PORTFOLIO MANAGEMENT AND BUDGET PLANNING IN IMPLEMENTING AGILE METHODOLOGY IN A PROJECT MANAGEMENT SYSTEM
Annotatsiya
The article examines how portfolio management and budgeting can be aligned when implementing Agile methodology within a corporate project management system. The analysis addresses the mismatch between iterative value delivery and annual budgeting practices built around fixed scopes and detailed cost baselines. Agile adoption increases the frequency of reprioritization, strengthens the role of product metrics, and creates a recurring need to reallocate resources across initiatives while maintaining financial discipline and decision traceability. The paper synthesizes findings from recent studies on Agile and hybrid approaches in the ICT sector, highlighting comparative advantages of Agile across project success criteria and summarizing reported goals and outcomes of Agile adoption in Russian companies. The role of managerial regulations is outlined, including budget limits, reallocation thresholds, and justification requirements, aimed at reducing approval overhead while preserving transparency. The article also provides tabular datasets suitable for visualization, covering (1) adoption goals versus achieved effects and (2) comparative project success scores under Agile, traditional, and hybrid approaches. The results support the design of portfolio governance routines, budget limit setting for product areas, and cost control mechanisms under high requirement volatility.