Session will have different aspects of the Agile Portfolio Management. Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan. Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management: Work Management Capacity Management Financial Management Value Management Continuous planning Continuous Visibility APM session will help you look at the portfolio in different way; and help you outpace changing business.

1. RUBBER MEETS THE ROAD
Alhad Akole
1st – 3rd December, 2017 | Westin, Hyderabad, INDIA
All opinions mentioned in the talk are my own and not representative of my organization

2. Standard Disclaimer
• Royal Dutch Shell plc
• Royal Dutch Shell plc is incorporated in England and Wales, has its headquarters in The Hague and is listed on the London, Amsterdam, and New York stock exchanges.
Shell companies have operations in more than 100 countries and territories with businesses including oil and gas exploration and production; production and
marketing of Liquefied Natural Gas and Gas to Liquids; manufacturing, marketing and shipping of oil products and chemicals and renewable energy projects. For
further information, visit http://www.shell.com
• Disclaimer statement
• This announcement contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements
other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations
that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results,
performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements
concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts,
projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’,
‘‘expect’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’, ‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’, ‘‘goals’’, ‘‘should’’ and similar terms and
phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those
expressed in the forward-looking statements included in this Report, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in
demand for the Group’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserve estimates; (f) loss of market and industry competition; (g)
environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and
completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and
regulatory developments including potential litigation and regulatory effects arising from recategorisation of reserves; (k) economic and financial market conditions in
various countries and regions; (l) political risks, project delay or advancement, approvals and cost estimates; and (m) changes in trading conditions. All forward-looking
statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should
not place undue reliance on forward-looking statements. Each forward-looking statement speaks only as of the date of this document, (2-Dec-2017). Neither Royal
Dutch Shell nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future
events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements
contained in this document.
• The United States Securities and Exchange Commission (SEC) permits oil and gas companies, in their filings with the SEC, to disclose only proved reserves that a
company has demonstrated by actual production or conclusive formation tests to be economically and legally producible under existing economic and operating
conditions. We use certain terms in this presentation, such as “oil in place" that the SEC's guidelines strictly prohibit us from including in filings with the SEC. U.S.
Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575 and disclosure in our Forms 6-K file No, 1-32575, available on the SEC website
www.sec.gov. You can also obtain these forms from the SEC by calling 1-800-SEC-0330.

3. In Nutshell …

4. Solving Agile Puzzle

5. What is Agile?
Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

6. Scrum In A Nutshell
Marketable
Features
(MMF)Collaborative Feedback Multiple small iterations TEST EARLY & OFTEN
Production ready systemContinuous Integration
Increase in ROI
Improve Productivity and
Quality
Faster Time to Market

7. How We Work?
18-01-20187

9. Agile Portfolio Management
Why Agile Portfolio Management is important?

10. Why Portfolio Level Management?
Are We Working
On The Right
Things?
When Will These
Features Or
Projects Be
Delivered?
Lack Of Visibility?
Poor Release
Planning?
Inconsistent Cost
Tracking?
Risk of Strategic
Misalignment?

11. How To Survive Disruption?
“We can’t solve problems by
using the same kind of thinking
we used when we created them”
- Albert Einstein
 Embrace a Lean-Agile mindset
 Implement Lean-Agile practices
 Lead the implementation
 Get results

12. What Executives Do Differently?
Learn Fast Pivot Early Driven By Vision
Systems
Thinking
Embrace Lean Value Focused
One Team, One
Goal
Relentless
Improvement-
Inspect & Adapt
Decentralized
Decision Making
Lead The Change

13. Visibility Requirement
Agile work
Portfolio
Program
Team
Agile
Team
SM/PO PMO
Director
Exec Mgmt.
Stakeholders
•Sense and respond to
change
Business
•Optimize for Business
ValuePortfolio
•Deliver Value FasterDelivery
Air sandwich

14. Focus Areas of Management Vs Agile Teams
Category Executive Management Agile Teams
Execution Style “What” To Do “How” To Do It
Objective
Strategic Alignment & Meeting Business
Needs
Responding Quickly to Market
Planning Predictive & Prescriptive Iterative & Incremental
Roadmap &
Release Visibility
2 to 4 Quarters (~ 6 to 12 Months) 2 Sprints (~ 4 Weeks Out)
Terminology
Timelines • Roadmaps • Priorities Release
Dates • Strategy • Alignment
User Stories • Epics • Velocity
Story Points • Tasks • Sprints
Desires Quicker Time-To-Market • Reduced Costs • Higher Product Quality

15. Portfolio Management
For Adaptive Mind-set

16. Lean And Agile At Rescue
• Adaptive mindset and light-weight processes
• Lean and Agile practices are increasingly helping on this front
• Create Realistic, High level
execution plans in support of
strategy changes
• Quickly reallocate teams to
optimize business value as new
opportunities arise
• Apply funds at right place fast
enough to be effective
• Foster organization’s capability
to deliver faster
Portfolio Planning
Portfolio Performance
(Strategy meets Execution)
Value
Manageme
nt
Work
Manageme
nt
Capacity
Manageme
nt
Financial
Manageme
nt
Feedback
Feedback
Demand Value Creation Supply Constraint

