program & portfolio management using kanban - aspe … display license provided to aspe licensed...

Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio

Management using

Kanban

Program & Portfolio

Management using

Kanban


Introduction and Agenda

Agenda‣ What Problems are we trying to solve?‣ What is Agile Portfolio Management?‣ What is Kanban?‣ How Kanban is used in managing the APM.‣ How to apply Kanban to your APM.‣ Share Your Experiences.‣ Your Next Steps. Q & A.

‣ Leslie Morse, Davisbase Consulting‣ 12+ years in software development and digital business

strategy‣ Business Analyst by Trade‣ Experience on Business & IT side of development

projects‣ Career spans start-up Fortune® 50


What Problems are We Trying to Solve?

‣ Teams work in an Agile fashion but the Project Management Office (PMO) still works in a traditional way.

‣ Too many projects in flight resulting in everyone busy but nothing is getting done.

‣ Resource utilization is at 100% and there is no slack for variability.

‣ Managing to milestones instead of managing value delivery.

‣ Little to no traceability of Business Initiatives to the work Teams are doing.


What is Agile Program Management?

Agile Program Management (APM) is the application of Agile principles and practices to the traditional Program Portfolio Management (PPM) environment. Specifically:

‣The capacity (velocity) of the ‘factory’ is known.

‣Projects are assessed based on their alignment with business initiatives and are prioritized and sized.

‣Minimum Viable Products (MVP) are identified to enable quick delivery of small product enhancements.

‣Work-in-Progress (WIP) is minimized to improve efficiency while reducing risk.

‣Projects are allocated to Teams based on their capacity.

‣Teams are ‘delivery’ focused instead of ‘project’ focused.


APM Functions

The three primary responsibilities of the Agile Portfolio Management functions are:

‣ Strategy and Investment Funding

‣ Program Management

‣ Governance

- Scaled Agile Framework (SAFe)


Strategy & Investment Funding

Define, develop, or drive high-level strategy for product lines and deployed systems. Allocate investment funding to programs and new initiatives as prescribed by the business fiduciaries.

‣ Budgets and investments themes

‣ Visibility, WIP limits and flow with kanban

‣ Features and lightweight business cases



Program Management

Drive, participate in, or support successful portfolio and program execution.

‣ Decentralized, rolling-wave planning

‣ Business Ownership

‣ Uber ScrumMaster (Release Train Engineer)

‣ Program Agile Teams (Agile Release Trains)

‣ Agile estimating and planning from the Feature to Task level - Scaled Agile Framework (SAFe)


Governance

Provide closed-loop reporting and feedback on programs in process. Drive, participate in, or support software development lifecycle guidance and effective use of appropriate feedback measures.

‣ Content authority

‣ Fact-based assessment

‣ Agile SDLC milestones

‣ Continuous Improvement- Scaled Agile Framework (SAFe)


How is APM Different from PPM?

‣ Work Structure – The flow of work is based on capacity.

‣ Team Structure – Delivery Teams vs. Project Centric Teams.

‣ Roles – Servant Leadership vs. Command and Control.

‣ Focus – Develop on Cadence. Deliver on Demand.

‣ Metrics – Metrics measure flow and working software as the measure of progress.

‣ Communication & Transparency.


Kanban most closely associated with Toyota’s lean work

• Translates into “visual card”

• A signaling system used to trigger subsequent actions, illustrated by manufacturing pull systems

• Used originally in the production of products on a manufacturing line

• Supports the lean concept of “Just In Time”(JIT) production

• Example: 10 Engines Needed, 3 Left = “Time to make more engines.”

What is Kanban?


The Three Golden Rules of Kanban1. Visualize the workflow

‣ Knowledge work does not have inherent visual cues

‣ Visual radiators allow for easier management2. Limit Work-in-Progress (WIP)

‣ Limiting the number of open work items forces focus on completion

‣ Reduces context switching (multi-tasking)3. Pull value through the system

‣ Pull systems only start new work when theneed is created by the system

What is Kanban?


