С увеличивающимися масштабами использования Agile в крупных организациях, грамотное использование техник управления Agile портфолио становится все более значимым. Особенно сложным портфолио менеджмент становится, если не вся организация перешла на Agile и необходимо находить работающие решения чтобы и использовать преимущества Agile подхода и сохранить координацию с другими структурами компании. Опираясь на свой опыт управления портфолио в инвестиционном банке в Лондоне размером около 50 программ, распределенном на 4 континента и 14 локаций я предлагаю обсудить: - принципы построения Agile портфолио, что именно делает его Agile - какие техники управления из классического портфолио менеджмента годны и для Agile, а какие нужно адаптировать - сложности балансировки портфолио, по каким классическим и Agile параметрам необходима сбалансированность чтобы управление было эффективным - особенности управления крупным и сильно распределенным портфолио - какие информационные радиаторы и информационные потоки необходимы и достаточны - с какими иллюзиями и сложностями приходится сталкиваться если бизнес знает что используется Agile подход.

1. Continuous Balancing - управление
Agile портфолио уровня мир
Anna Obukhova
Global Agile Portfolio Delivery Manager
Luxoft UK

2. Anna Obukhova
13+ years in Agile
Scrum, XP, Kanban
Scrum
Master/Project/Program/Portfolio
manager
Agile Coach
MS Biology
Computer Science
Management
Business Training
MBA (Manchester Business School)
Psychology...
Personal Performance Coaching...

3. Context
100+ projects (30+ programmes)
500 people
4 continents (delivery areas)
14 locations from Japan and Australia to US, headquarters in
London
5 bln rbl / year

4. Portfolio management is the art and science of making
decisions about investment mix and policy, matching investments
to objectives, asset allocation for individuals and institutions, and
balancing risk against performance...
from Investopedia

5. Agile as a mentality for
continuous value delivery

6. Agile Portfolio

8. Agile Portfolio
Management is the
process of building
trust between projects
and top management

10. Agile
Portfolio
Continuum

11. Continuous
Balancing

13. Continuous
Balancing
lvl2

14. Project
Talent
Asset
Herding Dragons

15. Head 1: Project Portfolio Management
Symptoms of unbalanced Project portfolio
No Portfolio Backlog
Too many active projects / management overhead
An incorrect mix of risk and reward projects
A lack of visionary projects/ An emphasis on small projects
Not balanced product portfolio

16. Head 2: Talent Portfolio Management
Challenges of talent portfolio management:
Lack of vision
Too many/not enough projects
Projects require different skills
Lack of feedback from people
Unbalanced teams
Distributed teams/offshore

17. Agile Talent =
Team + Shreds

18. Head 3: Asset Portfolio Management
Asset (Application legacy) Portfolio specifics
First it’s an asset, and then it’s a roadblock
What’s the total cost of ownership?
No market deadline – easier to move
Easier to forget
Software/hardware/licensing

19. Project$ + Asset$ != Talent$

20. 3 heads should have 1 pair of legs
Talent
Portfolio
Project
Portfolio
Asset
Portfolio

21. Project
Resource
AssetDefine
Prioritise
Delivery
Change
Visibility
Continuous
Balancing
lvl3

22. Continuous
Balancing
lvl4
Add Scale

23. What I think
I do

24. What I
really do

25. Portfolio Objectives
Project Selection
Increase Throughput
Increase Reliability
Transparency

26. Objective 1 : Project Selection
Identification
Validation
Prioritisation
Selection (vs capacity)
Politicking

27. Estimation
Effort analysis (PO + team)
Initiation check-list
Check old data
Cost analysis (PO + PfM, not
team)

28. Objective 2: Throughput
Project Staggering (critical resources and limiting activities)
Focused Single Task execution
Elimination of Task or sprint level commitments
Minimise (optimise) the number of open tasks
Lean process Value Stream Analysis (VSA) - speed or volume?

29. Value stream - speed or volume

30. Objective 3: Completion reliability
Buffering (scope, time, budget)
Reduce task switching
Buffer balancing

31. Buffer Balancing – Buffer Protection Index

32. Balance case
July
Work left estimated - 4 sprints/team
Money left - 2 sprints/team
No close deadline (end of year)
What options will you consider?

33. Options:
1. Check scope buffer, remove optional stories
2. Add money from portfolio (only from the same category)
3. Change process density (+ need buffer project)
4. Add money by starting next project in parallel
5. Use less expensive team (need buffer project)
6. Reallocate producer split
7. can be more....

34. Objective 4: Transparency
Key metrics
Define who needs what data
Push vs Pull
Portfolio umbrella

35. Key metrics for agile portfolio management
Value
Team
Morale
Progress
Quality

36. Many languages
Portfolio
Master -
balance
PMO – KPI,
metrics
Teams -
velocity
Exec - $
PgM - $, date
PO - value
Regional Lead
– team morale,
balance

37. Team > Portfolio
Rally-Jira - ok for team, too low level for portfolio
Team morale
Cross-check project status with PO/PM
Future work and restrictions (Team plan)

38. Team plan team level

39. PM > Portfolio
1-pagers - weekly
RAG - monthly
Budget - monthly
Milestones (value based) - when changed
Updates in Budget/time/resource data

40. Portfolio > Portfolio Owner
Value Delivery (quarterly)
Budget - monthly
RAG - monthly
Go to Green Plan
Team plans (per portfolio, category)

41. Team Plan per category

42. Portfolio > PMO+Exec
PF Budget - monthly
PG RAG - monthly
PG Go to Green Plan
Resource gaps
Rolling budget request - quarterly

43. Clash with non-Agile PMO
Non-Agile metrics
Less flexible (and don’t understand the speed of change)
Different type of progress reporting
SDLC not 100% fits best way of working

44. Agile
Portfolio
Umbrella

45. Fight the Agile zealotry
Agile over-reliance on scope-buffers
Agile mistaken belief that sprints = focused execution
Single task zealotry
Agile over-emphasis on the self-managed and self-organised
team
Agile Reporting

46. Fight the Agile zealotry
Business requirements
Gantt Charts
Start with project selection
Over-reliance on flexibility/Cost of switching

47. Agile Portfolio Roles
Portfolio Owner
Portfolio Master (Global Portfolio Manager)
Portfolio Manager (8 Regional Delivery Leads)

48. Agile Portfolio Pulse
Portfolio Planning Meeting
Portfolio Regional Meeting
Portfolio Retrospective
+ Continuous Balancing Activities 1-2 times a week

49. Summary
Agile portfolio management != Agile project management
If you can't deliver Agile projects - Agile portfolio will not save
you
Plan portfolio transformation together with project one
Agile Portfolio Manager = agilist with exec skills (not Portfolio
Manager who read something about Agile)
Portfolio management - not a person, but a team

50. Thank you
Anna Obukhova
Anna.Obukhova@luxoft.com
Anna.Obukhova@mail.ru