a portfolio of opportunities, johan oskarsson - knowit

A Portfolio of

Opportunity

Johan Oskarsson

Knowit

Assumption for today in the context of

12 min talks

Agile – You are transforming to Agile

Lean – You are transforming to Lean

Project Management – You still have projects

Project Portfolio Management – You need to manage

many projects

Organization – You have problem organizing

Vision and Strategy

Today Tomorrow

Value

Value added

Investment (project)

(+ cash flow)

(Many)

Value Flow

extreme short on GOVERNANCE

None-synchronized releases to

projects

Project Portfolio Management

Governance

DP Decision

Point

DP0 DP1 DP2 DP3 DP4 DP5 DP6

Pre-Study Initiate Develop Test Deploy Follow-up

Program/Pro

ject Level

Portfolio/

Exec level

DP0 DP1 DP2 DP3 DP4 DP5 DP6

Pre-Study Initiate Develop Test Deploy Follow-up

DP0 DP1 DP2 DP3 DP4 DP5 DP6

Pre-Study Initiate Develop Test Deploy Follow-up

DP0 DP1 DP2 DP3 DP4 DP5 DP6

Pre-Study Initiate Develop Test Deploy Follow-up

Project Portfolio Management

Governance

DP Decision

Point

DP0 DP1 DP2 DP3 DP4 DP5 DP6

Program/Pro

ject Level

Portfolio/

Exec level

DP0 DP1 DP2 DP3 DP4 DP5 DP6

DP0 DP1 DP2 DP3 DP4 DP5

DP0 DP1 DP2 DP3 DP4 DP5 DP6

Project Portfolio Management

Governance

What is the problem with

none-synchronized DPs?

Project Portfolio Management

Governance

Does agile team solve the

problem?

Enter Agile & Lean

- we can do it better

Synchronized Agile Release Trains

(ART)

Core in Agile Governance

(Cadence, Pulse, Rhythm,

…)

Break-down of a project

Idea Concept Development Launch

BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8

Scope (fix) – Time (1-2 years not usual) – Cost (yearly budget)

Project Epics Releases ROI per Epic

Architectural

EpicsBusiness

EpicsQuality

Improvements

Epics

Epic versus Project?

Epic versus Project?

Stage-gate modelContinuous

Development

Many project

Inc n +

1Inc n + 2 Inc n + 3 Inc n + 4

Value Stream

System

Architecture

Quality Releases

System Releases

Single point of entry, handles all variation…

Release

Backlog

Detailed TBDRough

Value Stream

Value Stream

Value Stream

Example: Many projects

Program Portfolio Management

Governance with Kanban and fix

cadence

Opportunity/

Threat

analyze

Business

Case

development

Develop Validate Launch ROI follow-

up

DoingDone Doing Done Doing Done Doing Done Doing Done Doing Done

Portfolio

Backlog

Investment

stream /

Program

DP All Epics at the same time

Example: 8-12 hours steering group meetings every month for 8-

10 projects, versus 1 hour meeting 2 / month all Epics = - 6 h

meetings & double decision making speed (no extra meetings

needed)

Portfolio Backlog item life cycle

Do

D

Do

D

Do

D

Do

D

Do

D

Do

D

Success/Fail

ure

Adapt Cake!!

extreme short on

ORGANIZATION

Designing Value Flows (Streams)

Designing the logic how you deliver value and

drive cost

$The people:

• Develop

• Product

• Sell & ship

• Support

N+1 products

Designing Value Flows (Streams)

Designing the logic how you deliver value and

drive cost

www.businessmodelgeneration.com

A Value Flow have a Business Modell

Utfodring

Utfodring

Vårdförsäkring

Develop

ers

Micro level - Agile Teams (smallest

entity)

TestersSystem

analysts

Cross-functional Business Teams (small company within the company, P&L empowered)

Business

R&D Sales &

Marketing

SupportSupply

Chain

Logistic

s

Agile

team

Fractal scaling

Owning N+1 value flows

World Café subject

How to - Business Modeling and Value

Flow

How to - Organization - “Business

Teams”