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Kanban Portfolio Management, a real case.

The CTO of Wolters Kluwer Italia asked if they could improve their time-to-market. The response was yes, if they followed an evolutionary approach. Initially a Kanban board was set up for a pilot team to manage business ideas, projects, and urgerncies. This was later expanded to a larger pilot project using Scrum. With 200 initiatives and 400 people involved, they created a "Sala Caravaggio" room to visualize projects using Kanban boards. They began measuring initiatives from pre-funnel through implementation to monitor the effects of the transition. Goals were reached, including regular board meetings, improved project control, training over 125 people, and continuous business-ICT alignment on

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Kanban Portfolio Management
supported by Canvas,
a Real Case in Wolters Kluwer Italia.
Lean Kanban Southern Europe 2014
@giulioroggero www.agilereloaded.it
December 2012
The Wolters Kluwer Italia CTO:
“Can we improve our
time-to-market?”
I replied:
“Yes,
if we follow an
evolutionary approach!”
January-March 2013
“a Kanban Board for a pilot team”
Business Ideas and Projects selection
Urgencies
Team running Closure
April-June2013
“Scrum for a pilot project”
July 2013
“pilots are going well and now?”
“how can we scale the Pilot?”
200 initiative in-flight
400 person involved
We have

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Kanban Portfolio Management, a real case.

  • 1. Kanban Portfolio Management supported by Canvas, a Real Case in Wolters Kluwer Italia. Lean Kanban Southern Europe 2014 @giulioroggero www.agilereloaded.it
  • 2. December 2012 The Wolters Kluwer Italia CTO: “Can we improve our time-to-market?”
  • 3. I replied: “Yes, if we follow an evolutionary approach!”
  • 4. January-March 2013 “a Kanban Board for a pilot team” Business Ideas and Projects selection Urgencies Team running Closure
  • 5. April-June2013 “Scrum for a pilot project”
  • 6. July 2013 “pilots are going well and now?” “how can we scale the Pilot?” 200 initiative in-flight 400 person involved We have
  • 7. Visualize to share! Projects Canvas Portfolio Kanban Boards “Sala Caravaggio” A room dedicated only to Initiatives Visualization Executives meet every two weeks in this room to check impediments and to rank initiatives. All departments are involved.
  • 8. Pre-Funnel Funnel Vision and T-Shirt Sizing Business Model, Business Case, Backlog, Devel, UAT, Deploy Initiatives Gathering Initiatives Analysis and Implementation
  • 9. Example of a Kanban Card
  • 10. Vision Board Business Model Canvas Product Canvas Pre - Funnel Funnel
  • 11. We start to measure … … to monitor the effect of the transition
  • 12. May 2014 – Goals reached • Board meetings are regular and useful. • All information about project are now under control. • All company departments are involved, not only ICT! • More than 125 person, trained on Agile, Canvas and Kanban Boards, are participating to the portfolio model definition and evolution. • New roles have been identified: Demand Manager, Portfolio Facilitator. • Only one reference per Initiative: the Product Owner. • Some project have been discarded because other opportunities have been revealed by the Kanban Board. • Continuous alignment between Business and ICT on more than 180 projects. • Identified bottlenecks. • Low resistance to change. and more…
  • 13. Next Challenges Reduce WIP, sustain POs and avoid exceptions. • The Product Owner role is vital for the Flow. We are defining a path to help POs in this journey. • We are defining WIP limits monitoring a first rough estimation of them. • Cross-department ranking is still to be done. • We are preparing the 2015 budget starting from Pre-Funnel. • Initiatives KPIs have to be defined. • Initiatives Business Case definition is in draft. • We need a better way to keep aligned the room and Atlassian Jira. and more…
  • 14. Thanks to Wolters Kluwer Italia for having given the permission for this presentation @giulioroggero www.agilereloaded.it