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How to Thrive in a Fast-Paced Environment - The Art of Quarterly Strategic Planning

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It’s very common for organizations (both Line-of-Business and IT) to conduct strategic planning activity and major decision-making on an annual basis.

This might have made some sense when the pace of business was more predictable, and change was slower and gradual. But in today’s business environment, change occurs far too rapidly for that to work in most industries.

If your organization has gone agile, then, in a way, you’ve already acknowledged and adjusted to that new reality by making a conscious decision to embrace iterative, continually improving production in order to thrive in this fast pace environment.

So, if sticking to an annual strategic planning cycle simply doesn’t work anymore, then what does?

A far better option is to handle strategic Portfolio planning on a quarterly basis. But this new way of thinking implies a significant culture change…

You'll learn about:

1. Drivers for moving to quarterly planning

2. Creating a new mindset and focus on quarterly strategic planning

3. Implementing quarterly check-in on a Portfolio of projects across the Enterprise

Join us to learn ideas, techniques and best practices to help you and your organization thrive in this new fast-paced business landscape.

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How to Thrive in a Fast-Paced Environment - The Art of Quarterly Strategic Planning

  1. 1. HOW TO THRIVE IN A FAST- PACED ENVIRONMENT The Art of Quarterly Strategic Planning
  2. 2. Today’s Speaker DAN TEIXEIRA – Enterprise Transformation Lead • More than 15 years’ experience coaching organizations on Agile/Lean Business and IT practices to build mission-critical applications to meet their business objectives. • Passionate servant leader who leverages lean and agile concepts to create innovative delivery solutions. Experienced in driving successful large-scale organizational change by focusing on people and products. • Specializes in strategic planning, change management, program level agile coaching, program management, product development, metrics definition and control process adoption focusing on enabling organizations to proactively monitor and manage software development projects • Proven ability to enable businesses to successfully adopt software development methodologies and technologies to fundamentally improve the quality and predictability of deploying critical IT solutions.
  3. 3. AGENDA 01 CONTEXT/CHALLENGES 02 ANNUAL PLANNING PROCESS 03 QUARTERLY PLANNING PROCESS 04 TAKEAWAYS 05 NEXT STEPS/Q&A
  4. 4. THE PROBLEM
  5. 5. CHALLENGES • Current waterfall annual planning processes take many cycles of wasteful behavior • Results on planning is a “Wishful Thinking” committed plan which yield unreal expectations of teams • Annual Planning processes create long queues for projects yield to poor quality • Results of annual planning is project-based budgets - Create overhead and tension across the organization
  6. 6. THE SOLUTION
  7. 7. ANNUAL PLANNING PROCESS • Understand your Current Team Run Rate • Understand Business Demand for From Current Year • Delivery Roadmaps for future and Budgets • Budget Finalization • Prepare for Next Year
  8. 8. ANNUAL PLANNING PROCESS • UNDERSTAND YOUR CURRENT TEAM RUN RATE • Understand Business Demand for From Current Year • Delivery Roadmaps for future and Budgets • Budget Finalization • Prepare for next year
  9. 9. WHAT KIND OF TEAM DO WE HAVE? Understand the make-up of teams in organizations. Teams can be: • Agile Teams – Fully dedicated Scrum and Kanban teams • Cross Delivery enablement Team – Enablers to the team and release train such as RTE, Architect, etc. • Non-Agile Teams – Shared Service teams across enterprise • Waterfall Teams
