Portfolio Kanban: Successful Evolutionary Change of Portfolio Management
Does any of following problems sound familiar? Too many concurrent projects in the portfolio Constant struggle to finish commitments on time Continuous fight for teams and people availability Frequent project expediting Disconnection between portfolio management and work organization on a team level These are typical issues with portfolio management. However, before jumping into solutions we should ask why the issues are so common. The limited visibility of the current situation is one of the root causes. Lack of information about the impact of new commitments on the organization is another. The decision-making process that results in starting too many new endeavors is on the list too. The session would focus on addressing these root causes and not the symptoms. Instead of a common strategy of formalizing the processes around portfolio management we can use Portfolio Kanban to evolve our way of working with the portfolio. The approach bases on “start with what you have” principle. This means that it doesn’t provoke resistance. Also small, evolutionary changes are preferred over big-bang changes. On the top of that, using the method doesn’t require extensive effort, which increases the odds of sustaining its adoption in the long run. Portfolio Kanban is often reduced to one of the elements of methods, such as SAFe, while it provides much more sophisticated tools to address risk assessment and helps us to do the right things and not only do things right.
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Portfolio Kanban: Successful Evolutionary Change of Portfolio Management
- 28. PROJECT NAME CLIENT KICK OFF READY TO UAT BUDGET DONE DATES
- 34. TIME BENEFITS/TIME TIME BENEFITS/TIME TIME BENEFITS/TIME Source: D. Reinertsen: The Principles of Product Development Flow
- 35. TIME BENEFITS/TIME TIME BENEFITS/TIME TIME BENEFITS/TIME TIME BENEFITS/TIME Source: D. Reinertsen: The Principles of Product Development Flow
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- 39. AVAILABLE CAPABILITIES (WEEKS) TEAM A TEAM C TEAM D TEAM E TEAM F TEAM G TEAM B https://theitriskmanager.wordpress.com/2015/08/02/agile-tools- dont-fix-problems-they-reveal-them/ ALFA BRAVO CHARLIE DELTA ECHO FOXTROT GOLF
- 40. AVAILABLE CAPABILITIES (WEEKS) ALFA ALFA ALFA ALFA ALFA https://theitriskmanager.wordpress.com/2015/08/02/agile-tools- dont-fix-problems-they-reveal-them/ TEAM A TEAM C TEAM D TEAM E TEAM F TEAM G TEAM B BRAVO CHARLIE DELTA ECHO FOXTROT GOLF
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- 43. AVAILABLE CAPABILITIES (WEEKS) ALFA ALFA ALFA ALFA ALFA https://theitriskmanager.wordpress.com/2015/08/02/agile-tools- dont-fix-problems-they-reveal-them/ BRAVO BRAVO BRAVOBRAVOBRAVOBRAVO BRAVO BRAVO CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE TEAM A TEAM C TEAM D TEAM E TEAM F TEAM G TEAM B DELTA DELTA DELTA DELTA DELTA ECHO FOXTROT GOLF
- 44. AVAILABLE CAPABILITIES (WEEKS) ALFA ALFA ALFA ALFA ALFA https://theitriskmanager.wordpress.com/2015/08/02/agile-tools- dont-fix-problems-they-reveal-them/ BRAVO BRAVO BRAVOBRAVOBRAVOBRAVO BRAVO BRAVO CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE TEAM A TEAM C TEAM D TEAM E TEAM F TEAM G TEAM B DELTA ECHO FOXTROT GOLF
- 45. AVAILABLE CAPABILITIES (WEEKS) ALFA ALFA ALFA ALFA ALFA BRAVO CHARLIETEAM D TEAM B TEAM G TEAM C TEAM F TEAM A TEAM E BRAVO BRAVOBRAVOBRAVOBRAVO BRAVO BRAVO CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE https://theitriskmanager.wordpress.com/2015/08/02/agile-tools- dont-fix-problems-they-reveal-them/
- 46. AVAILABLE CAPABILITIES (WEEKS) ALFA ALFA ALFA ALFA ALFA BRAVO CHARLIETEAM D TEAM B TEAM G TEAM C TEAM F TEAM A TEAM E BRAVO BRAVOBRAVOBRAVOBRAVO BRAVO BRAVO CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE CHARLIE https://theitriskmanager.wordpress.com/2015/08/02/agile-tools- dont-fix-problems-they-reveal-them/