17. Portfolio Mindset Shift
Scheduled Focused Value Focused
Project Funding Incremental Funding
Large Upfront Planning Continuous Planning
Allocate FTEs To
Projects
Allocate Features To
Teams
Risks And Returns Time To Market
Legacy Mindset Adaptive Minded
Focus on
planning and
tracking work for
Value Creation,
judge infinite
demand, limited
capacity,
financial
constraints

18. What is required for Adaptive Mindset?
Portfolio Management
Value
Management
Portfolio
Demand
Capacity
Management
Where Value
Creation
Happens
Financial
Management
Money Matters
And
Constrains Plans
Work
Management
Matches
Portfolio Supply
With Portfolio
Demand

19. Benefits Of Agility at Portfolio Level
Create Realistic, High-level Execution Plans In Support Of Strategy Changes
Quickly Reallocate Teams To Optimize Business Value As New Opportunities
Arise
Apply Funds To The Right Places Fast Enough To Be Effective
Foster Your Organization’s Ability To Deliver Value Faster

20. As a Result: you’ll
Increase Your
Investment
Returns
Decrease Time
To Market
Deliver What
Your Customer
Wants
Make Better
Decisions
Going Forward

21. Value Management

22. Value Management
Value Over Requirements
To mitigate disruption, Organizations need to be disciplined
in determining the value they want to deliver and saying
“no” to requirements that have no validated value attached
to them. “If you only quantify
one thing, quantify
the cost of delay.”
Don Reinertsen, The Principles of
Product Development Flow

23. What is Value?
Value
Cost
Saving
New
Revenue
Complian
ce
Customer
Satisfacti
on
Employee
Happines
s
Stakehold
er Value
Revenue
Retention
 How do you reliably define Customer Value?
 How do you measure value created by
Organization?
 What Value Metrics should be used?
We can reliably measure
Value!
Business Value-
Product Owners
Product Managers

24. Economic Framework For Decision Making
Cost Of Delay
Minimum
Viable Product
(MVP)
Deliver Early MBSE
Value Stream
Mapping
Cycle time Cost
Value
Development
Expense
Risk

25. Work Management
Work management is where value creation happens

26. Work Management
Work Management is where value creation happens; where rubber meets
the road between demand (value) and supply (Capacity)
Business As Usual
Keep the Lights
On
Accomplish the
tasks
Value Delivery
Outcome Based
IP
Differentiating
Value
BAU/KLTO
Innovation
Design Thinking
Hackathons
Customer Experience

27. Portfolio Agility
“The core value proposition for portfolio management tools supports
balancing demand to maintain the velocity needed for continual delivery.”
The Forrester Wave™: Portfolio Management for the Tech Management Agenda, Q1 2015; Forrester Research, Inc.
49%
19%
9%
15%
8%
PORTFOLIO- WORK MANAGEMENT
Experiments
Differentiation
Neutralization
Productivity
Waste
Portfolio agility can make a
tremendous difference in helping
teams deliver value faster by
optimizing
utilization and value-based
delivery, rather than maximizing
utilization and forcing too much
work in process.

28. Follow The Work, Not The Workers
• Focus on smaller batches of work to get early feedback
• Small batches also gives freedom to pivot to more important work
Smaller Batch Size
• Retain Knowledge workers by fostering innovation work.
• Schedule Hackathons on regular basis
Schedule Innovation
Time
• Focus on the highest value work for your current initiatives
• Have the courage to stop work no longer valuable or adjust current
work to be more valuable
Optimize work
allocation for value
• Stop Starting and Start finishing to maximize flow of value.Limit WIP
• Continuous delivery (aided by DevOps) enables faster benefits of
realization.
Build a continuous
delivery capability

29. Decentralize Decision Making
“In order to make informed decisions, data has to be accurate and up to date.”
Forrester Research, Inc.
• Decentralizing many decisions to the people closest to the work.
• But need centralized tool for decision making – like JIRA, VersionOne, Rally, etc.
• Make Clear the need to see across all teams so teams know that their efforts will lead
to higher business value
• Adequate slack time can be scheduled to foster innovation
• A single system of record to define all levels of value and to track value creation-
Planning to execution view to give value creation status in real time

30. Capacity Management
Modern capacity planning

31. Follow The Work, Not The Workers
#Source CA Portfolio Management
• Nurture your people to protect your innovation potential
• Autonomy, mastery and purpose (Nice to see video -
”RSA ANIMATE- Drive- The surprising truth about what
motivates us”)
• High Employee Engagement, meaningful, rewarding
work

32. Modern Capacity Planning
Team as the Resource Unit Roughly Right Continuous Planning Cadence
Matching Supply to Demand Tolerance for Incomplete Data

