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








Governance

DP Decision

Point


Program/Pro

ject Level

Portfolio/

Exec level


DP0 DP1 DP2 DP3 DP4 DP5



Governance

What is the problem with

none-synchronized DPs?


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

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”

a portfolio of opportunities, johan oskarsson - knowit

Leadership & Management