Lean Portfolio ManagementGetting Started, Getting Going.

-Dave Ungar, PfMP, PMP

#PMICOC@daveungar225

We are living under the tyranny of the prevailing style of management. Most people imagine that this style of management has always existed and is a fixture. Actually, it is a modern invention, a trap that has led us into decline. Transformation is required.

-W. Edwards DemingThe New Economics: For Industry, Government, Education

Systems thinking.

Engage your right brain…

Basics of Lean:

Portfolio Strategy“economic” view - common currency for measuring value

Unmatchable offer

Portfolio Strategywhy brand identity is important to mode of operation

Michael Treacy and Fred WiersemaThe Discipline of Market Leaders: Choose Your Customers, Narrow

Your Focus, Dominate Your Market

Portfolio Strategyinvestment categories

Geoffrey MooreEscape Velocity

Basics of Lean:

Team A Team B Component A

Component B Team C Team D Team E Team F

Initiative 1X X X X

Initiative 2X X X

Initiative 3X X X X

Initiative 4X

Initiative 5X X

Initiative 6X X

Initiative 7X X XConflicts

Value Stream Analysis

Basics of Lean:

Value through the system first.

(MORE value through the system later)

Basics of Lean:

Basics of Lean:

What to Measure?

• Measure what enables flow and throughput.• Measure value delivered.• Measure how these affect financial results.

1.Adopt systems thinking.

2.Understand what Value is.3.Fix Flow.

(use data.)

You

Your

Por

tfolio

takeaways

questions

action

(food for th

ought)

Contact/ References

Slideshare - slideshare.net/dave225Twitter - twitter.com/daveungar225Email – dave.ungar@gmail.comLinkedin - linkedin.com/in/daveungar/

PMO LIG - PMI Central Ohio Chapter PMOLIGGroup for Portfolio Management - Central Ohio Lean Portfolio Management

Reading List:Everything you can find, and also:• Escape Velocity - Moore, G. A. (2011). Escape velocity: Free your company's future from the pull of the past. New York,

NY: HarperBusiness.• The Lean Startup - Ries, E. (2011). The lean startup: How today's entrepreneurs use continuous innovation to create

radically successful businesses. New York: Crown Business.• Principles of Product Development Flow - Reinertsen, D. G. (2009). The principles of product development flow:

Second generation lean product development. Redondo Beach, Calif: Celeritas.• The new economics for industry, government, education - Deming, W. E. (1993). The new economics for

industry, government, education. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study.

• Drawing on the Right Side of the Brain – Edwards, B. (1979). Drawing on the right side of the brain: A course in

enhancing creativity and artistic confidence. (leave your frame of reference!)

• http://ScaledAgileFramework.com• http://www.lean.org/LeanPost/Posting.cfm?LeanPostId=243#.U9EYi5cvnzU.twitter

More at LEAN.ORG

"Efforts guided by instinct do more harm than good“ "Knowledge for management must come from the outside. Never intrinsic."

-Deming , Feb 1990

Appendix

Roadmap

•Feel Sick•Call to schedule an appointment•Wait on hold•Make appointment•Wait for appointment day to arrive•Check in at office•Wait for nurse to take BP•Wait for doctor•Talk to doctor•Doctor leaves the room•Doctor returns, he’s going to give you a prescription•Wait in lobby to get prescription•Drive to the pharmacy•Fill prescription•Go home•Take pills•Feel better

Roadmaphow to prioritize strategic initiatives

Roadmaphow to prioritize projects

http://ppmexecution.com/tag/portfolio-optimization/

Roadmaphow to prioritize projects

Valu

e (c

urre

ncy)

Do nothing

Steady stream

accelerated

(e.g

. Rev

enue

)

Priorities tug from all directions. Resources are at a premium. Perspectives and agendas differ, and teams are asking for more focus. In this session, learn how Lean planning addresses these issues and what strategies, tools and techniques can help clarify your portfolio strategy and roadmap.

Defining a project backlog is the easy part of portfolio management; Anything you can dream of goes into the backlog. Prioritizing the backlog is more difficult, especially if your organization is keeping up with multiple initiatives. Demand management can be an even greater challenge – How can you be sure to have the right resources available when the business needs them? Do you have a solid portfolio strategy and roadmap methodology to make data-based decisions? What if all of the key stakeholders don’t value the same outcomes? How engaged are the development teams when it comes to delivering outcomes and not just software? How often should you replan?This session will take a brief look at Lean planning methodology, followed by strategies, tools, techniques and models for defining a portfolio strategy, allocating resources to investment categories, and creating a portfolio roadmap.Some of the concepts covered: Brand Identity and Operational Mode, Analytical Hierarchy Process, Common Economic Value, Solution Matrix, Outcome Forecasting, Investment Categories.

Presentation Abstract: Defining a project backlog is the easy part of portfolio management. Prioritizing the backlog is more difficult, especially if your organization is keeping up with multiple initiatives. Demand management can be an even greater challenge – How can you be sure to have the right resources available when the business needs them? This session will take a brief look at Lean planning methodology, followed by strategies, tools, techniques and models for defining a portfolio strategy, allocating resources to investment categories, and creating a portfolio roadmap.