fixing portfolio management (pawel brodzinski) - lkce13
DESCRIPTION
One ofthe areas of constant struggle for many organizations is managing their portfolio. Too many concurrent endeavors, commitments made without available capabilities, lack of discussion about expected value and cost of delay, disconnection between portfolio management and work organization on team level, constant expediting, highly insufficient or inaccurate information... If any of these sounds familiar it indicates common issues on portfolio level. Interestingly enough, in these areas improvements are rare and traditional models surprisingly prevalent even in organizations that adopt agility across development teams. At the same time very frequently low-hanging fruits can be harvested after introducing fairly simple improvements. In this session I will describe how Portfolio Kanban can be used to steer evolution not only at PMO level but across an organization and show how it can be orchestrated with introduction of Lean and Agile on team level.TRANSCRIPT
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Fixing Portfolio Management
Pawel Brodzinski
@pawelbrodzinski
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Hi, I’m Pawel
Lunar Logic http://lunarlogic.io
Blog http://brodzinski.com
Twitter @pawelbrodzinski
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Why portfolio?
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A system of
local optima is not
an optimal system at all;
it is a very suboptimal system
Eli Goldratt
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Processing the waste
more effectively is
cheaper, neater, faster waste
Stephen Parry
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More than a single
project per team?
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Cost of context switching
Source: Gerald Weinberg, Quality Software Management: Vol. 1 System Thinking
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Zeigarnik Effect
Tendency to experience intrusive thought about an objective left incomplete
Source: S. Greist-Bousquet, N. Shiffman: The effect of task interruption and closure on perceived duration
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Teams that worked
only on a single project
were significantly better in
terms of defects density
Larry Maccherone
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Time to market
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What if there’s just too many
of them?
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My first experience
was this:
113 ongoing projects
for 25 developers
Klaus Leopold
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Why does it happen?
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Lack of visibility
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Excel frenzy
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WYSIATI
What You See Is All There Is
Source: Daniel Kahneman: Thinking Fast and Slow
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Cost-driven decisions
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If you fall for
estimation as your
way of valuing projects
in the portfolio,
you are doomed to fail.
Johanna Rothman
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Where is value?
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Portfolio Kanban
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http://brodzinski.com/2013/08/portfolio-visualization.html
Focus on one level of work
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Can you call it Kanban?
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Start with what you have
Agree for evolutionary change
Respect current situation
Encourage leadership on all levels
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Visualize
Limit WIP
Manage flow
Make policies explicit
Implement feedbak loops
Improve collaboratively, evolve experimentally
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Visualize
Limit WIP
Manage flow
Make policies explicit
Implement feedbak loops
Improve collaboratively, evolve experimentally
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Variability!
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WIP Limits by conversation
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How does it help?
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Informed decisions
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Shifting discussion from cost and income to value and cost of delay
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Key driver to evolution of portfolio management
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There is more
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Backlog is a list of
unvalidated
product options
Ellen Gottesdiener
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Projects and products are
(unvalidated) options too
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Real Options
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Options have value
Options expire
Never commit early unless you know why
Source: Olav Maassen, Chris Matts, Chris Geary: Real Options
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Best poker players
don’t play many games;
they play the games
that they can win
Todd Little
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http://brodzinski.com/2013/09/options-options-options.html
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http://brodzinski.com/2013/09/options-options-options.html
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http://brodzinski.com/2013/09/options-options-options.html
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http://brodzinski.com/2013/09/options-options-options.html
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Common problems with portfolio management
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Visualization helps to
understand the current situation
and informs discussion on starting new
projects
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WIP limits (by conversation)
address the problem of too
many concurrent projects and
steer discussion about value
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Constraints introduced by
the method shift focus from cost
and income to value and
incentivize saying no
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Portfolio Kanban is not about choosing
the work you do; it’s about choosing the
work you don’t do
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Mind shift from looking through the attractiveness glasses to looking through
capabilities glasses
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Inspirations: Eli Goldratt
Stephen Parry (@leanvoices) Don Reinertsen (@dreinertsen)
David Anderson (@djaa_dja) Mike Burrows (@asplake)
Klaus Leopold (@klausleopold) David Joyce (@dpjoyce)
Chris Matts (@papachrismatts) Olav Maassen (@olavmaassen) Ellen Gottesdiener (@ellengott)
Jabe Bloom (@cyetain) Troy Magennis (@t_magennis)
Johanna Rothman (@johannarothman) Benjamin Mitchell (@benjaminm) Larry Maccherone (@lmaccherone) Gerald Weinberg (@jerryweinberg)
Karl Scotland (@kjscotland) Andy Carmichael (@andycarmich)
Mary Gorman (@mbgorman)
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Thank you
Pawel Brodzinski brodzinski.com
lunarlogic.io
@pawelbrodzinski