iterative build. Tailoring the PRINCE2 themes for agile let the team fix the deadline and budget while flexing exactly which features shipped first, releasing useful functionality early rather than waiting for one big launch.
PRINCE2 Agile in action
The Agilometer flagged that stakeholder availability was low at the start. The team adjusted its approach and built in rich communication touchpoints, avoiding the misaligned requirements that typically derail public-sector IT programs.
Technology & Software
CRM implementation across a 500-person financial services firm
A mid-sized financial services firm used PRINCE2 Agile to roll out a new CRM platform. PRINCE2 provided the governance layer — Business Case, stage boundaries, and board reporting — while Scrum handled day-to-day delivery. This combined approach gave senior stakeholders the visibility they needed without disrupting the development team’s flow, and frequent releases meant value reached users every sprint.
PRINCE2 Agile in action
When the vendor changed its pricing model mid-project, the Business Case was reviewed at the next stage boundary while the backlog was re-prioritized in the next sprint — keeping both the governance and the delivery moving without a full project reset.
Business Change & Transformation
Rolling out a new operating model across a national retail chain
A national US retailer used PRINCE2 Agile to deliver a store-operations transformation. PRINCE2 structured the overall project and kept the board accountable through stage boundaries, while agile techniques let teams pilot changes in a handful of stores, gather feedback, and iterate before a wider rollout. Requirements were captured as user stories and re-prioritized release by release.
PRINCE2 Agile in action
Because what was delivered could flex while time and cost stayed fixed, the team dropped lower-value features and shipped the changes that mattered most to store staff first — improving adoption while still hitting the committed go-live date.
