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Cadenced Flow:
Portfolios & Roadmaps
Cat Swetel & Matt Barcomb
@catswetel @mattbarcomb
Issues with typical portfolio planning
Applying optionality to a portfolio
Thinking in terms of information value
Using fl...
Traditional
Portfolio
Planning
Planning for
mass construction
Planning for
scientific research
Routine
manufacturing
Complex
manufacturing
Physical
product dev.
Spectrum of
knowable stuff
Scientific
research
Mass
cons...
Shift the focus
You’re going
to spend (at
least)this
amount
regardless of
investment
model...
Portfolios:
from projects to products
Migration
patterns:
from projects
to products
Big projects
Single
Segments
Microfolios
Your
portfolio as
options
Like a sales
funnel
Information
discovery
funnel
Your portfolio
as options
Ideation Prototype Pilot Prod
Not yet validated
High uncertainty Uncertainty
decreased
Validated
Options
MVPs/Projects are options
triggers: starting/stopping heuristics (context, events,
rules of thumb)
information val...
Options
MVPs/Projects are options
triggers: starting/stopping heuristics (context, events,
rules of thumb)
information val...
Information
Value of
Options
Tomorrow’s
Core Business
Today’s Core
Business
Keep the
lights on
Focus
Low risk
Big investment
Lots of small,
high risk/h...
But how do you
actually use an
options-based
portfolio?
Team A
Team B
A starting structure
Team A
Team B
Readiness
Infras
Readiness &
Infrastructure
Team A
Team B
Readiness
Infras
On
Horizon
Coming
Soon
Up
Next
Current
Goal
In
Use
Time-based flow
Team A
Team B
Readiness
Infras
On
Horizon
Coming
Soon
Up
Next
Current
Goal
In
Use
HBD
Here be dragons!
Team A
Team B
Readiness
Infras
On
Horizon
Coming
Soon
Up
Next
Current
Goal
In
Use
HBD
things we do
now and again
for reaso...
Team A
Team B
Readiness
Infras
On
Horizon
Coming
Soon
Up
Next
Current
Goal
In
Use
HBD
things we do
now and again
for reaso...
Roadmap metrics
Cycle Time and/or
Lead Time
Lead Time
Cycle Time
Team A
Team B
Readiness
Infras
On
Horizon
Coming
Soon
Up
...
Roadmap metrics
Cycle Time
and/or
Lead Time
Portfolio metrics:
churn
Ideation Prototype Pilot Prod
Churn
Churn
Churn
Discover
viability
of ideas at
lowest
possible
co...
Portfolio metrics:
risk and experimentation
Portfolio metrics:
cost of delay
“Whenever we pay less than this
amount for time we are improving the
economics of a proje...
Transitioning traditional portfolios
Working with a variety of options
How to use information value to inform
Starting a f...
Questions?
Cat Swetel Matt Barcomb
@catswetel @mattbarcomb
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CF - Portfolios and Roadmaps

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Talk given at DSM Agile on using a Cadenced Flow approach to planning portfolios and roadmaps

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CF - Portfolios and Roadmaps

  1. 1. Cadenced Flow: Portfolios & Roadmaps Cat Swetel & Matt Barcomb @catswetel @mattbarcomb
  2. 2. Issues with typical portfolio planning Applying optionality to a portfolio Thinking in terms of information value Using flow-based roadmaps to deliver Example metrics for portfolios & roadmaps How we’ll spend the time
  3. 3. Traditional Portfolio Planning
  4. 4. Planning for mass construction
  5. 5. Planning for scientific research
  6. 6. Routine manufacturing Complex manufacturing Physical product dev. Spectrum of knowable stuff Scientific research Mass construction Software product dev. Enterprise ERP impl. Known about problem Response to unknowns Amount of unknowables
  7. 7. Shift the focus
  8. 8. You’re going to spend (at least)this amount regardless of investment model... Portfolios: from projects to products
  9. 9. Migration patterns: from projects to products Big projects Single Segments Microfolios
  10. 10. Your portfolio as options Like a sales funnel Information discovery funnel
  11. 11. Your portfolio as options Ideation Prototype Pilot Prod Not yet validated High uncertainty Uncertainty decreased Validated
  12. 12. Options MVPs/Projects are options triggers: starting/stopping heuristics (context, events, rules of thumb) information value of options Options: start/stop heuristics
  13. 13. Options MVPs/Projects are options triggers: starting/stopping heuristics (context, events, rules of thumb) information value of options Options: start/stop heuristics e.g. $$$ or market readiness leading indicators pilot’s checklist
  14. 14. Information Value of Options
  15. 15. Tomorrow’s Core Business Today’s Core Business Keep the lights on Focus Low risk Big investment Lots of small, high risk/high reward bets Pay less to obtain information early
  16. 16. But how do you actually use an options-based portfolio?
  17. 17. Team A Team B A starting structure
  18. 18. Team A Team B Readiness Infras Readiness & Infrastructure
  19. 19. Team A Team B Readiness Infras On Horizon Coming Soon Up Next Current Goal In Use Time-based flow
  20. 20. Team A Team B Readiness Infras On Horizon Coming Soon Up Next Current Goal In Use HBD Here be dragons!
  21. 21. Team A Team B Readiness Infras On Horizon Coming Soon Up Next Current Goal In Use HBD things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons Define explicit policies
  22. 22. Team A Team B Readiness Infras On Horizon Coming Soon Up Next Current Goal In Use HBD things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons things we do now and again for reasons 12 22 Limit work in progress
  23. 23. Roadmap metrics Cycle Time and/or Lead Time Lead Time Cycle Time Team A Team B Readiness Infras On Horizon Coming Soon Up Next Current Goal In Use HBD DISCLAIMER: This is just an example.
  24. 24. Roadmap metrics Cycle Time and/or Lead Time
  25. 25. Portfolio metrics: churn Ideation Prototype Pilot Prod Churn Churn Churn Discover viability of ideas at lowest possible cost.
  26. 26. Portfolio metrics: risk and experimentation
  27. 27. Portfolio metrics: cost of delay “Whenever we pay less than this amount for time we are improving the economics of a project.” -Don Reinertsen in LeanMagazine.net
  28. 28. Transitioning traditional portfolios Working with a variety of options How to use information value to inform Starting a flow-based roadmap Metrics and measures for product planning What we covered
  29. 29. Questions? Cat Swetel Matt Barcomb @catswetel @mattbarcomb

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