33. Team As The Resource Unit
A cross-functional team that can deliver
entire features without dependencies on
other teams.
Feature
Team
Teams that build domain services and
tools in support of feature teams.
Component
team
Many organizations have specialists or
experts in domains like user experience
(UX), DBA, architecture and data science.
Expert Team
Types Of Teams:
MorePreferred

34. Roughly Right Principle
 Match level of precision and confidence with
planning horizons
 Compare capacity (supply) and value
(demand)
 Centralize decision making- Long last decisions
 De-centralize all other decisions
 Frequent decision
 Time critical decision
 Requiring local information
 Teams need both the authority and
accountability to plan at a more refined level
Any inefficiency of decentralization costs less
than the value of faster response time
—Principles of Product Development Flow, Don Reinertsen
Requirements
complete
Design
complete
Planned
deploymentPoint
solution
Actual Solution
No time
to fix

35. Continuous Planning Cadence
Business strategy
(3–5 years)
Long-range business
commitments
(1–3+ years)
Forecasting and budgeting
(12–18 months)
Prioritization and value
delivery
IT/Engineering
(<3 months–9 months)
Each planning cadence has different
decision-making focus
Quarterly planning cadence better hits targets
 Shift From once-a-year event
to Quarterly Planning
 Revisit business
commitments, forecasting
and budgeting decisions
 Useful for Prioritization and
value delivery planning

36. Matching Demand To Supply
Value network: matching supply delivery streams to demand business value
streams
 Value Systems represent how E2E
scenarios of delivering Value to customers
and stakeholder, collaborating with them
to create differentiating solutions
 In an Enterprise, it can be complex system
involving multiple business units- new
capacities, enhancements, changes, or
just fixes
 Visualizing a value network exposes
interactions across projects, programs to
better match supply and demand
 Initiatives, features helps connect
network
 Visualizing a value network by separating
delivery streams from business value
streams makes utilization of available
supply much clearer

37. Tolerance of Incomplete Data
 The cost of delay can be so high that you have no
choice but to get comfortable with operating on good-
enough data.
 Leader to strive for Making Roughly Right Decisions
using imperfect information
 Cadence based planning helps uncertainty tolerable
 Opportunity for frequent Inspect & Adapt
Demand-side
tolerance
Supply-side
tolerance

38. Financial Management
Funding innovation and agile capitalization principles

39. • Development team
• Code base
• Application technology stack
Funding Innovation And Agile Capitalization Principles
Innovation is no longer optional and should be treated like other strategic investments.
Limitations of traditional approaches
• Funding Project for duration of project/ program
Traditional
Project or
Program
• Business outcome
• Funded cost
• Target date
• Development team
• Code base
• Application technology stack
• Business outcome
• Funded cost
• Target date
• Decide Investment Strategy each
year Vs Area of Business
• The shift is to allocate budget
portions to capacity (aka stable
teams and delivery groups) rather
than to projects
• Smaller batches & continuous
planning cadences
• Funds are tied to mostly fixed
capacity
• Educated CFOs can increase their
CAPEX/OPEX ratio when projects are
done using agile practices.
Managed for long- and short-term
lifecycle benefits; may support other
projects/programs now and in the future

40. Agile Portfolio Management
Benefits

41. Agile + Portfolio Management Benefits
Keep Everybody
Aligned with
Organizational
Priorities
Create a Pre-
Backlog to Keep
Everyone on the
Right Path
Track Time and
Costs
Consistent
Reporting for All
Projects
Get a Single Source
of Truth
Consolidate
Resource Planning
and Management
Increase Strategic
Alignment
Better Visibility
and Planning
Accurate Cost
Tracking
Detailed Resource
Planning and
Management
Consistent
Reporting and
Metrics

42. Goal Without Plan Is A Wish List
Do you struggle
determining what
matters most?
Do you find it hard to
say “no?”
Are you delivering
value at a satisfactory
rate?
Are you limiting WiP
to accelerate value
delivery?
Are all your teams
working in alignment
with strategic
objectives?
Are you getting full
and accurate visibility
into the work?
Can you quickly
detect which teams
can be reallocated to
new opportunities?
Establish
Flow
Deliver
Value
Build
Capability

43. Q & A

44. References:
1 “Fighting The ‘Air Sandwich’: Aligning For Success,” Jim Kalbach
2 “The Principles of Product Development Flow,” Don Reinertsen
3 Tuckman’s stages of group development
4 The Impact of Agile Quantified, CA Technologies
5 “Why Agilists Should Care About Capitalization,” Dan Greening
6. Agile Portfolio Management, White Paper – CA Technologies
7. www.innotas.com/solutions-agile
Thank
You

45. Alhad Akole
Agile Coach,
Shell
91 77 55 99 0719
aakole@gmail.com
https://www.linkedin.com/in/alhad-akole-7270095/
Thank You