The document discusses program portfolio management in SAFe. It describes the roles and responsibilities of the program portfolio management team, which includes senior executives and managers. Their responsibilities include setting the portfolio vision and strategy, allocating funding to investment themes, and governing program execution. The portfolio management team aims to transform traditional portfolio management approaches to more "agilean" approaches through practices like decentralized decision-making, continuous value delivery, light-weight business cases, and self-organizing Agile Release Trains.
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
How to Get Started with Lean Portfolio ManagementCprime
Properly functioning Lean Portfolio Management will position your enterprise for profitable growth by delivering maximum customer value. You can get started with a few simple steps! Join Cprime and Apptio experts to learn how to:
-Structure your lean portfolio
-Put the right decision-makers in place
-Establish basic Lean Portfolio Management practices
-Clearly measure the health of the Lean Portfolio using Apptio
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Project Portfolio Management-PPM- is a crucial discipline within organizations. CII has published his first documents on this area, IR303 and RS303. Project Portfolio Formation is the most important phase of portfolio management. Those projects should be selected from the list of candidate projects that create balance in portfolios and make the organizational goals achievable.
What are the Tools & Techniques in Agile Project Management?Tuan Yang
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
How to Get Started with Lean Portfolio ManagementCprime
Properly functioning Lean Portfolio Management will position your enterprise for profitable growth by delivering maximum customer value. You can get started with a few simple steps! Join Cprime and Apptio experts to learn how to:
-Structure your lean portfolio
-Put the right decision-makers in place
-Establish basic Lean Portfolio Management practices
-Clearly measure the health of the Lean Portfolio using Apptio
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Project Portfolio Management-PPM- is a crucial discipline within organizations. CII has published his first documents on this area, IR303 and RS303. Project Portfolio Formation is the most important phase of portfolio management. Those projects should be selected from the list of candidate projects that create balance in portfolios and make the organizational goals achievable.
Implementing SAFe: Why Start at the Program Level?Drew Jemilo
The Scaled Agile Framework (R) (SAFe(R) is a proven knowledge base for implementing agile practices at enterprise scale. The Framework has three levels: Team, Program, and Portfolio. Where should start implementation? In this presentation, learn why we start at the Program Level
International or large organizations need to have a systematic approach in selecting and forming their portfolios aligned with their organizational goals.
Project Management Framework automation for Project and Portfolio Management ...PMILebanonChapter
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
Kanban 101 - 1 - Perfection, Waste and Value Stream MappingMichael Sahota
Kanban 101 workshop by John Goodsen and Michael Sahota.
This introduces key concepts from Lean around perfection and elimination of waste. It also introduces Value Stream Maps as starting point for Kanban.
Please ask us if you would like PPT version.
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
Imagine inheriting the job leading the "business as usual" change program for Westpac's new online banking platform. Your challenge, should you choose to accept it (like you have a choice), is to “turn it Agile”. You are “gifted” a SAFe Program Consultant, not that you know what that is. So you tell them of your predicament and ask if Agile will help.
As one would expect, the Agile consultant can see the path to agility. However, the recommended approach seems somewhat unconventional. A one-week immersion program that will transform the waterfall machine into an Agile Release Train!
Tune into this session to learn how one of Australia’s largest banks adopted Agile on a mission critical application overnight.
Attendees at this session will learn the benefits and pitfalls of using SAFe’s notorious Quick Start approach to implementing Agile, and the facts about what it really takes to “Quick Start” an Agile Release Train.
The Agile PMO: From Process Police to Adaptive Governance: This webcast provides techniques for an Agile PMO and discusses how those concepts are being applied in the industry. Presented by LitheSpeed.