  10. 10. UNDERSTAND MONEY AVAILABLE FOR SPEND 1. Understand Run Rate of each team per month continuing into next year for Agile teams and Cross Delivery Enablement Teams 2. Sum the run rates of each team into the program 3. Understand percent of dollars needed per Program from non-agile teams 4. Assume continuation of any Waterfall projects as needed 5. Sum Run Rate into Release Train and Value Stream Run rates 11
  11. 11. ANNUAL PLANNING PROCESS 1. Understand your current Team Run Rate 2. UNDERSTAND BUSINESS DEMAND FROM CURRENT YEAR 3. Delivery Roadmaps for future and Budgets 4. Budget Finalization 5. Prepare for next year 12
  12. 12. • Strategic Themes • Major Programs • Marketing • Legal / Compliance Audit • Technology • Team • Production Support 13 WHERE DO PRIORITIES COME FROM? BACKLOG
  13. 13. Portfolio Kanban 14 HOW TO ORGANIZE DEMAND
  14. 14. 15 HOW TO ORGANIZE DEMAND
  15. 15. 16 HOW TO PRIORITIZE SPEND
  16. 16. Participatory Budgeting with Business owners across the portfolio 17 HOW TO PRIORITIZE SPEND
  17. 17. 18 HOW TO PRIORITIZE SPEND
  18. 18. HOW TO PRIORITIZE SPEND 19
  19. 19. ANNUAL PLANNING PROCESS 1. Understand your current Team Run Rate 2. Understand Business Demand for From Current Year 3. DELIVERY ROADMAPS FOR FUTURE & BUDGETS 4. Budget Finalization 5. Prepare for next year 20
  20. 20. DELIVERY ROADMAPS FOR YEAR & BUDGETS • Align Epics / Project to existing teams. If new team needed, establish plan to ramp up new teams • Define work needed from non-agile teams based on historical percentage or Waterfall project work • Based on roadmap, define budgets based on: • current team run rates • new team run rates • run rate of cross delivery enablement teams • and non-agile team percentage impacts 21
  21. 21. DELIVERY ROADMAPS FOR YEAR & BUDGETS • Provide feedback on teams - ramp up if needed • Establish budgets per Value Stream, Release Train and Team based on complete business demand based on feedback • Run hypothetical on Budgets and Roadmaps based on business priorities 22
  22. 22. ANNUAL PLANNING PROCESS 1. Understand your current Team Run Rate 2. Understand Business Demand for From Current Year 3. Delivery Roadmaps for future and Budgets 4. BUDGET FINALIZATION 5. Prepare for 2019 23
  23. 23. BUDGET FINALIZATION 1. Review: • Value Stream • Release Train and Team budgets • Epic Roadmap and hypothetical with Business Owners 2. Adjust: • Budgets • Roadmaps • and Priorities • as needed to finalize Value Stream, Release Train and Team budgets 24
  24. 24. ANNUAL PLANNING PROCESS 1. Understand your current Team Run Rate 2. Understand Business Demand for From Current Year 3. Delivery Roadmaps for future and Budgets 4. Budget Finalization 5. PREPARE FOR NEXT YEAR 25
  25. 25. PREPARE FOR NEXT YEAR 1. Ramp up Teams and roles as needed 2. Continue defining and prioritizing Epics into Features 3. Kick off Delivery 26
  26. 26. TAKEAWAYS • Understanding your Run Rate of team will aid in moving to team-based funding • Use of roadmap aids in setting direction without committing to ”wishful thinking” milestones • Use of portfolio guardrails to aid in setting direction on how organization should fund things • Enable your organization to ramp up for work • Check back quarterly and commit
  27. 27. Keep the Conversation Going… • Reach out and connect with Dan https://www.linkedin.com/in/danteixeira/ Dan.Teixeira@cprime.com • Save your spot on our next webinar: From Project to Product: Project to Product: Unlocking Product Agility – With Anne Steiner – VP, Product Agility at Cprime • Check out Cprime upcoming webinars; read our blog, download whitepapers/case studies & more: • www.cprime.com/resources • Share with us what topics you are interested in, ask us questions or give us feedback! • learn@cprime.com • Follow us on Social Media and share in the conversation & keep updated on thought leadership, events & more. • www.linkedin.com/company/cprime-inc • @CprimeInc on Twitter
  28. 28. QUESTIONS?
  29. 29. THANK YOU

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