Mais conteúdo relacionado Mais de Johanna Rothman (20) Managing the Project Portfolio: An Agile and Lean Approach1. Manage Your Project Portfolio:
An Agile and Lean Approach
Manage Your Project Portfolio:
An Agile and Lean Approach
Johanna Rothman
New: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects
www.jrothman.com
jr@jrothman.com
781-641-4046
What’s the Problem?
• Too many simultaneous projects
• Too much interrupting work
• Technical work and multitasking is invisible to management
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 2
© 2009 Johanna Rothman www.jrothman.com
781-641-4046 jr@jrothman.com 1
2. Manage Your Project Portfolio:
An Agile and Lean Approach
What Are You Supposed to Do First?
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 3
What Some Project Portfolios Look Like
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3. Manage Your Project Portfolio:
An Agile and Lean Approach
What These Portfolios Are Missing
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 5
Combination View:
Low and Mid Level
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© 2009 Johanna Rothman www.jrothman.com
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4. Manage Your Project Portfolio:
An Agile and Lean Approach
What is the Project Portfolio?
• Organization of all the projects (and all the work) the organization is
attempting to manage
– When they start
– When they end
– Which one is #1
• Decide when projects are done--or done enough
– Decide when to stop, kill, or cancel projects
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So What?
• The portfolio of work-in-progress tells you what is happening and
when you can change it
– Similar to a sprint backlog
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5. Manage Your Project Portfolio:
An Agile and Lean Approach
Use the Portfolio to Make Decisions,
Tradeoffs, and Assignments
• Move between the strategic view to the tactical view
• Create a rolling wave plan
• Provide transparency into the organization’s work
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 9
Consider Lean
• Think in terms of value. Producers create value, but customers
define it.
• Know how you create value. What is your value stream?
• Create process flow to make problems more transparent. The team
delivers small chunks and fixes problems as they arise.
• Use pull systems to avoid overproduction.
• Level out the workload to eliminate multitasking.
• Stop when there is a quality problem.
• Use visual control so no problems are hidden.
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 10
© 2009 Johanna Rothman www.jrothman.com
781-641-4046 jr@jrothman.com 5
6. Manage Your Project Portfolio:
An Agile and Lean Approach
When to Make Decisions
• When a project finishes (the project cycles)
• When you have enough information about the next version of a
product (the planning cycles)
• When it's time to allocate budget and people to a new project (the
business cycles)
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 11
How to Make Decisions
• Qualitative questions
• Quantitative questions
• Only do work that’s currently valuable
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7. Manage Your Project Portfolio:
An Agile and Lean Approach
Qualitative Questions
• Should we do this project at all?
• How does this project fit in with all the others?
• What is the strategic reason for this project?
• Is there a tactical gain from completing this project?
• To make this project successful, are we ready to adequately fund it?
• To make this project successful, are we ready to adequately staff it?
• Do we know what success looks like for this project?
• Is there waste associated with the lack of this project?
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 13
Quantitative Questions
• When will we see any monetary return from this project?
• What's the expected revenue curve for this project?
• What's the expected customer acquisition curve for this project?
• When will we see retention of current customers from this project?
• What's the expected customer growth curve?
• When will we see reduction in operating costs from this project?
• What's the expected operating cost curve?
• How will this project move the organization forward?
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8. Manage Your Project Portfolio:
An Agile and Lean Approach
Doing Work that’s Currently Valuable
• Rank the products
• Rank the features for a product
• Requires market knowledge to know when the team has done
enough
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 15
Collaboration: The Difficult Part
• Collaboration: to work jointly with others or together especially in
an intellectual endeavor
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© 2009 Johanna Rothman www.jrothman.com
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9. Manage Your Project Portfolio:
An Agile and Lean Approach
Discussion
• How have you worked across the organization? How have you been
successful?
• What has been less than successful?
• What have you tried where you can’t tell?
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 17
Build Trust: Prerequisites
• Deliver what you promise to deliver
• Be consistent in your actions and reactions
• Make integrity a cornerstone of your work
• Be willing to discuss, influence, and negotiate. Don't get stuck on
your position
• Trust in yourself and your colleagues
• From Solomon, Building Trust in Business, Politics, Relationships, and Life
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© 2009 Johanna Rothman www.jrothman.com
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10. Manage Your Project Portfolio:
An Agile and Lean Approach
Build Trust for Project Portfolio
Management
• Identify your goal
• How will you deliver consistently
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 19
Consider How Your Mission Drives
Your Portfolio Decisions
• Your mission, which is what drives you (and your group) to succeed
• Missions guide principles and positions
– A principle is: a guide to your values that helps you make decisions
– A position is: a decision that you will not change
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 20
© 2009 Johanna Rothman www.jrothman.com
781-641-4046 jr@jrothman.com 10
11. Manage Your Project Portfolio:
An Agile and Lean Approach
Portfolio Evaluation Meeting
• Evaluate each project (should we do it at all?)
• Rank each project
• Commit/kill/transform
• Publish project portfolio
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 21
Ways to Rank (Show Value)
• Points
• Single-elimination
• Double-elimination (a form of pair-wise comparison)
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© 2009 Johanna Rothman www.jrothman.com
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12. Manage Your Project Portfolio:
An Agile and Lean Approach
Why Manage the Project Portfolio?
• Project staff can only work on one project at a time
– Some people can only work on one task at a time
– Many people like to have several related tasks to trade off among
– Multi-project context switching is a huge waste of time
• Project portfolio makes it clear where the time is being allocated—
and where the time is not allocated
• Managing the portfolio makes it possible to staff the most
important work and not staff the least important work
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 23
Why Does Agile/Lean Work?
• Agile helps:
– Finishing running, tested features
– Have release-able product periodically (every timebox)
• Lean helps
– Creating a culture of not having a lot of work in process
Instead, finish things and move on to the next one
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 24
© 2009 Johanna Rothman www.jrothman.com
781-641-4046 jr@jrothman.com 12
13. Manage Your Project Portfolio:
An Agile and Lean Approach
It’s Not Easy
• But it’s necessary if you want to be successful
© 2009 Johanna Rothman www.jrothman.com jr@jrothman.com 25
References and Resources
• Manage Your Project Portfolio: Increase Your Capacity and Finish More
Projects, Pragmatic Bookshelf, 2009.
• Manage It! Your Guide to Modern, Pragmatic Project Management,
Pragmatic Bookshelf, 2007.
• Rothman, Johanna and Esther Derby. Behind Closed Doors: Secrets of
Great Management, Pragmatic Bookshelf, 2005.
• Managing Product Development blog: jrothman.com/blog/mpd
• If you want to me to stay in contact with you, give me your card or
fill out a yellow form to sign up for my email newsletter, The
Pragmatic Manager, jrothman.com/pragmaticmanager/
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