1 MAnGve: a step towards deploying Agile Governance Alexandre J. H. de O. Luna 1,2 , Ivaldir H. de Farias Junior 1 , Philippe Kruchten 2 , Hermano Moura 1 1 Informatics Center (CIn). Federal University of Pernambuco (UFPE). Av. Jornalista Anibal Fernandes, s/n, Cidade Universitária, 50740-560, Recife, PE, Brazil. 2 Department of Electrical and Computer Engineering (ECE). The University of British Columbia (UBC). 2332 Main Mall. Vancouver, BC, V6T 1Z4, Canada. ajhol@cin.ufpe.br, ihfj@cin.ufpe.br, pbk@ece.ubc.ca, hermano@cin.ufpe.br Abstract. Context: Agility at the business and organizational levels presents a challenge for many enterprises. Business agility demands the ability to sense and respond to changes in competitive environments, whereas organizational agility demands the dexterity to sense broader market opportunities and respond with changes that are organization-wide. These challenges require an information and communication technologies (IT) environment flexible and customizable simultaneously with the coordination across multiple organization units, also demands effective and responsive governance in order to deliver value faster, better, and cheaper to the business. Objective: This presentation introduces an agile framework called MAnGve, as an alternative to implement and improve governance processes and service management on an agile lifecycle. In addition, we describe the MAnGve’s application in the context of the Brazilian government. Method: Adopting an in-depth case study approach, we privileged the participant observation in which the research is conducted within the company itself, and where the status of the researcher is not highlighted. The case study was based on observation, interviews with the different actors of the company, as well as by the metrics generated by the results achieved upon the application of the framework. Results: After only two tides (complete lifecycle of the framework), along eight months, the involved team had been capable to implemented three governance processes and one service management function (service desk). At the same time, the team evolved from an operation based on "firefighting" to a maturity stage, where they are able to express their initiatives in terms of service management. Conclusion: Indeed, the framework's application generated a set of positive and concrete evidences, such as: i) guiding the team: “where to begin?”, “how to adapt?”, and “what to prioritize?”; ii) reducing the costs, timing and external dependencies. Those evidences lead the authors to believe that the MAnGve’s application can be replicated upon other organizations, achieving similar positive results. Moreover, those results encourages future works in which through a relational integration mechanism as well as a better understanding of the agile governance arrangements can help the organizations to attain greater enterprise agility and support their overall strategy. Keywords — Information Systems, Agile Governance, IT management, IT Governance, Service Management, Software Engineering. 1.Overview Governments and corporations are increasingly realizing the emerging importance of Information and Communication Technologies (ICT) as catalyst factor of the driving aspects of change, renewal and implementation cycle of their business. These organizations are deepening the perception about how the Information Technologies (IT 1 ) capabilities are becoming key factors of success in the evolving of their market competitiveness and the achievement of their institutional mission [Gallagher and Worrell 2007; Tallon 2008]. 1 “IT” and “ICT” in this study will be used as synonyms, and understood as the means by which are covered the infrastructure, services and software as well as the organizational capabilities established to support the business.