Most organizations spend an enormous amount of energy on creating strategies to meet their objectives. Many firms face challenges in executing the strategy and here are some of the challenges with managing a portfolio:

  1. Making investment decisions for the portfolio of projects supporting the strategy
  2. Determining funding needs for MVP (Minimum Viable Product)
  3. Determining project priorities
  4. Determining project Go-No Go "toll" gates in a lean agile portfolio
  5. Tracking of project, programs, release dates
  6. Budget vs. actuals.
  7. Managing multiple projects
  8. Managing release dates and "payload"
  9. Determining team capacity
  10. Determining schedule impacts

This talk is designed to share:

  1. A summary of portfolio theory
  2. How to manage agile and non-agile projects in the portfolio
  3. How to create a roadmap for transformation
  4. Example of a fully implemented project portfolio for agile and non-agile projects using a tool

Outline/Structure of the Talk

  1. In this session, we will review portfolio optimization theory that is used in investment banking that incorporates risk and reward to help investments be on the “frontier” of maximum return and minimum risk.
  2. We will discuss how these approaches can be applied to using lean methods to a portfolio of projects to determine the “optimal frontier”
  3. We will then use tools such as Atlassian and demonstrate the set up for decision making for initiatives, themes and projects.
  4. We will discuss both the theory and execution of converting the portfolio vision into a dashboard view that tracks
    • Overall release plans for multiple projects across teams
    • Overall team capacity and resource allocation
    • Impact of resources and scope changes with advanced reporting
    • Creating an agile portfolio with estimates that can help benchmark and track budgeted, planned vs. targets and actuals.

Learning Outcome

  • Audience will walk away with key principles of portfolio management
  • Audience will walk away with a roadmap for how to create a portfolio for agile and non-agile projects
  • Audience will walk away with insights into how tools can be set up to support the execution of a complex portfolio.

Target Audience

Business Leaders, Portfolio Managers, Product Managers, IT Leaders, IT Managers, Product Owners

Prerequisites for Attendees




schedule Submitted 2 years ago

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    • Patricia Remacle

      Patricia Remacle / Naeem Hussain - Injecting the Lean Startup mindset into Enterprise Porfolio Management

      45 Mins
      Case Study

      Ensuring you are delivering the highest value to your customers in quick iterative cycles is a tenant of Lean and Agile. But as organizations grow it becomes more complicated to allocate budget and build a portfolio that includes innovative transform initiatives as well as initiatives to address your technical debt and enhance your existing solutions. A single rank ordered backlog based on value may be too simplistic. Instead, enterprise businesses can use a framework that was popularized by Gartner to build a well balanced portfolio of initiatives for each value stream using the following three categories :

      • Run: Carry out essential enterprise activities that do not connect directly to a particular customer segment (or, to put it another way, to a particular revenue stream)
      • Grow: Enhance business performance in established markets serving established customer segments with established value propositions
      • Transform: Enter new markets with new value propositions for new customer segments

      Most businesses have no issues building a backlog of Run and Grow initiatives but wisely spending the budget allocated to Transform is another matter. Applying a lean startup approach to managing this part of the portfolio can lead organizations to establish investment boards to oversee the evolution and iterative investment in transform initiatives. This is a group of senior stakeholders - both technical and non-technical - that meet regularly to evaluate the results of discovery / design sprints, discuss the goals for the next iteration and ultimately fund or kill the initiative. It functions as the enterprise equivalent of venture capital.