Lean & Agile Portfolio Management
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- Опубліковано 29 чер 2024
- Traditional portfolio management does not work. Or - let’s say - at least „any more“. I believe the traditional approach, i.e.
* to plan a multiyear roadmap of projects, initiatives or actions
* then apply for budget, get the approval and then to commit to the roadmap
* then to implement the portfolio
has serious issues in today’s fast paced environment.
In this presentation I will explain my problems with the traditional approach and offer an alternative: Lean and agile portfolio management. For that we taken proven concept from agile software development and apply them to IT program and portfolio management.
I have successfully implemented this approach which allows a portfolio manager to more agile his/her portfolio of IT projects. Moreover, effort for overhead activities is reduced and the process to select potential project ideas becomes leaner.
At the end of the presentation I will also discuss challenges to implement this approach and ideas on how to move ahead.
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I thoroughly enjoyed this presentation. It was informative and easy to follow/understand. Your voice is soothing yet engaging. Hoping to follow more of your videos.
thanks for good overview
I really appreciated your presentation - im fully aligned with you on the fact that traditional ways of managing our portfolio is totally outdated - I believe in the agile approach and on the "rigorous" side of it - don't believe that it is more funny and easy to be Lean !
Martin, the business value approach that you shared is highly effective. Thank you for putting this video together for the community.
Great video Martin, thank you for shading some light on how to handle PPM related in agile/lean way.
Hi Martin,
This is a very useful video. Thanks for putting it together.
Great presentation, Dr. Martin! Thank you!
Very informative, never felt bored or overwhelmed. Just great. It would be even better if you can explain deeper on agile portfolio management in terms of design goals and principles
Very clear and easy to understand!
Thank you very much Dr. Martin . Like your video .. very informative .
Thank you for sharing your insight and knowledge. This was very informative and I've taken away several great suggestions to implement within my own portfolio management practice. Thank you for making this video!
Very intelligent and sensible approach, it will be useful to me thank you!
Brilliant video and amazing ideas. Thanks for sharing Martin!
Dr. Martin Thank you very much for this detailed information on Portfolio Management. I had read almost 50 documents or articles on Project Portfolio Management but the sequence of steps and the approach was still a doubt. By referring to your video and the pictorial presentation, it is so simple to understand how End to End Demand Management flow works. Appreciate you and your work.
A big thanks for this sharing
great coverage on the agile portfolio management. You covered pretty much all. but I belive that is missing mindset change on the criteria of success of ongoing projects. traditional aproach is much attached to the cost while on agile we need to measure the vslue delivered so that the senior management can see the benifits and maybe decide to fund more.
thank you for putting this together. very important. same thing you will hear in class.
Everyone who has a substantial idea must bring in the budget by his customer. If he had not discussed the idea and the budgeting with the customer it is not an idea to bring in !
Very informative doctor. Thank you. I'm interested in the BVP n the project information capturing you showed. It is a bit pixelated. Please can you share it a bit clearer
Hi Awan, thanks for your feedback and sorry for the late answer. I have searched for the business value sheet I have used back then. Took a while, but I found and created a clean template for you to use. It's now available on my website via this link. I also plan to record a short video on how to use it to make it your own. dr-martin-kramer.com/template-for-calculating-business-value-points/
@@MartinKramer-Berlin thanks so much
Thanks for this valuable information. How can research more about business points? Really interesting approach. Thank you
I have just uploaded a template to calculate your own business value points, see here dr-martin-kramer.com/template-for-calculating-business-value-points/
The BVD presented here is nothing but running a project through a scoring model. In my opinion these weight numbers cannot be taken from the hat, they need a financial, risk, and complexity Vs resources and skillset availability analysis. That is done in business case. Again the model of high value and high cost/size , where the guesses come from? Hat or gut feelings? Such gaming is not a very reliable method when there are significant risk and big money involved. How do you calculate the value in that big bang bucket method?
Thank you, great presentation. However, I didn't follow how building a business case can be avoided by having these demand workshops. Based on my experience, stakeholders want to do a project, but they also want to see a business case before approving the budget for it. Therefore this process doesn't replace the need for building business cases/cost-benefit analysis in my opinion. Many times you need to perform a proper cost/benefit analysis to identify the important projects. Otherwise it'll be just a guessing game, or the one with the loudest voice/biggest influence will decide the sequence of the ordered list. Thoughts?
Thanks Rainer for the good question. There is a fundamental paradigm shift in place which I have not discussed in this video. And that is the move from project to product management. Quite often stakeholders have not understood this fundamental paradigm shift and consequently they ask for a business case. A product management view provides a new perspective. While planning per se and understanding your business is never a bad idea, I would today even stronger advocate that business cases for investment decision are worthless - in a product environment. A few years ago I have learned about the Cynefin model. This model helped me to understand our world much better. And now I would argue for or against business cases in a much more nuanced way. Using the language of the Cynefin model, a business case makes very good sense in the "clear" domain, also in the "complicated" domain. But a business case is not much worth in the "complex" domain. To put that in other words, a business case makes sense for an SAP rollout for which you have developed "good" or "best practices". For a development of a new digital app, it is not well suited.
I would encourage everybody in IT to have a look at the Cynefin model. Here's a link to my own LinkedIn blog with some of my own pitfalls... www.linkedin.com/posts/drmartinkramer_activity-7016089143466196993-7edR?
Hi Martin, have you progressed with your approach? How can I get in touch? Are you in LinkedIn? Thanks.
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20:00
In wich field do you have a Dr. ? Esoteric ?
Uhm... what's new exactly? So instead of ideas you are calling them demands and instead of making a business case you calculate business value points... 🤨
1st ... you must learn how to pronounce “agile” ...
“When a wise man points at the moon the imbecile examines the finger.”
― Confucius
He’s more qualified and decent than you can ever dream to be.