Features Forrester analyst Margo Visitacion talking about Agile Portfolio Management and the basics you need to know to make your portfolio successful.

1. STRATEGIC
PORTFOLIO
MANAGEMENT 101:
Getting started with outcome-oriented
portfolio management
…

2. © 2018 FORRESTER. REPRODUCTION PROHIBITED.
Margo Visitacion
Margo is a vice president and principal analyst helping enterprise architecture professionals
shift their focus from technology standardization and cost reduction to customer-driven
technology capabilities. Her research focus is on scaling Agile to the enterprise; strategic
portfolio management as a means to propel business strategy; and program management
offices and techniques to enable fast, connected businesses. Margo also covers collaborative
work management.

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Course Syllabus
› Digital changes everything
› Portfolio management 101 in the digital age
› Seven elements that build agility into portfolio management
› Recommendations

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Customers at the center of corporate digital strategy

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• 33% organization now investing in public cloud
• SaaS: 22% Annual growth
• IaaS: 18% Annual growth
Public Cloud
Adoption
• Changing major industries – healthcare, financial services, insurance
• Global investment @ 40% in 2018
• 41% external threats are due to software vulnerability
AI, IoT, Cyber-
Security
• Robotic Process Automation – eliminate 9% jobs
• 50% organizations implemented DevOpsAutomation
Digital transformation changes everything

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Digital transformation forcing organizations to adopt
new business models to respond to customers
› 34% are changing company organizational
structure
› 33% are updating processes to complement
business model (e.g. waterfall development to
agile)
› The top 3 priorities: grow revenue, improve
experience of customers and improve products
and services
Base: 18,277 decision-makers and influencers
Source: Forrester’s Global Business Technographics Priorities and Journeys Survey, 2017
Constant disruption requires greater anticipation

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Less than of half projects have
sufficient transparency
Less than half of teams deliver on time
and with consistent quality
Forrester Business Technographics 2017 Developers Survey

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Course Syllabus
› Digital changes everything
› Portfolio management 101 in the digital age
› Seven elements that build agility into portfolio management
› Recommendations

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Portfolio Management – Back to School

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Traditional planning doesn’t support digital
$ $ $ $ $
$ $ $ $ $
$ $ $ $ $
$ $ $ $ $Claims Agents Policy
Annual initiatives
Bottom-up list of wishes/projects
Ask for
“tentative estimates.”
Mission statement
$$$$$
$$$$$
$$$$$
$$$$$
$$$$$
$$$$$
$$$$$
$$$$$
Executives
chokes on the
total cost.
Budget wars
reach a
“negotiated
settlement.”

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Elements of traditional portfolio management
Funnel Assess
Trade off
Analysis
Backlog Monitor
Demand Management
“Feed the funnel”
Portfolio Management
“Selecting for value”
Resource Management
“Capacity to deliver value”
“What” You Do; Pick the right initiatives
(Strategic)
Portfolio Review
“Maintaining velocity for the best value”
Execute
“Executional Excellence”
“How” You Do It: Deliver the right work –
right (Tactical)
Retro-
spective

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Customer-obsessed portfolio management
Influence Ability

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Using Kanban In Portfolio Management
Demand Mgmt Prioritize/Capacity Performance/Execution

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Source: “The Agile Planning Ecosystem Takes Center Stage” Forrester report
New approaches support continuous delivery

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Essential Elements Of Portfolio Management

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Course Syllabus
› Digital changes everything
› Portfolio management 101 in the digital age
› Seven elements that build agility into portfolio management
› Recommendations

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Identify themes (objectives) and key results
Improve market
presence through
new products
Sales
Expand sales in
current markets by
25%
% net new
customers in
existing markets
Product
management
Launch new mobile
product by 2018
% successfully
delivered features
Marketing
Increase marketing
campaigns per
advertiser from 2 to
5
% Lead to close
conversions
Objective
Organization Key Results KPI

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2. The Change Request Funnel
Portfolio Contents
Programs
Initiatives
Epics
Consolidation at portfolio level
brings:
• Transparency
• Optimized Assessment
• Opportunity For Fast Feedback
• Auditability

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3. Assessment
Value
Capabilities Alignment
Cost
Risk
Investment
Return
Value
Risk
Type
Availability
Capa-
city
Ability
Approach
Cadence
Time to
Realize
Controls
Feedback
ImpactMeasures
Context

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4. Trade-off Analysis
Analyzes Best Case Worst Case Scenario Based On Cost, Risk and Capacity
Value Risk

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5. Backlog
• Prioritized list of strategic initiatives,
architectural enablers, business, technology
requirements
• Products, features, or services.
• Revisit on a consistent, periodic basis as
work comes in and priorities change.

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6. Performance Monitoring
Cadence –
Monthly: Portfolio
Performance
Quarterly: Roadmap
reviews
Communication -
Command Center for
Planning/Delivery
Ecosystem
KPIs –
Mixture of
Effectiveness/Efficiency
Use Themes To Build
Traceability
Automation -
Essential for Accuracy
Integration and Data
Analysis Are Priorities

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7. Retrospective
• Monthly and quarterly reviews
Organic
• Promotes accountability
• Refines prioritization
Value Realization
• Feedback
• Guidance
Collaborative

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Course Syllabus
› Digital changes everything
› Portfolio management 101 in the digital age
› Seven elements that build agility into portfolio management
› Recommendations

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Final Exam
› Use data to break down the silos among business and tech leaders.
Data insights unite planning priorities. Careful data governance focuses on
creating traceability between strategic themes and actual execution can bring
clarity to what's important.
› Get the right portfolio management skill set. Portfolio managers have
distinctly different skills than project managers. They need to combine skills
from multiple functions and possess an entrepreneurial and innovative spirit
that helps identify opportunities and anticipate risks to deliver on a portfolio's
objectives.
› Use capability mapping and value streams for collaborative portfolio
optimization. Use architectural frameworks, business models and business
capability maps to identify the impact of a strategic decision on the operating
model and on every type of resource.

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31
Top Down
• Strategic Alignment
• Prioritization of
projects and requests
Bottom Up
• Usability & Adoption
• Collaboration
The KeyedIn Difference
Making projects work for you
The “Why”
• Portfolio Level Planning
• Centralized Resource
Staffing
• What-If Scenario Planning
• Project Workflows
• Task Management and
Execution
• Gantt Charts and Scheduling
• Reporting and Dashboards
The “How”

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32
Strategic Portfolio Management in Practice

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?QUESTIONS?
Contact Margo Visitacion
mvisitacion@forrester.com
Contact KeyedIn
E-mail – info@keyedin.com
Twitter - @KeyedInProjects
www.keyedin.com
www.forrester.com