Project Portfolio Management in a Lean Agile WorldAgile Tour Beirut – 17/10/2015

THANK YOU TO OURGOLD SPONSORS

SILVER SPONSOR BRONZE SPONSOR HOST PARTNER

THANK YOU TO OURMEDIA PARTNERS

ECO-SYSTEM PARTNERS

SUPPORT PARTNERS ORGANIZER

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Executive SummaryHow will the presentation end?

DROPPED

INCEPTION BUILD REFINEEXPLORATION

DOING DONE DOING DONE DOING DONE DOING DONE

BACKLOG

Prio

rity

Subject XXX Phase End date

MM

MM

MM

Management Meeting Gate LSI

SPI

Strategic & Local Initiatives Portfolio Status – 12/10

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Coffee with Tante Mado : your old nosy neighbour

Eating a Man2ouche

16/10

Subject XXX Phase End date

Calling my mother in law

HoldGreat Idea someone had in the shower

Electing a Lebanese president

05/2013

Don’t know what to add here

02/11

Killing all useless projects

16/10

Doing some actual work

19/10

Another idea at coffee machine

Growing a moustache

01/10

Fixing the Generator

30/10

Picking up the trash

30/10Hold

Mr. Lebanon Election

30/09

PPT for Beirut 17/10Six Packs Abs 11

/03

Become a dancing legend

11/03

Eating at Snack al Mathaf

09/10

Bring back Food to Paris

19/10

19/10

And…another one in the bathroom

A major financial services provider that specialises in consumer insurance, price comparison and legal services with over 8 million customers & 3300 employees

A little bit of context on LesFurets.com

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Growing organization Need to deliver step

changesEmpower teams & maintain quality

Stay agile yet structure the portfolio

Demanding Shareholder

Ambitious objectives

Where do we want to be ?

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Focus• Focus teams on projects with biggest € impact

• Become more disciplined & kill no value added initiatives

Secure Priorities

• If a new idea comes up & is to write-off current priorities this has to be clearly shown & communicated

• Avoid changing priorities once development has started : invested time is lost & generates costly side-effects

Secure Sign-Off• Give the teams sufficient time to prepare initiatives

• Decide clearly for initiatives sign-off level required (team, local management, MD, Group)

Data Driven Decisions • Yes for gut feelings & opinions…but we need to measure, measure, measure

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Why change our priorization methods ?

Governance with Lean / Agile ?

Conclusion

Introduction

Split of Initiatives

Delivery Overview

INITIATVES

SPI

STRATEGIC PROGRAMINITIATIVES

• Goal to provide a step change

• Highest level of priority • Sponsored by EXEC or

above• Validated in Initiative

prioritization process• Steered by a dedicated

steering (fortnightly)• Coordinated by a program

team

LSI

LOCAL STREAMINITIATIVE

• Addition of a new feature • Sponsored by stream

owner• Steered by a weekly

stream meeting• Validated in Initiative

prioritization process• Coordinated by the product

owner

RUN

RUN

• Production issue• Monitoring

BAU

BUSINESS AS USUAL

• Minor evolutions • Bugs• Steered by a weekly

stream meeting

QUAL

QUALITY

• Technical debt • Improvement of code

quality and development velocity

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60% 40%

Overall Organization overview

Stream PanelOwner : ValérieStream PanelOwner : Valérie

Strategic Program 1 Sponsor : Hamid Chair: Jeremy Owner : RamiStrategic Program 1 Sponsor : Hamid Chair: Jeremy Owner : Rami

Strategic Program 2 Sponsor : Hamid Chair: Ken Owner : Alain Strategic Program 2 Sponsor : Hamid Chair: Ken Owner : Alain

Strategic Program 3 Sponsor : Hamid Chair: Jeremy Owner : JohnStrategic Program 3 Sponsor : Hamid Chair: Jeremy Owner : John

BA : ASEBA : ASE

Stream Customer ExpOwner : Damien

Stream Customer ExpOwner : Damien

TrafficPO : JPM BA : AROTrafficPO : JPM BA : ARO

Stream DataOwner : Alain

Stream DataOwner : Alain

BA : CMIBA : CMIJourneyPO : YCH BA : BME & ANIJourneyPO : YCH BA : BME & ANI

Expertise UX, SEO, Data Analyst, Architecture, Dev Ops, Legal, FinanceExpertise UX, SEO, Data Analyst, Architecture, Dev Ops, Legal, Finance

Strategic Program 4 Sponsor/Chair : Pascale Owner : FredericStrategic Program 4 Sponsor/Chair : Pascale Owner : Frederic

Initiative Lifecycle & Priorization

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Exploration Inception Build Refine Run

• What’s at stake

• Very Rough Estimation of Impact on Revenue/KPIs

• Inception Costing

Gate1

• MVP & Target Vision & Sanity Check-List

• Business Case (Revenue, Costing)

• Estimated ExecutionPlan

• Analysis & Development

• Updated Costing & Planning

• Ongoing validation of feature to be released

• Gather Test Results & Iterate on Feature

• Specific Reporting

• Production Alerting

• Back to standard reporting

Gate2

Gate3

Gate4

Go/No Go Go / No Go Priorization

Launch Deploy100%

Meetings Structure

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AM

PM

MONDAY TUESDAY WEDNESDAY

THURSDAY FRIDAY

Management Meeting

Stream Meetings (x3)

New Initiatives Reviews

DROPPED

INCEPTION BUILD REFINEEXPLORATION

DOING DONE DOING DONE DOING DONE DOING DONE

BACKLOG

Prio

rity

Subject XXX Phase End date

MM

MM

MM

Management Meeting Gate LSI

SPI

Strategic & Local Initiatives Portfolio Status – 12/10

14

Coffee with Tante Mado : your old nosy neighbour

Eating a Man2ouche

16/10

Subject XXX Phase End date

Calling my mother in law

HoldGreat Idea someone had in the shower

Electing a Lebanese president

05/2013

Don’t know what to add here

02/11

Killing all useless projects

16/10

Doing some actual work

19/10

Another idea at coffee machine

Growing a moustache

01/10

Fixing the Generator

30/10

Picking up the trash

30/10Hold

Mr. Lebanon Election

30/09

PPT for Beirut 17/10Six Packs Abs 11

/03

Become a dancing legend

11/03

Eating at Snack al Mathaf

09/10

Bring back Food to Paris

19/10

19/10

And…another one in the bathroom

15

Why change our priorization methods ?

Governance with Lean / Agile ?

Conclusion

Introduction

Less is more

Focus on the Why

Launch Fast & Iterate

Our Key Drivers

Top management addicted to MVPs

Program Management & Agile Delivery

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Thank you !