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Portfolio management lean canvas

Adapting Ash Maurya's Lean Canvas for the project managed within a portfolio. Presented at Mile High Agile 2013 and AgilePalooza Twin Cities 2013.

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agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013
Portfolio Management using the Lean
Canvas
Brad Swanson, CSC, Senior Agile Coach
brad.swanson@agile42.com
@bradswanson
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
The	
  Agile	
  Coaching	
  Company	
  
We	
  make	
  your	
  agile	
  transition	
  succeed	
  
agile42 is a market leader in providing agile transformation services to companies
looking to adopt a more efficient and adaptive way of working.
By continually refining our approach, agile42 has developed a unique and proven
framework for supporting organizations in realizing the benefits of a agile & lean
practices. We provide assessment, strategic consulting, training, and coaching to get
you results. Our customers regularly confirm that they achieve:
• Accelerated revenue generation
• Faster Return-on-Investment
• Improved technical quality
• Rapid delivery to market
• Increased team motivation
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Photo: Rory Mizen
Highest
Paid
Person’s
Opinion
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013
Adaptive Portfolio Credo: We Value...
•Optimizing the holistic portfolio over protecting
departmental budgets
•Courage to change over following a plan
•Ability to evaluate the portfolio on a frequent basis
over infrequent (i.e. annual) planning cycles
•Responding to emerging opportunities over sticking
to the plan
•Maximizing value over managing cost
•Collaborating on decisions over centralized authority
Scrum Coach Retreat, December 2011
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
1.
Problem
top	
  3	
  problems
Exis2ng	
  
alterna2ves
4.
Solu2on
top	
  3	
  features
8.	
  Key	
  
metrics
e.g.	
  AARRR
3.	
  Unique	
  
value	
  
proposi2on
Clear	
  compelling	
  
message.	
  Why	
  
makes	
  you	
  
different?	
  
2.
Customer	
  
segments
Target	
  customers
Early	
  adopters?
9.	
  Unfair	
  
advantage
Not	
  easily	
  copied	
  
or	
  bought
5.
Channels
Path	
  to	
  customers
7.	
  Cost	
  Structure
Customer	
  acquisi2on,	
  distribu2on,	
  people,	
  
etc.
6.	
  Revenue	
  streams
Revenue	
  model,	
  life	
  2me	
  value,	
  revenue,	
  
gross	
  margin
Lean Canvas: Ash Maurya
Lean	
  Canvas,	
  from	
  Ash	
  Maurya:	
  Running	
  Lean.	
  Licensed	
  under	
  Crea2ve	
  Commons-­‐AVribu2on-­‐Share	
  Alike	
  3.0
Product Market
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
BuildLearn
Measure
Minimize
time thru
the loop
Validated Learning: the Build-Measure-Learn cycle
Eric Ries: The Lean Startup
1) What do
we need to
learn?
2) How can we measure it?
3) What is the
simplest thing
to build that
would let us
measure?
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Portfolio management lean canvas

