Scaled Agile

Portfolio

Management

Agile Portfolio Planning

Terminology

• PSI = Potentially Shippable Increment• 1 PSI = 4 Sprints• Sprint = 2 Weeks• Epic = 8 weeks or greater & less then a year

– Can be architectural/infrastructure/ customer related• Feature = Less then 8 weeks and customer facing• Enabler = Less then 8 weeks and non customer facing• Story = Less then 2 weeks• Roadmap = collection of PSI’s• Portfolio = Everything that needing to be worked on

Team

Portf

olio

Prog

ram

Trai

n Pl

anni

ng

Developers & Testers

Team

Bac

klog

Stories fit in sprints

(Implemented by) Tasks

Features & Enablers fit

in PSI’s

Epics fit in time boxes

Sprints

Architectureevolves

continuously

Spikes are research, design, refactor Stories

Features & Enable Development

Scaled Agile Delivery Model

Pods of ~3-12Scrum Teams

Architecture & Technology Roadmap Enabler 1 Enabler 2

Epic Roadmap

StoriesFeatures and components

Scrum/AgileMaster

Rele

ase

Plan

ning

Plan

Dem

o

SI&T

Rough Planning

Feature 2

Feature 1

Epic1 Epic 2

Plan

Dem

o

Nonfunctionalrequirements

(

NFRs

Stories

Investment Themes

RoadmapsFeatureBriefs

Enabler 1

©2010 Leffingwell, LLC. Reproduced with permission

Portf

olio

Bac

klog

Epic

Pro

ject

Bac

klog

Product Owner

NFRsTeam

Bac

klog

Team

Bac

klog

Trai

n Pl

anni

ng

Sprints

Rele

ase

Plan

ning

Plan

Dem

o

Plan

Dem

o

Enabler 2

Plan

Dem

o

Plan

Dem

o

See www.scalingsoftwareagility.wordpress.com and Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley. 2011

Feature 4

Feature 3

Enabler 3

Enabler 4

Investment Allocation

PSI 1 PSI 2 PSI 3 PSI 4

WIPLimit

A

B

D

C

A

B

C

A

B

D

C

Business Kanban SystemProblem/Solution

Needs

Acquisition impact New business opportunity Problem with existing

solution Opportunity for cost

savings or operational efficiency

Investment by unit/product

Yearly and/or PSI

Portfolio

B

E

A

C

D

E

F

No Limit Epic list Estimated in large story points Prioritized by business value

and dates

Roadmap

WIP Limits Break Epic into Enablers and

Features Solution alternatives Collaborate with Teams and

Architects Identify targeted PSI’s Review Organizational

Investment Theme Allocation

Updated story point estimates

Team Draft

A1

A2

A3

A1

A1

A1

A4

A2

A3

A4

A2

A2

A4

A2

A3

A4

A2

A2

A4

A2

A3

A4

A2

A2

Teams draft what they want to work on

Reviewed against Investment Allocation

Teams identify dependencies

Allocate Prioritize Team Draft

Stratus Demo

Dean LeffingwellStephen Chin

Chad “Agile Ninja” Holdorfwww.scaledagiledelivery.com

Hi, my name is Chad Holdorf and I call myself the Agile Ninja (formally know as the Uber ScrumMaster). One day I saw a job posting on Rally for an Uber ScrumMaster and thought that sounded like a fun job. As I read the description I thought it sounded a lot like me.

I work for a large manufacturing Fortune 100 company in Des Moines IA as an Agile Process Pro. I’m not sure that is the right title, but my role is to roll out and support Agile to the organization.

The challenges I blog/tweet/talk about are related to how the organization I work in is tailed around hardware and waterfall processes. This drives me bonkers!

I’ve been applying Agile practices since Feb08. As an Agile Coach, I orchestrated the first large-scale Agile transformation within the company. This project included over 200 people and 30+ managers and was initiated, successfully, just four months prior to a critical product launch. I specializing in organizational change, optimization, efficiency and business value delivery, I make organizations better. Today 600+ people are practicing what I call “Scaled Agile Delivery Methodology” within the company I work for.