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The Lean Agile Portfolio
- 1. AT10 Agile Implementation 11/17/2016 3:00:00 PM The Lean Agile Portfolio Presented by: Jamie Mades LEAP Consulting Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888--‐268--‐8770 ·∙ 904--‐278--‐0524 - [email protected] - http://www.stareast.techwell.com/
- 2. Jamie Mades LEAP Consulting Jamie Mades is an enterprise transformation coach and consultant, specializing in portfolio implementations for organizations with existing agile teams. He has implemented lean agile portfolios across several companies, including FedEx and Cigna. Jamie has coached at all levels—team, program, portfolio—and spent the first ten years of his professional career as an Air Force officer doing nuclear launch operations and teaching space warfare. Jamie approaches his work with an eye toward individual psychology, organizational behavior, and creating structure by designing systems of systems. He is an avid meditator, travel junkie, and foodie who enjoys sharing and learning from others.
- 3. 11. The Lean Agile Portfolio
- 4. The Scaled Agile Framework® (SAFe® ) Synchronizes alignment, collaboration, and delivery for large numbers of teams 1. Built-In Quality 2. Program execution 3. Alignment 4. Transparency Core Values
- 5. Nothing beats an Agile Team • Empowered, self-organizing, self-managing, cross- functional team • Delivers valuable, tested, working system every two weeks • Uses a team framework which combines the best of Scrum project management, XP-inspired technical practices and Kanban for flow • Value delivery via User Stories
- 6. Except a team of Agile Teams • Self-organizing, self-managing team-of-agile-teams • Delivers working, tested full system increments every two weeks • Operates with Vision, architecture and UX guidance • Common iteration lengths and estimating • Face-to-face planning for collaboration, alignment, and adaptation • Value delivery via Features and benefits
- 7. Coordinating large Value Streams • Coordinates development of large Solutions • Synchronizes multiple ART Value Streams • Manages Solution Intent • Integrates suppliers as partners • Value delivery via Capabilities
- 8. In an Agile Portfolio • Organized around the flow of value • Lean-Agile budgeting empowers decision makers • Kanban system provides portfolio visibility and WIP limits • Enterprise architecture guides larger technology decisions • Objective metrics support governance and improvement • Value delivery via Epics
- 9. 71. Building an Agile Portfolio
- 10. Epics carry centralized initiatives Approved Epics form the Portfolio Backlog Epics are enterprise initiatives sufficiently substantial in scope so as to warrant analysis, understanding ROI, a lightweight business case, and approval • Portfolio Epics cut across trains • Program Epics can be implemented in a single train • Business Epics are customer-facing • Enabler Epics enable solutions to address business needs • Developed and analyzed in the Portfolio Kanban System Enabler Epic PortfolioBacklog
- 11. Epic Value Statement templateForward-looking position statement For <customers> who <do something> the <solution> is a <something – the “how”> that <provides this value> Unlike <competitor, current solution, or non-existing solution> our solution <does something better – the “why”> Scope Success criteria: • • In scope: • • Out of scope: • • NFRs: • •
- 12. The Portfolio Kanban system The Portfolio Kanban system manages the flow of Epics • Makes largest business initiatives visible • Brings structure to analysis and decision making • Provides WIP limits to ensure the teams analyze responsibly • Helps prevent unrealistic expectations • Helps drive collaboration amongst the key stakeholders • Provides a transparent and quantitative basis for economic decision-makingKanban
- 13. • Governed by PPM • Members include IT and Business • PPM provides Go/No-Go from Analysis into Backlog • Responsibilities: – Assign Epic Owners – Advance Epics through Kanban as approved and WIP limits allow – Determine recommended sequencing of backlog – Provide capacity allocation guidance (business vs. architecture) – Demonstrate Lean-Agile Principles 1. Funnel • Requests submitted via Epic Value Statement Template* • Selected Epics move to review with assigned Epic Owner as WIP/ prioritization allows 2. Review • Refine Epic Value Statement • WIP limited • Identify resources for Analysis • Initial scoring • Selected Epics move to Analysis as WIP allows 3. Analysis • Epic decomp into Program Epics • Lightweight Business Case • Bus/Arch Epic Specification • Scoring • WIP limited • Go/No Go to Backlog 4. Portfolio Backlog • Approved Epics for implementation • Continuous review of sequencing 5. Implementing • Ownership transitions to Value Stream • Solution Management Team assigns Epics to ARTs • Epic Owners and Product Management Team (PMT) decompose into features • Begin implementing at PI Planning Boundaries • WIP Limited by capacity “Only management can change the system” – Edwards Deming 29 June 2015 Portfolio Kanban: Initiation to Backlog Sequencing
- 14. Responsibilities: Epic Owner • Work with stakeholders and subject matter experts to define the epic and its potential benefits • Shepherd the epics through the Portfolio Kanban system, and create the lightweight business case • Work with development teams to size the epic • Define epic success criteria, scope • Prepare to present the business case to PPM for a Go/No Go decision • Work with Product Management to split the epic into features and prioritize them in the product backlog • Provide guidance to the release train on the epic context of the target features • Participate in ART PI Planning, ART Demo, and Solution Demo whenever there is critical activity related to the epic • Work with agile teams that perform research spikes, create proof of concepts, mockups, etc.
- 15. Collaboration of Epic Owner with Other Groups in Agile Enterprise
- 16. Epics deserve a Lightweight Business Case Investment in Epics is a serious matter; analyses and informed decision-making are crucial • Just the right amount of analysis • Avoid over-specificity • Understand ROI • Understand implementation impact • Develop incremental implementation strategy • Gain approval Online template download in SAFe
- 17. Portfolio Backlog Portfolio Backlog holds epics approved for implementation • These epics have made it through the portfolio Kanban with go approval • Low-cost holding pattern for upcoming implementation work • Sizing estimates are in story points • Avoid excess WIP, await implementation capacity Portfolio Backlog 3000 Business Epic 2300 Business Epic 4000 Business Epic 3000 Business Epic 5000 Enabler Epic 1100 Enabler Epic
- 18. The business needs to forecast • SAFe enhances enterprise adaptability, providing faster response to changing market opportunities • Yet, the enterprise, its partners, and customers need to plan some sense of the future • The ability to do effective, Agile forecasting is a key economic driver for the enterprise • Solution Visions both define, and track to enterprise strategy • Roadmaps capture strategic intent in forecasted deliverables
- 19. Roadmap forecasting requires estimating • Estimating must: • Be fast, efficient and as reasonably accurate, as possible • Support “what if “ analysis of various implementation scenarios • Traditional Work Breakdown Structure to task-level estimating binds the teams to waterfall practices • A different approach is required
- 20. Given knowledge of Epic sizes and ART velocities, applying “what if” capacity allocations informs decisions and forecasting Forecasting from the Portfolio Backlog Bus. Epic 3200 Bus. Epic 2300 Enabler 5000 Bus. Epic 3900 Enabler 1000 Bus. Epic 3100 PI 1 PI 2 PI 3 1200 pts/PI 1000 650 ART1 ART2 ART3 1 4 3 2 5 6 Capacity allocation %
- 21. The Portfolio Roadmap $5M $1M $3M $7M Releasep561 p571 p567 p565 2016 2017 Release The Portfolio Roadmap enables: - Teams to understand strategic priorities - Programs to assess impacts of change - Portfolios and Executives to plan for the Annual Funding Cycle