Portfolio for JIRA & Kanban: How Thrillist Manages Their Product Roadmap

1. MIKE SOLOMON • PRODUCT MANAGEMENT LEAD • THRILLIST Portfolio for JIRA & Kanban How Thrillist Manages Their Product Roadmap

2. When will this talk be done?

3. Estimating is tough.

4. Estimating with accuracy is tough.

5. Strategy ReviewPlanning Problems Reporting NeedsDependenciesUnknowns Availabilities

6. JIRA Software w/ Kanban Portfolio

7. Backlog In Progress (1) Done Kanban Board KANBAN PORTFOLIO CONCLUSION Q&A

8. Backlog In Progress (1) Done Kanban Board PORTFOLIO KANBAN CONCLUSION Q&A

9. • Big cool statistic • 2,56 9 • Add-Ons in Marketplace What is Kanban?

10. • Big cool statistic • 2,56 9 • Add-Ons in Marketplace Kanban is Flexible

11. • Big cool statistic • 2,56 9 • Add-Ons in Marketplace Kanban is Fast

12. • Big cool statistic • 2,56 9 • Add-Ons in Marketplace Kanban is Simple

13. • Big cool statistic • 2,56 9 • Add-Ons in Marketplace

16. Work In Progress Limit

17. Focus ID Bottlenecks Priority Work In Progress Limits

18. Managing the Backlog

23. Kanban Cadences Replenishment Meeting info Delivery Planning Meeting Quarterly Kanban Meeting Risk Review Strategy Review change Weekly Daily Bi-Weekly Monthly Per Delivery Monthly info change info change change info change info Service Delivery Review Operations Review change info change info change info change info

24. Kanban Cadences Replenishment Meeting info Delivery Planning Meeting Quarterly Kanban Meeting Risk Review Strategy Review change Weekly Daily Bi-Weekly Monthly Per Delivery Monthly info change info change change info change info Service Delivery Review Operations Review change info change info change info change info

25. Kanban Cadences Replenishment Meeting info Delivery Planning Meeting Quarterly Kanban Meeting Risk Review Strategy Review change Weekly Daily Weekly Weekly Per Delivery Weekly info change info change change info change info Service Delivery Review Operations Review change info change info change info change info

34. Kanban Cadences Replenishment Meeting info Delivery Planning Meeting Quarterly Kanban Meeting Risk Review Strategy Review change Weekly Daily Weekly Weekly Per Delivery Weekly info change info change change info change info Service Delivery Review Operations Review change info change info change info change info Are we doing the right thing?

35. Kanban Cadences Replenishment Meeting info Delivery Planning Meeting Quarterly Kanban Meeting Risk Review Strategy Review change Weekly Daily Weekly Weekly Per Delivery Weekly info change info change change info change info Service Delivery Review Operations Review change info change info change info change info Are we doing the right thing? Are we doing things right?

36. Kanban Cadences Replenishment Meeting info Delivery Planning Meeting Quarterly Kanban Meeting Risk Review Strategy Review change Weekly Daily Weekly Weekly Per Delivery Weekly info change info change change info change info Service Delivery Review Operations Review change info change info change info change info Are we doing the right thing? Are we doing things right? Getting stuff done.

38. Quarterly Planning What-If Scenarios: Estimate: Scope: Compile features and emerging opportunities into a list in Portfolio Review list of upcoming projects with team for high-level estimates. Shufﬂe priorities, add virtual team members, shave scope.

39. Scope Estimate What-If Scenarios Gather requests from all departments. Organize items into Portfolio by Initiative, Epic, Story. Prioritize items.

42. Scope Estimate What-If Scenarios Gather requests from all departments. Organize items into Portfolio by Initiative, Epic, Story. Prioritize items.

43. Estimation sessions with each team. Flag and record dependencies. Account for team availabilities. Scope Estimate What-If Scenarios

46. There are known knowns. These are things that we know. There are known unknowns. That is to say, there are things that we know we don’t know. But there are also unknown unknowns. There are things we don’t know we don’t know. DONALD RUMSFELD, 2002 “ ”

48. Estimation sessions with each team. Flag and record dependencies. Account for team availabilities. Scope Estimate What-If Scenarios

49. Scope Estimate What-If Scenarios Shufﬂe priorities. Add virtual team members. Shave scope.

55. • Big cool statistic • 2,56 9 • Add-Ons in Marketplace Push to Boards

58. Kanban Cadences Replenishment Meeting info Delivery Planning Meeting Quarterly Kanban Meeting Risk Review change Weekly Daily Weekly Weekly Per Delivery Weekly info change info change change info change info Service Delivery Review Operations Review change info change info change info change info Strategy Review

60. Weekly Planning Take Action: Flag Risks: Track: Review the real-time status of each project across teams. Highlight projects that are pacing late. Discuss new dependencies. Adjust prioritization, shave scope, allocate resources.

61. Track Flag Risks Take Action Visualize status of current work across teams. View any hierarchy level. Filter by project, team, theme, release, and more.

64. Track Flag Risks Take Action Visualize status of current work across teams. View any hierarchy level. Filter by project, team, theme, release, and more.

65. View releases that are slipping and highlight their dependencies so that action can be taken. Track Flag Risks Take Action

69. View releases that are slipping and highlight their dependencies so that action can be taken. Track Flag Risks Take Action

70. Track Flag Risks Take Action Shufﬂe priorities. Add virtual team members. Shave scope.

75. Track Flag Risks Take Action Shufﬂe priorities. Add virtual team members. Shave scope.

79. Strategy ReviewPlanning Problems Reporting NeedsDependenciesUnknowns Availabilities

80. JIRA Software w/ Kanban Portfolio

81. Thank you! MIKE SOLOMON • PRODUCT MANAGEMENT LEAD • THRILLIST

Portfolio for JIRA & Kanban: How Thrillist Manages Their Product Roadmap

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Portfolio for JIRA & Kanban: How Thrillist Manages Their Product Roadmap