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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 flow-based roadmaps to deliver
Example metrics for portfolios & roadmaps
How we’ll spend the time
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
construction
Software
product dev.
Enterprise
ERP impl.
Known about problem
Response to unknowns
Amount of unknowables
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 value of options
Options:
start/stop
heuristics
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
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/high
reward bets
Pay less to
obtain
information
early
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 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
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
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.
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
cost.
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 project.”
-Don Reinertsen in LeanMagazine.net
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
Questions?
Cat Swetel Matt Barcomb
@catswetel @mattbarcomb

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