What is Kanban?

To Do Analyze Develop Test Done

In Process Done

ProductRequirement

FLOW

In Process Done

Limit 2 Limit 3 Limit 2

ProductRequirement

ProductRequirement

ProductRequirement

ProductRequirement

ProductRequirement

ProductRequirement

PR

IOR

ITY

ProductRequirement

ProductRequirement

ProductRequirement

ProductRequirement

ProductRequirement

ProductRequirement

12


APM Hierarchy

Theme

Feature

Epic

Story

Task

pReleases

Often spans multiple

Releases

May span multiple Releases

pSpans multiple

Sprints

g pContained in a single Sprint

g pContained in a single Sprint


APM Flow


Kanban

Kanban

Scrum

Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPECopyright 2013 Davisbase Consulting. Licensed for Classroom Use to ASPE.

Class-of-Services

* Kanban by David J. Anderson

Class of Service DefinitionExpedite A of very high priority that must get

completed in a tight timeframe and value of the order.

Fixed Delivery Date

Work Item that must be completed by a specified date, such as a regulatory requirement

Standard Class Most items needed with some urgency. May be broken up by size.

Intangible Class Lower class of service for items that have no tangible cost of delay.


Prioritization


InvestmentTheme 1

InvestmentTheme 1

InvestmentTheme 2

InvestmentTheme 2

Investment Theme 3

Investment Theme 3

Investment Theme 4

Investment Theme 4

Feature1.1

Feature1.1

Feature 1.5

Feature 1.5

Feature 1.2

Feature 1.2

Feature 1.6

Feature 1.6

Feature 1.3

Feature 1.3

Feature 1.4

Feature 1.4

Feature 2.1

Feature 2.1

Feature 2.2

Feature 2.2

Feature 2.3

Feature 2.3

Feature 2.4

Feature 2.4

Feature 3.1

Feature 3.1

Feature 3.2

Feature 3.2

Feature 3.3

Feature 3.3

Feature4.1

Feature4.1

• Identify Features• Prioritize Features • Split Features using the MVP perspective• Estimate Feature Value

