Source: Daniel Kahneman: Thinking Fast and Slow
http://clearly.io/
http://zsoltfabok.com/blog/2014/04/schedule-portfolio-board/
http://www.slideshare.net/NinaSchwab/the-tupalocom-kanban-sto...
http://brodzinski.com/2013/08/portfolio-visualization.html
100%
80%
60%
40%
20%
0%
1 TASK 2 TASKS 3 TASKS 4 TASKS
WORKING TIME
LOSS TO CONTEXT SWITCHING
Source: Gerald Weinberg, Qua...
Source: S. Greist-Bousquet, N. Shiffman: The effect of task
interruption and closure on perceived duration
A B C
A AA BB B CCC
A B C
A AA BB B CCC
DEADLINE
5O
http://blog.brodzinski.com/2013/03/wip-limits-by-conversation.html
http://clearly.io/
TIME
COSTOF
DELAY
FIXED DATE
TIME
COSTOF
DELAY
STANDARD
TIME
COSTOF
DELAY
INTANGIBLE
Source: Olav Maassen, Chris Matts, Chris Geary: Real Options
PORTFOLIO
LEVEL
OPTIONS
http://brodzinski.com/2013/09/options-options-options.html
D
PROJECT
LEVEL
OPTIONS
OPTIONS
http://brodzinski.com/2013/09/options-options-options.html
PORTFOLIO
LEVEL
D
PROJECT
LEVEL
OPTIONS
FEATURE
LEVEL
OPTIONS
OPTIONS
http://brodzinski.com/2013/09/options-options-options.html
PORTFOLIO...
D
PROJECT
LEVEL
OPTIONS
FEATURE
LEVEL
OPTIONS
OPTIONS
FEEDBACK
LOOP
FEEDBACK
LOOP
http://brodzinski.com/2013/09/options-op...
D
DIVERGENCE
DIVERGENCE DIVERGENCE
CONVERGENCE
CONVERGENCE
CONVERGENCE
LIMITING
WIP
D
DIVERGENCE
DIVERGENCE DIVERGENCE
CONVERGENCE
CONVERGENCE
CONVERGENCE
D
DIVERGENCE
MORE
DIVERGENCE
D
D
D
EVEN MORE
DIVERGENCE
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
Successful Evolutionary Change of Portfolio Management
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Successful Evolutionary Change of Portfolio Management

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Does any of following problems sound familiar?
Too many concurrent projects in the portfolio
Constant struggle to finish commitments on time
Continuous fight for teams and people availability
Frequent project expediting
Disconnection between portfolio management and work organization on a team level
These are typical issues with portfolio management. However, before jumping into solutions we should ask why the issues are so common. The limited visibility of the current situation is one of the root causes. Lack of information about the impact of new commitments on the organization is another. The decision-making process that results in starting too many new endeavors is on the list too. The session would focus on addressing these root causes and not the symptoms.
Instead of a common strategy of formalizing the processes around portfolio management we can use Portfolio Kanban to evolve our way of working with the portfolio. The approach bases on “start with what you have” principle. This means that it doesn’t provoke resistance. Also small, evolutionary changes are preferred over big-bang changes. On the top of that, using the method doesn’t require extensive effort, which increases the odds of sustaining its adoption in the long run.
I will show how this low-friction approach challenges our thinking of project attractiveness, improves our awareness of value, cost of delay, impact on other commitments and risks that aren’t directly related to the project. These should be the key factors to drive our decisions on starting new endeavors.
This is a crucial change that has to happen to enable the evolution of portfolio management. And Portfolio Kanban is a way to catalyze that change.

Published in: Leadership & Management

Transcript of "Successful Evolutionary Change of Portfolio Management"

  1. 1. Source: Daniel Kahneman: Thinking Fast and Slow
  2. 2. http://clearly.io/
  3. 3. http://zsoltfabok.com/blog/2014/04/schedule-portfolio-board/ http://www.slideshare.net/NinaSchwab/the-tupalocom-kanban-story-lkse-2012 http://brodzinski.com/2012/01/project-portfolio-kanban-first-changes.html http://brodzinski.com/2012/05/project-portfolio-kanban-better-board.html http://brodzinski.com/2011/11/alternative-kanban-board.html
  4. 4. http://brodzinski.com/2013/08/portfolio-visualization.html
  5. 5. 100% 80% 60% 40% 20% 0% 1 TASK 2 TASKS 3 TASKS 4 TASKS WORKING TIME LOSS TO CONTEXT SWITCHING Source: Gerald Weinberg, Quality Software Management: Vol. 1 System Thinking
  6. 6. Source: S. Greist-Bousquet, N. Shiffman: The effect of task interruption and closure on perceived duration
  7. 7. A B C A AA BB B CCC
  8. 8. A B C A AA BB B CCC DEADLINE
  9. 9. 5O
  10. 10. http://blog.brodzinski.com/2013/03/wip-limits-by-conversation.html
  11. 11. http://clearly.io/
  12. 12. TIME COSTOF DELAY FIXED DATE TIME COSTOF DELAY STANDARD TIME COSTOF DELAY INTANGIBLE
  13. 13. Source: Olav Maassen, Chris Matts, Chris Geary: Real Options
  14. 14. PORTFOLIO LEVEL OPTIONS http://brodzinski.com/2013/09/options-options-options.html
  15. 15. D PROJECT LEVEL OPTIONS OPTIONS http://brodzinski.com/2013/09/options-options-options.html PORTFOLIO LEVEL
  16. 16. D PROJECT LEVEL OPTIONS FEATURE LEVEL OPTIONS OPTIONS http://brodzinski.com/2013/09/options-options-options.html PORTFOLIO LEVEL
  17. 17. D PROJECT LEVEL OPTIONS FEATURE LEVEL OPTIONS OPTIONS FEEDBACK LOOP FEEDBACK LOOP http://brodzinski.com/2013/09/options-options-options.html PORTFOLIO LEVEL
  18. 18. D DIVERGENCE DIVERGENCE DIVERGENCE CONVERGENCE CONVERGENCE CONVERGENCE
  19. 19. LIMITING WIP D DIVERGENCE DIVERGENCE DIVERGENCE CONVERGENCE CONVERGENCE CONVERGENCE
  20. 20. D DIVERGENCE MORE DIVERGENCE D D D EVEN MORE DIVERGENCE
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