  • 1. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013 Portfolio Management using the Lean Canvas Brad Swanson, CSC, Senior Agile Coach brad.swanson@agile42.com @bradswanson
  • 2. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. The  Agile  Coaching  Company   We  make  your  agile  transition  succeed   agile42 is a market leader in providing agile transformation services to companies looking to adopt a more efficient and adaptive way of working. By continually refining our approach, agile42 has developed a unique and proven framework for supporting organizations in realizing the benefits of a agile & lean practices. We provide assessment, strategic consulting, training, and coaching to get you results. Our customers regularly confirm that they achieve: • Accelerated revenue generation • Faster Return-on-Investment • Improved technical quality • Rapid delivery to market • Increased team motivation
  • 3. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Photo: Rory Mizen Highest Paid Person’s Opinion
  • 4. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013 Adaptive Portfolio Credo: We Value... •Optimizing the holistic portfolio over protecting departmental budgets •Courage to change over following a plan •Ability to evaluate the portfolio on a frequent basis over infrequent (i.e. annual) planning cycles •Responding to emerging opportunities over sticking to the plan •Maximizing value over managing cost •Collaborating on decisions over centralized authority Scrum Coach Retreat, December 2011
  • 5. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. 1. Problem top  3  problems Exis2ng   alterna2ves 4. Solu2on top  3  features 8.  Key   metrics e.g.  AARRR 3.  Unique   value   proposi2on Clear  compelling   message.  Why   makes  you   different?   2. Customer   segments Target  customers Early  adopters? 9.  Unfair   advantage Not  easily  copied   or  bought 5. Channels Path  to  customers 7.  Cost  Structure Customer  acquisi2on,  distribu2on,  people,   etc. 6.  Revenue  streams Revenue  model,  life  2me  value,  revenue,   gross  margin Lean Canvas: Ash Maurya Lean  Canvas,  from  Ash  Maurya:  Running  Lean.  Licensed  under  Crea2ve  Commons-­‐AVribu2on-­‐Share  Alike  3.0 Product Market
  • 6. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. BuildLearn Measure Minimize time thru the loop Validated Learning: the Build-Measure-Learn cycle Eric Ries: The Lean Startup 1) What do we need to learn? 2) How can we measure it? 3) What is the simplest thing to build that would let us measure?
  • 7. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Problem Top  3  problems Exis2ng  / alterna2ve   solu2ons Customer   segments Early  adopters? Success   metrics Leading  and  lagging   indicators Possible   solu2ons Key  features  &   benefits  for   customers  &   business Business   readiness What  is  needed   to  deploy  and   support  the   solu2on? (Staff,  budget,  training,   systems,  support,  opera2ons   dependencies  on  projects/ vendors) Channels Path  to   customers Costs People,  training,  capital,  marke2ng,  etc. +  Objec2ve  jus2fica2on Business  value 1.  User  &  business  value 2.  Cost  of  Delay  (urgency) 3.  risk  reduc2on/opportunity  enablement +  Objec2ve  jus2fica2on Lean Project Canvas ProductMarket Cost  of  delay time linear delaycost 1,2,3,5,8,13,21 1,2,3,5,8,13,21 <Title  /  headline>
  • 8. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. time linear delaycost time must do now delaycost time logarithmic delaycost time intangible delaycost Cost of Delay is the cost we incur by delaying delivery of a product, due to lost revenue or unrealized cost savings. Cost of Delay profiles time fixed date delaycost Kenny Rubin: Essential Scrum
  • 9. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Problem •Distributors  don’t   know  inventory  and   must  call  to  find  it. •Extra  call  volume Exis2ng  alterna2ve   solu2ons •Call  to  find  inventory •Order  on  back-­‐order •The  compe22on Customer   segments •Distributors Success   metrics •Inventory  inquiry   calls  decline  50% •large  orders  increase   by  5% •Customer  reten2on   up  by  2%  (6  months   in) Possible   solu2ons •Integrate  ERP   inventory  to  order   system  &  web  site •Show  es2mated  ship   date  on  orders Business   readiness •Marke2ng  to   adver2se  feature •Warehouse  staff  to   test  ERP  integra2on •Setup  to  measure  #   inventory  inquiry  calls Channels •Web  site •Adver2se  to   distributors Costs •Web  site  development:  Small •ERP  integra2on  Small •Marke2ng:  Small Business  value •Large  order  increase:  $100k/year •Customer  reten2on  up  2%:  $100k/year •$50k/year  in  reduced  call  volume Example: Inventory visibility for distributors ProductMarket Cost  of  delay time linear delaycost 1,2,3,5,8,13,21 1,2,3,5,8,13,21
  • 10. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013 Business Value GameTM What is the relative value of these features of a car? 1) 30 mpg fuel economy versus 20mpg (Baseline: ) 2) leather seats 3) seating for 7 people (versus 4 people) 4) 100,000 mile warranty 5) side curtain airbags 1 2 3 5 8 13 21 5
  • 11. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Estimate the relative value of projects in a portfolio 1 2 3 5 8 13 21
  • 12. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013 Process for Business Value Ranking 1. Stakeholders and Product Owners prepare canvases. Optional: limit number per stakeholder 2. Review & validate canvases for completeness & understanding - ahead of time 3. Select appropriate group of voting stakeholders and a neutral facilitator 4. Brief “sales pitch” for each project, based on the canvas
  • 13. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013 Process for Business Value Ranking (2) 6. Choose a baseline project/canvas, assign it a mid-range point value. Can shift up/down later if necessary. 7. Business Value GameTM,1; assign the relative value of each project, without considering cost/effort (Alternative: Buy a Feature2) 8. Delivery teams estimate cost/effort. Calculate ROI, or WSJF (weighted shortest job first)3 9. Prioritize & allocate investments: (1) ROI (WSJF), (2) cost of delay (3) people/resource constraints 1agile42 2Innovation Games® 2Dean Leffingwell: Agile Software Requirements WSJF = (UV+CoD+RR|OE)/effort
  • 14. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. ROI calculation & project priority Project Total Value Effort (cost) ROI Priority? A 15 3 5 B 16 5 3.2 C 19 8 2.4 D 27 13 2
  • 15. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Project User value RR&OE value Time value (CoD) CoD profile Total Value Effort (cost) ROI Priority? A 1 1 13 15 3 5 B 13 1 2 16 5 3.2 C 3 13 3 19 8 2.4 D 21 1 5 27 13 2 *RR: Risk reduction. OE: Opportunity enablement. CoD: Cost of delay ROI calculation & project priority
  • 16. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Photo: Rory Mizen Highest Paid Person’s Opinion No HiPPOs allowed ! Brad Swanson, CSC, Senior Agile Coach brad.swanson@agile42.com @bradswanson http://www.agile42.com/en/blog/2013/04/11/lean-project-canvas/