Fixing Portfolio Management
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Fixing Portfolio Management

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One of areas of constant struggle for many organizations is managing portfolio. Too many concurrent endeavors, commitments made without available capabilities, lack of discussion about expected value ...

One of areas of constant struggle for many organizations is managing portfolio. Too many concurrent endeavors, commitments made without available capabilities, lack of discussion about expected value and cost of delay, disconnection between portfolio management and work organization on team level, constant expediting, highly insufficient or inaccurate information... If any of these sounds familiar it indicates common issues on portfolio level.

Interestingly enough, in these areas improvements are rare and traditional models surprisingly prevalent even in organizations that adopt agility across development teams. At the same time very frequently low-hanging fruits can be harvested at PMO level after introducing fairly simple improvements.

In this session I will describe how Portfolio Kanban can be used to steer evolution not only at PMO level but across an organization and show how it can be orchestrated with introduction of Lean and Agile on team level.

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Fixing Portfolio Management Fixing Portfolio Management Presentation Transcript

  • Fixing Portfolio Management Pawel Brodzinski @pawelbrodzinski
  • Hi, I’m Pawel Lunar Logic http://lunarlogic.io Blog http://brodzinski.com Twitter @pawelbrodzinski
  • Why portfolio? View slide
  • A system of local optima is not an optimal system at all; it is a very suboptimal system Eli Goldratt View slide
  • Processing the waste more effectively is cheaper, neater, faster waste Stephen Parry
  • More than a single project per team?
  • Cost of context switching Source: Gerald Weinberg, Quality Software Management: Vol. 1 System Thinking
  • Zeigarnik Effect Tendency to experience intrusive thought about an objective left incomplete Source: S. Greist-Bousquet, N. Shiffman: The effect of task interruption and closure on perceived duration
  • Teams that worked only on a single project were significantly better in terms of defects density Larry Maccherone
  • Time to market
  • What if there’s just too many of them?
  • My first experience was this: 113 ongoing projects for 25 developers Klaus Leopold
  • Why does it happen?
  • Lack of visibility
  • Excel frenzy
  • WYSIATI What You See Is All There Is Source: Daniel Kahneman: Thinking Fast and Slow
  • Cost-driven decisions
  • If you fall for estimation as your way of valuing projects in the portfolio, you are doomed to fail. Johanna Rothman
  • Where is value?
  • Portfolio Kanban
  • Focus on one level of work http://brodzinski.com/2013/08/portfolio-visualization.html
  • Can you call it Kanban?
  • Start with what you have Agree for evolutionary change Respect current situation Encourage leadership on all levels
  • Visualize Limit WIP Manage flow Make policies explicit Implement feedbak loops Improve collaboratively, evolve experimentally
  • Visualize Limit WIP Manage flow Make policies explicit Implement feedbak loops Improve collaboratively, evolve experimentally
  • Variability!
  • WIP Limits by conversation
  • How does it help?
  • http://clearly.io/
  • http://clearly.io/
  • Informed decisions
  • Shifting discussion from cost and income to value and cost of delay
  • Key driver to evolution of portfolio management
  • There is more
  • Backlog is a list of unvalidated product options Ellen Gottesdiener
  • Projects and products are (unvalidated) options too
  • Real Options
  • Options have value Options expire Never commit early unless you know why Source: Olav Maassen, Chris Matts, Chris Geary: Real Options
  • Best poker players don’t play many games; they play the games that they can win Todd Little
  • http://brodzinski.com/2013/09/options-options-options.html
  • http://brodzinski.com/2013/09/options-options-options.html
  • http://brodzinski.com/2013/09/options-options-options.html
  • http://brodzinski.com/2013/09/options-options-options.html
  • Common problems with portfolio management
  • Visualization helps to understand the current situation and informs discussion on starting new projects
  • WIP limits (by conversation) address the problem of too many concurrent projects and steer discussion about value
  • Constraints introduced by the method shift focus from cost and income to value and incentivize saying no
  • Portfolio Kanban is not about choosing the work you do; it’s about choosing the work you don’t do
  • Mind shift from looking through the attractiveness glasses to looking through capabilities glasses
  • Inspirations: Eli Goldratt Stephen Parry (@leanvoices) Don Reinertsen (@dreinertsen) David Anderson (@djaa_dja) Mike Burrows (@asplake) Klaus Leopold (@klausleopold) David Joyce (@dpjoyce) Chris Matts (@papachrismatts) Olav Maassen (@olavmaassen) Ellen Gottesdiener (@ellengott) Jabe Bloom (@cyetain) Troy Magennis (@t_magennis) Johanna Rothman (@johannarothman) Benjamin Mitchell (@benjaminm) Larry Maccherone (@lmaccherone) Gerald Weinberg (@jerryweinberg) Karl Scotland (@kjscotland) Andy Carmichael (@andycarmich) Mary Gorman (@mbgorman)
  • Thank you Pawel Brodzinski brodzinski.com lunarlogic.io @pawelbrodzinski