A Portfolio of
Opportunity
Johan Oskarsson
Knowit
Assumption for today in the context of
12 min talks
Agile – You are transforming to Agile
Lean – You are transforming to Lean
Project Management – You still have projects
Project Portfolio Management – You need to manage
many projects
Organization – You have problem organizing
Vision and Strategy
Today Tomorrow
Value
Value added
Investment (project)
(+ cash flow)
(Many)
Value Flow
extreme short on GOVERNANCE
None-synchronized releases to
projects
Project Portfolio Management
Governance
DP Decision
Point
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up
Program/Pro
ject Level
Portfolio/
Exec level
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up
Project Portfolio Management
Governance
DP Decision
Point
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Program/Pro
ject Level
Portfolio/
Exec level
DP0 DP1 DP2 DP3 DP4 DP5 DP6
DP0 DP1 DP2 DP3 DP4 DP5
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Project Portfolio Management
Governance
What is the problem with
none-synchronized DPs?
Project Portfolio Management
Governance
Does agile team solve the
problem?
Enter Agile & Lean
- we can do it better
Synchronized Agile Release Trains
(ART)
Core in Agile Governance
(Cadence, Pulse, Rhythm,
…)
Break-down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Scope (fix) – Time (1-2 years not usual) – Cost (yearly budget)
Project Epics Releases ROI per Epic
Architectural
EpicsBusiness
EpicsQuality
Improvements
Epics
Epic versus Project?
Epic versus Project?
Stage-gate modelContinuous
Development
Many project
Inc n +
1Inc n + 2 Inc n + 3 Inc n + 4
Value Stream
System
Architecture
Quality Releases
System Releases
Single point of entry, handles all variation…
Release
Backlog
Detailed TBDRough
Value Stream
Value Stream
Value Stream
Example: Many projects
Program Portfolio Management
Governance with Kanban and fix
cadence
Opportunity/
Threat
analyze
Business
Case
development
Develop Validate Launch ROI follow-
up
DoingDone Doing Done Doing Done Doing Done Doing Done Doing Done
Portfolio
Backlog
Investment
stream /
Program
DP All Epics at the same time
Example: 8-12 hours steering group meetings every month for 8-
10 projects, versus 1 hour meeting 2 / month all Epics = - 6 h
meetings & double decision making speed (no extra meetings
needed)
Portfolio Backlog item life cycle
Do
D
Do
D
Do
D
Do
D
Do
D
Do
D
Success/Fail
ure
Adapt Cake!!
extreme short on
ORGANIZATION
Designing Value Flows (Streams)
Designing the logic how you deliver value and
drive cost
$The people:
• Develop
• Product
• Sell & ship
• Support
N+1 products
Designing Value Flows (Streams)
Designing the logic how you deliver value and
drive cost
www.businessmodelgeneration.com
A Value Flow have a Business Modell
Utfodring
Utfodring
Vårdförsäkring
Develop
ers
Micro level - Agile Teams (smallest
entity)
TestersSystem
analysts
Cross-functional Business Teams (small company within the company, P&L empowered)
Business
R&D Sales &
Marketing
SupportSupply
Chain
Logistic
s
Agile
team
Fractal scaling
Owning N+1 value flows
World Café subject
How to - Business Modeling and Value
Flow
How to - Organization - “Business
Teams”
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