Agile Portfolio Planning


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  • Like the briefing (would love to hear the voice track)... use of the word 'then' on slide 3 where you really mean to say 'than' is distracting.
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Agile Portfolio Planning

  1. 1. Agile Portfolio Management<br />
  2. 2.
  3. 3. Terminology<br />PSI = Potentially Shippable Increment<br />1 PSI = 4 Sprints<br />Sprint = 2 Weeks<br />Epic = 8 weeks or greater & less then a year<br />Can be architectural/infrastructure/ customer related<br />Feature = Less then 8 weeks and customer facing<br />Enabler = Less then 8 weeks and non customer facing<br />Story = Less then 2 weeks<br />Roadmap = collection of PSI’s<br />Portfolio = Everything that needing to be worked on<br />
  4. 4. Scaled Agile Delivery Model<br />Portfolio<br />©2010 Leffingwell, LLC. <br />Reproduced with permission<br />Epic Roadmap<br />Epic1<br />Epic 2<br />Investment Themes<br />Portfolio Backlog<br />Epics<br />fit in time boxes<br />Architecture<br />evolves continuously<br />Architecture & Technology Roadmap<br />PLMT<br />Enabler 1<br />Enabler 2<br />Program<br />Roadmaps<br />Features & Enable Development<br />Rough Planning<br />FeatureBriefs<br />SI&T<br />Epic Project Backlog<br />Enabler 1<br />Enabler 3<br />CustomerTeams<br />Team Backlog<br />Train Planning<br />Feature 1<br />Feature 3<br />Train Planning<br />Features & Enablers fit in PSI’s<br />Feature 2<br />Feature 4<br />Release Planning<br />Release Planning<br />Release Managment<br />Nonfunctionalrequirements<br />Enabler 2<br />Enabler 4<br />(<br />Features and components<br />Team<br />Storiesfit in sprints<br />(Implemented by) Tasks<br />Product Owner<br />Stories<br />Team Backlog<br />Scrum/Agile<br />Master<br />Demo<br />Demo<br />Plan<br />Plan<br />Demo<br />Plan<br />NFRs<br />Pods of ~3-12<br />Scrum Teams<br />Spikesare research, design, refactor Stories<br />Stories<br />Team Backlog<br />Demo<br />Demo<br />Plan<br />Demo<br />Plan<br />Plan<br />Developers & Testers<br />NFRs<br />Sprints<br />Sprints<br />See and Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley. 2011<br />
  5. 5. Business KanbanSystem<br />Problem/Solution Needs<br />Portfolio<br />Roadmap<br />Team Draft<br />Investment Allocation<br />A<br />A<br />A<br />A<br />B<br />B<br />B<br />A4<br />A4<br />A4<br />B<br />A1<br />C<br />C<br />A2<br />A2<br />A2<br />C<br />C<br />A2<br />D<br />D<br />D<br />A3<br />A3<br />A3<br />A3<br />E<br />A4<br />A4<br />A4<br />A1<br />E<br />A2<br />A2<br />A2<br />A1<br />A2<br />A2<br />A2<br />A1<br />F<br />PSI 1<br />PSI 2<br />PSI 3<br />PSI 4<br /><ul><li>Acquisition impact
  6. 6. New business opportunity
  7. 7. Problem with existing solution
  8. 8. Opportunity for cost savings or operational efficiency
  9. 9. Investment by unit/product
  10. 10. Yearly and/or PSI
  11. 11. No Limit
  12. 12. Epic list
  13. 13. Estimated in large story points
  14. 14. Prioritized by business value and dates
  15. 15. Teams draft what they want to work on
  16. 16. Reviewed against Investment Allocation
  17. 17. Teams identify dependencies</li></ul>WIP<br />Limit<br /><ul><li>WIP Limits
  18. 18. Break Epic into Enablers and Features
  19. 19. Solution alternatives
  20. 20. Collaborate with Teams and Architects
  21. 21. Identify targeted PSI’s
  22. 22. Review Organizational Investment Theme Allocation
  23. 23. Updated story point estimates</li></li></ul><li>Allocate<br />Prioritize<br />Team Draft<br />
  24. 24. Stratus Demo<br />
  25. 25. Dean Leffingwell<br />Stephen Chin<br />
  26. 26. Chad “Agile Ninja” Holdorf<br />Hi, my name is Chad Holdorf and I call myself the Agile Ninja (formally know as the UberScrumMaster). One day I saw a job posting on Rally for an UberScrumMaster and thought that sounded like a fun job. As I read the description I thought it sounded a lot like me. <br />I work for a large manufacturing Fortune 100 company in Des Moines IA as an Agile Process Pro. I’m not sure that is the right title, but my role is to roll out and support Agile to the organization.<br />The challenges I blog/tweet/talk about are related to how the organization I work in is tailed around hardware and waterfall processes. This drives me bonkers! <br />I’ve been applying Agile practices since Feb08. As an Agile Coach, I orchestrated the first large-scale Agile transformation within the company. This project included over 200 people and 30+ managers and was initiated, successfully, just four months prior to a critical product launch. I specializing in organizational change, optimization, efficiency and business value delivery, I make organizations better. Today 600+ people are practicing what I call “Scaled Agile Delivery Methodology” within the company I work for.<br />