Putting the 'Lean' into Lean portfolio management -Transforming the way we think and manage work at scale
Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes. Outputs versus desired outcomes should guide decision-making around planning approach.
The desired outcomes are the place to start - the basis of decision-making is a bias to value.
Components of Lean Portfolio Management such as value streams, Quarterly Investment Review (QIR) & Quarterly Business Review (QBR) can be used with more standardised portfolio planning processes.
This talk will discuss experiences in continuously reviewing progress in transforming portfolios of work to enable Organisational Agility via continuous planning.
Outline/Structure of the Case Study
5 min: Introducing my definition of the 'Lean' of Lean portfolio management
10 min: Lean prioritisation models
10 min: Planning & Prioritisation funnel - prioritisation of work to deliver prioritised value
10 min: Doing lean portfolio management by starting with desired outcomes
5 min: Measuring and costing portfolio management
5 min: Summary & Suggestions for trying in your own organisations
Participants will walk away with insights on the challenges and opportunities in transforming how you manage portfolios at scale; & options for doing so
Practical examples of lean portfolio management that could be applied in your own organisations
Anyone who works at the enterprise level
Prerequisites for Attendees
Enterprise level transformation experience
Stories (and scars) working across portfolios; with PMOs;
Interest in the challenges of managing dependencies & managing agile at scale
schedule Submitted 2 years ago
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