This book presents practical solutions for the overarching prioritization of requirements and documentation using the example of an organization in the role or with essential characteristics of a software manufacturer. It reflects on the interplay of current technology issues such as the cloud trend or organizational requirements with respect to microservices. Under the requirement of customer-centric and service-oriented products and services, organizations are increasingly confronted with aligning their IT strategy closely to the needs of their customers. In addition, more stringent requirements in the direction of IT security and in the context of digital transformation by means of cloud technologies and containerization require a radical realignment of previous IT strategies. Software must cover the strategic and economic interests of a company as extensively, simply and cost-effectively as possible. The degree of complexity of software increases with the heterogeneous interests of different customer groups. Thus individualized software solutions, which are optimally aligned to specialized customer interests, and their agile handling become inevitable. The economic efficiency of optimized procedures stands in the apparent contradiction to the individualization of software. The more individualized an offer directed at the market is, the more complex and elaborate the requirements become and the more relevant the need for overarching prioritization becomes. In this way, desired economies of scale can be realized through structured digital services, profitability aspects with regard to the corresponding resource determination for the implementation of software, the need for manageable maintainability, the highest demands on IT security and the shortest possible time to market. The importance of agile and science-based action is even more evident in the phases of the recent Corona crisis and in the context of national and European security efforts for critical infrastructures. The special requirements of a differentiated offering of software services and the extent to which agile principles are suitable for effectively solving this problem are analyzed in this book and explained in a comprehensible way using practice-proven agile methodology. In addition to a consideration of the product lifecycle and a fundamental classification of software, the processes, activities, and roles required for this are examined in particular. Based on these requirements, suitable agile frameworks are selected, presented and examined with regard to possible weaknesses and strengths. In doing so, this book presents the close connection and optimization potential along software product lines. A software product line is a group of software products that represent variants of a basic product and have a common software architecture. This means that it is considered in the context of what is known as Large-Scale Agile Development. Large-Scale Agile Development becomes relevant as soon as it is a question of extending an agile approach to the structures of larger organizations. In this way, projects with large teams and a variety of different projects can be extended to the entire organization in accordance with the principles of agile development—beyond the boundaries of the individual agile teams. The book is intended to support organizations in effective digital transformation. To this end, suitable process models, methods and agile tools are described and explained so that companies can sustainably change their organizational structure in the direction of an overarching, agile prioritization. Such agile organizational structures, also known as large-scale agile frameworks, provide the best possible support for the adaptable implementation of cloud-based microservices, for example, and the prioritization of company units organized in agile teams. Within the framework of recommendations—oriented on examples and use cases—a practice- and science-oriented analysis is carried out with regard to the overarching requirements prioritization between product-specific developer teams and cross-functional teams with overarching support functions as well as cross-product expert teams with specialized tasks. A novel feature is the reflection of red-hot technical topics and the consideration of the requirement for best possible IT security in relation to the described technologies and with regard to the impact on agile organizational models and prioritization models. As a result, a suitable agile organization and prioritization model is presented that effectively supports organizations that are at the beginning or already in the middle of the process of agile transformation to improve cross-service organization and prioritization. With alignment to the efficient design of agile software services, the focus of such a model is on optimization, dimensions of the technical framework, business documentation, and inter-process communication.