Feature 1.7

Feature 1.7

Feature 1.8

Feature 1.8

Feature 2.5

Feature 2.5

Feature 2.6

Feature 2.6

Feature 2.7

Feature 2.7

Feature 2.8

Feature 2.8

Feature 3.4

Feature 3.4

Feature 3.5

Feature 3.5

Feature 3.7

Feature 3.7

Feature 4.3

Feature 4.3

Feature 3.6

Feature 3.6

Feature 3.8

Feature 3.8

Feature 4.4

Feature 4.4

Feature 4.2

Feature 4.2

Feature 4.5

Feature 4.5

Feature 4.6

Feature 4.6

Feature 4.7

Feature 4.7

Feature 4.8

Feature 4.8

Priority: High - Low

APM Example


Priority: High - Low

Investment Theme 1

Investment Theme 1

Investment Theme 2

Investment Theme 2

Investment Theme 3

Investment Theme 3

InvestmentTheme 4

InvestmentTheme 4

Feature 1.1

Feature 1.1

Feature 1.2

Feature 1.2

Feature 1.3

Feature 1.3

Feature 1.4

Feature 1.4

Feature 2.1

Feature 2.1

Feature 2.2

Feature 2.2

Feature 2.3

Feature 2.3

Feature 2.4

Feature 2.4

Feature 3.1

Feature 3.1

Feature 3.2

Feature 3.2

Feature 3.3

Feature 3.3

Feature 4.1

Feature 4.1

Investment Theme 1

Investment Theme 1

Investment Theme 2

Investment Theme 2

Investment Theme 3

Investment Theme 3

Investment Theme 4

Investment Theme 4

Feature 1.5

Feature 1.5

Feature 1.6

Feature 1.6

Feature 2.5

Feature 2.5

Feature 2.6

Feature 2.6

Feature 2.7

Feature 2.7

Feature 2.8

Feature 2.8

Feature 3.4

Feature 3.4

Feature 3.5

Feature 3.5

Feature 3.6

Feature 3.6

Feature 4.3

Feature 4.3

Feature 3.7

Feature 3.7

Feature 4.4

Feature 4.4

Feature 4.2

Feature 4.2

Feature 4.5

Feature 4.5

Feature 4.6

Feature 4.6

Rel

ease

1R

elea

se 2

APM Example


Identify (1) Refine (1) Analyze (1) Implement

Theme 1Theme 1

Theme 2Theme 2

Theme 3Theme 3

Theme 4Theme 4

Portfolio KanbanP

riorit

y


Refine (1) Estimate (2) Analyze (1) ValidateTheme 1Theme 1

Feature 1.1Feature 1.1





Program Kanban



Prio

rity


Define (1) Develop (2) Deploy (1) Validate

Program KanbanP

riorit

y

Theme 1Theme 1









Analyze (1) Develop (2) Test (2) Done

Iteration KanbanP

riorit

y

Story 1.1.1Story 1.1.1

Task 1.1.1.1Task 1.1.1.1

Task 1.1.1.2Task 1.1.1.2

Task 1.1.1.3Task 1.1.1.3

Task 1.1.1.4Task 1.1.1.4

Task 1.1.1.5Task 1.1.1.5

Task 1.1.1.6Task 1.1.1.6


Analyze (1) Develop (2) Test (2) Done

Prio

rity

Iteration Kanban

Task 1.1.1.1Task 1.1.1.1

Task 1.1.1.2Task 1.1.1.2

Task 1.1.1.3Task 1.1.1.3

Task 1.1.1.5Task 1.1.1.5Task 1.1.1.6Task 1.1.1.6

Task 1.1.1.4Task 1.1.1.4

Story 1.1.1Story 1.1.1


Cycle Time

• Cycle Time measures the completion rate of a work item either in a specific state or across states.

• Cycle time clock starts when work begins on a request and ends when the item has been planned for a release.

* Wikipedia

Request slotted for Release

Request Assessed

Cycle Time


‣ Identify the Products or Investment Themes whose creation or enhancement will make the greatest impact on the company’s bottom line.

‣ Map your current process from intake to release assignment.

‣ Decompose Themes into Features/Epics and match these to the organization’s capacity for each release.

‣ Manage Features/Epics by measuring Cycle Time so they are achieved with the greatest quality and speed possible.

‣ Organize the software development teams so they can work with each other in the most effective manner.

* Lean-Agile Software Development

How to apply Kanban to Your PPM


How to apply Kanban to Your PPM

‣ Utilize a prioritization method, such as WSJF, to define the Portfolio Backlog.

‣ Establish a WIP limit for Theme to Feature refinement and decomposition.

‣ Establish a WIP limit for Feature to Epic analysis and decomposition.

‣ Monitor the flow of work from intake to release assignment and adjust based on bottlenecks.

‣ User proper software engineering methods both to support of the products created.

‣ Create a learning environment so that the process is continuously improved.


Points to Review

‣ Map the intake to release process

‣ Prioritize initiatives

‣ Limit WIP for assessing, analyzing and decomposing initiatives

‣ Align Teams to optimize communication and collaboration

‣ Assign work to Teams based on their capacity to optimize flow

‣ Monitor flow through the system and adjust WIP to alleviate bottlenecks


Your Call To Action

‣ Find experts within your organization that can point you in the right direction if you need help or guidance.

‣ Share what you learn about the approach with those teams around you.

‣ It takes time to get good at anything, Agile is no exception, but the rewards are well worth


Your Questions, My AnswersNote: For those questions we do not have time to answer during the webinar,

I will be providing a written response.

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