Анна Мамаєва: When SAFe is safe. Agile для дорослих компанійLviv Startup Club
Kyiv Project Management Day 2016 Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
Whitepaper - Connected Project Portfolio Management in the Oil & Gas IndustryAshwin Menon
One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
This document offers our point of view on how capital project portfolio management must be implemented, how SAP can help, and some of the leading practices we have seen.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Agile practices continue to improve as organizations move forward with adoption and adaption. However, as they move forward, they often run into daunting challenges—coordinating projects with highly complex requirements and interdependencies; navigating highly political environments; and finding ways to fund, report, and integrate agile project work into existing organizational processes. Jamie Mades has found that the Lean Agile Portfolio bridges these gaps, applying lean product development flow principles to identify high-value initiatives and speed completion of work. It reduces risk and uncertainty using agile development practices to realize those initiatives. Jamie discusses how to break down silos across all areas, reduce the divide between agile practices and senior executive requirements, and improve collaboration. Using a $500M portfolio at a Fortune 100 company as an example, he reviews how they seamlessly integrated agile planning into the annual funding cycle and coordinated highly complex work across the organization. Join Jamie to learn where you need to drive changes and where you can adapt agile practices to meet organizational needs.
The Five Phases of Agile Maturity (Part 2): Phase 3 and 4Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Explore what you should expect to see across the five phases of Agile maturity. In part 2 of this series, we will focus on Phase 3 and 4. We'll share valuable advice about negotiating the turns, avoiding roadblocks, and enjoying the ride in your agile maturity journey. Plus, we’ll talk about the optimal tools to support you—enterprise product management software, like Atlassian Jira Align.
Learn:
- Common maturity elements of Phase 3 of agile maturity (The Scaling Agile Organization) and Phase 4 of agile maturity (The Agile Enterprise)
- Challenges you may face in your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support scaling
Navigating the Strategic Portfolio Management Landscape with OnePlan.pdfOnePlan Solutions
In this webinar, we’ll delve into the latest trends and insights from a industry analysts on Strategic Portfolio Management and its alignment with OnePlan’s capabilities and features. This session will serve as your guide to effectively harness OnePlan’s capabilities when applying the best practices and technologies highlighted in this prominent Strategic Portfolio Management best practices. By integrating OnePlan with these leading-edge strategies, you can ensure that your organization remains at the forefront of Strategic Portfolio Management.
Key Takeaways:
SPM Strategic Planning Assumptions and OnePlan: Discover how OnePlan supports emerging trends such as, AI-driven initiatives, Lean Portfolio Management and Strategy Execution Management.
Responding to the Hype Cycle with OnePlan: Grasp how OnePlan assists in overcoming challenges in high-adoption areas and transitioning from initial setbacks to periods of clarity and progress.
OnePlan’s Alignment with the Priority Matrix: Uncover how OnePlan syncs with transformative and high-impact innovations set to mature in the coming years.
Cloudbyz ppm, integrated enterprise ppm-alm-apm on force.comDinesh Sheshadri
Cloudbyz PPM is an integrated enterprise project portfolio management (PPM), application life cycle management (ALM) and application portfolio management (APM) built on Salesforce 1 platform. Cloudbyz PPM is focused on providing agility, real-time visibility and enhanced collaboration and productivity to CIO / IT organization.
Waterfall and agile processes have been applied to software development for many years. However, the same concepts can be applied to many other areas of business operation, including capacity management.
View this webcast on-demand to learn how to apply agile processes to the function of capacity management and real experiences carrying out capacity management in a company that has embraced Scaled Agile methodologies. Topics covered in this webcast include:
• Agile processes from the beginning
• Capacity management requirements
• Mapping agile processes and executing them
• Lessons learned implementing this approach
Adrian Pyne
Agile project governance
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Integrated Enterprise PPM, ALM and APM on force.com cloudPoornima N
Cloudbyz IT portfolio management solution is built on force.com cloud platform. Solution covers project portfolio Management(PPM), Application Life Cycle Management (ALM) and Application Portfolio Management(APM).
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
MuleSoft's Approach to Driving Customer Outcomes MuleSoft
From our experience in working with over 1,000 customers, we’ve codified an approach that will help you to avoid common IT failures. Join this session to learn about the three critical pillars (business outcomes, org enablement, technology) needed to achieve your outcomes and how to get started.
