Lean portfolio management is an important aspect of enterprise Agility. Organizations always have more options than capacity. One therefore needs to be able to understand what is the most important value to deliver. But what is value to one company may be waste to another. The first step in Lean Portfolio Management therefore, is determining what’s of value to the organization.
This, of course, is typically oriented around value to customers. or example, a financial company might focus on: Continue reading “The first step in Lean Portfolio Management”
Planning events should be more about collaboration & dependency management than just creating a plan. Teams commit to the plan with the understanding that any teams they are dependent upon will work with them as needed.
During the event this requires both teams to agree to the date a dependency will be built. This is supposed to happen before the stickies & yarn go on the board. But it sometimes doesn’t happen. This must be tracked. This is done easily enough by putting red dots on both stickies involved. This does not always draw these uncommitted to dependencies to enough attention.
Continue reading “Big Room Planning Event tip: Make sure commitments are made for all dependencies”
At Net Objectives we’ve been leading with Agile Product Management for 13-14 years. Borrowing from Denne and Cleland-Huang’s Minimum Marketable Feature we created the term Minimum Business Increment which is the smallest chunk of value that can be realized that makes business sense. It is not about delivering less, but delivering sooner. Continue reading “Why you need to lead with Product Management regardless of your Agile approach”