Fredrik Wiiks presentation om sin roll som programledare hos kunden i ett utvecklings/leveransprojekt där agil arbetsmetodik framgångsrikt kombineras med fasta leveranspunkter och PROPS som projektstyrmodell. Kunden är ett av våra största företag och leverantören har utveckling både i Sverige och Vietnam. Fredrik kommer belysa ett antal kritiska framgångsfaktorer och beskriva hur man lagt upp arbetet för att optimera mot de leveransmål som satts upp och skapa en förutsägbarhet gentemot projektets intressenter. Fredrik är managementkonsult på Knowit Management och specialiserad mot skalad agil utveckling och innovation
Agila projekt skapar en ny logik i relationen mellan kund och leverantör och vi ser tyvärr ofta man har svårt att klara sina nya roller/ansvar. På detta seminarium delar vi med oss av våra erfarenheter, och tipsar om hur man kan undvika att misslyckas i agilt samarbete mellan kund och leverantör.
Hur ska man från kund och leverantör styra ett agilt projekt?
Hur ”konfigurerar” man projektet beroende på om det är fastpris eller löpande räkning?
2 hour seminar @ Knowit
Management Workout is the working title of a new book with actionable management advice. Practical things that people can do next Monday morning in order to grow an organization that is fit and healthy. And not only managers, but everyone who is concerned about the management of an organization. - See more at: http://www.management30.com/workouts/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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5. Portfolio level in SAFe.
Value
streams
Business
Drivers
Investment
Themes
Business
Kanban
Portfolio
Vision
Drivers
Portfolio
Backlog
Agile Release Trains
Typical 50-125 pers/train
5
6. Business Epic Portfolio Kanban System
1. Funnel
2. Backlog
3. Analysis
4. Implementation
-Product roadmap
-New business opp
-Cost savings
-Problems needs
solution
-Refine understanding
-Est CoD
-Refine effort est
-Relative ranking
-Solution alternatives
-Collaboration
-Weighted rank
-Business case
-Ownership transitions
-Teams begin implementing at
release planning boundaries
-Teams break Epics into features
-Analyst support on pull basis
- Effort size estimate
- Value size estimate
- Investment theme
alignment
Authority
approves
Epic
Business analyst
pulls Epic
Portfolio Management
Team/ Product Council
Approval
6
7. Weighted Shortest Job First
User/Business Value + Time Criticality + RR/OE Value
WSJF = ------------------------------------------------------------------------Job Size
7
8. Centralized Strategy and localized execution
-Investment Themes drive strategy.
-Portfolio backlog stitches the themes
Together.
Portfolio
Backlog
Investment Theme
Driven Strategy
Portfolio Epics
Architectural
Features
Customer / Value Stream Feedback
Product
Management
Team Inputs
Program
Backlog
Local program content
decision-making based
on domain knowledge,
customer and team feedback.
8
9. Program Portfolio Management
has the highest level decision-making responsibility in the framework
Program
Portfolio
Management
Typical roles
-Senior executives
-Senior solution
managers
-Line-of-Business
owners
-CTO
-Senior Development
Managers
-Program Management
Director
• Executives who bring necessary knowledge around
–
–
–
–
market knowledge
technology awareness
understanding of financial constrains
understanding of market conditions
• Stewards of Portfolio Vision.
• Drive product and solution strategy; manage
investments.
• Operational assistance may be delegated to PMO.
9
10. Program Portfolio Management
responsibilities
Strategy &
Investment Funding
Close the loop on
funding and program
execution; measures
and reporting
compliance.
Governance
Allocate and assure funding
to strategy
Program
Management
Drive, assist or support
program execution.
10
11. Program Portfolio Management
SAFe provides transformational patterns to ”agilean” PPM
From traditional approach
to ”agilean” approach
Centralized control
Decentralized decision-making
Project overload
Demand management, continuous value flow
Detailed project plans
Light-weight Epic only business cases
Centralized annual planning
Decentralized, rolling wave planning
Work Breakdown Structure
Agile estimating and planning
Self organizing/managing Agile Release Trains
Project-controlled funding and control
Objective, fact-based measures and MS`s.
Waterfall milestones
11
12. Agile Program Portfolio Management
enabling and fostering lean and agile practices for business results.
- Dencentralized decision-making
- Objective, fact-based
measures and milestones
Strategy &
Investment Funding
Governance
Program
Management
- Demand management; continuous
value flow
- Light Weight Epic Business Cases
- Decentralized, rolling-wave
planning
- Agile Estimating and
planning
- Self-managing Agile Release
Trains
12
