2 EBAS LeanPortfolioManagement [Read-Only] · } Ç ] p z p ] o d v ( } u ] } v / v x 5rohv ó ^ p ] / v v wr kljk ohyho vwdwhphqwv ri

Copyright© Agile Transformation Inc. 1

Lean Portfolio Management

Copyright© Agile Transformation Inc.

Roles

Focus Workshop - The Multitasking Game!

2


Roles

The Multitasking Name Game

3


Roles• Shift from tactical to strategic• Push decision-making down to the appropriate level• Align funding and capacity to outcomes• Limit work in progress and align to capacity• Plan face-to-face with meaningful visual artifacts• Planning cadence appropriate to the level of planning• Focus on fast, frequent delivery of customer value

4

Lean Portfolio Mgt. Principles


Roles

Team Outcomes

& Goals

< 3 MonthsTeam

Capacity User Stories

< Iteration Iteration Demos & Performance

Team Growth Items

Team

of

Team

s

Quarterly Outcomes

3 MonthsTeam of Teams

Capacity Features

1 - 3 Months Team of Teams Demos &

Performance

Team of Teams Growth Items

Port

folio

Strategic Themes & Outcomes

< 1 Yr.

InvestmentInitiatives/Epics

3 – 12 MonthsPortfolio Demos & Performance

Portfolio Growth Items

Ente

rpris

e

Strategic Intent

1 – 3 Yrs. KPIs & Enterprise

PerformanceBudget Portfolio

Business Plan

1 Yr.Enterprise

Growth Items

5

Cascade Through the LevelsStrategy Funding Work Results

Sum

mar

ize

& R

oll-u

p

Alig

n &

Ela

bora

te

Growth


Enterprise Level: Implementation Path

6

Form the EVR Leadership Team

Create Strategic Intent & Set Budgets

Establish the EVR Room

Conduct Quarterly Planning

• LPM Overview• Quarterly Planning

Overview• Strategic Planning

Cadence• Roles and Team

Norms

• Education & define deliverables

• Create intent statements

• Set portfolio budgets

• Design room layout

• Gather & post data from ELT &the Portfolios

• Gather & post key metrics

• Enterprise context• Portfolio context• Growth Items• Identify risks &

adjustments• Conduct

Showcases

The EVR leadership team, a great mix of cross-functional leaders, had never truly been formed as a team and this has caused lots of Team Dynamic challenges.


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7

Strategic Intent

• 3 to 5 high-level statements of what the enterprise wants to accomplish

• True North for the Organization

Objective

• Key Result • Key Result• Key Result

Objective

• Key Result • Key Result• Key Result

ExampleRefresh and innovate our consumer insurance products

ExampleRefresh and innovate our consumer insurance products to increase market share at higher returns.• Increase market share by 5% in 3

years (“5 by 3”)• All products are at or above 8% ROE

in 3 years (“Success over 8”)


Roles

Lean Business Plan

8

2. Financial Analysis

3. External Environment

4. Risk Analysis

1. Lean Canvas

Financial Spreadsheets

Environmental Analysis

SWOT and Risk Analysis


Portfolio Level: Implementation Path

9

Form the Portfolio Management Team

Create Strategic Themes & Set Investments

Identify Architectural

Enablers

Create Portfolio Quarterly Outcomes

• Lean Portfolio Mgt. Training

• Team Design• Roles• Norms• Cadence


• Create themes aligned to Strategic Intent

• Set theme investments

• Review Strategic Themes

• Identify enablers

• Portfolio Outcomes

• Success measures• Roadmap• Conduct

Showcases

Phase 1: Form the Portfolio Management Team and define Strategic Themes & Quarterly Outcomes


Portfolio Level: Implementation Path

10

Gather Existing Epics/Initiatives

Organize the Portfolio Backlog

Establish a Kanban and Visibility Room

Set the Cadence and Launch


• Define current backlog

• Estimate effort• Assess business

value• Prioritize the

backlog

• Preparation• Build the Kanban

board• Design visibility

room layout• Gather & post data

and metrics

• Finalize the process

• Establish meeting cadence

• Conduct Showcases

Phase 2: Gather, define and align the work to the Strategic Themes & Quarterly Outcomes

One of the biggest AHAs is that the EVR room slowly moved from an Enterprise Level visibility room into a level 2 portfolio work prioritization, impediment resolution, dependency-management room.


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11

Strategic Themes

• Business goals that connect a portfolio to the Strategic Intent

• These are the 3 to 5 most important differentiators

We believe <capability> Will result in <outcome> For <persona>We succeed when <measures & targets>

We believe <capability> Will result in <outcome> For <persona>We succeed when <measures & targets>

ExampleMore competitive, streamlined and innovative non-medical group benefits products

ExampleWe believe that providing a refreshed suite of insurance offerings to employers will improve access and ease benefit administration. We are successful when:• Increase sales by $2.5M• We improve our customer NPS score by

5%


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Specific

Measurable

Meaningful

What is a Quarterly Outcome?Quarterly Outcome: • The outcome or result sought by the business strategy or direction (what you're trying to

achieve)- Gartner 2017

Business Value is realized when Quarterly Outcomes are achieved!

Outcomes are valuable, planned, slowly changing and define a common direction for all work.- Evan Leybourn, IBM GBS

Copyright(c) Agile Transformation Inc. | Confidential & Proprietary 12

Sample Quarterly Outcome

www.AgilityHealthRadar.com

Objective Title:

Hypothesis Statement/Description:

Key Results / Metrics:

Title Progress MetricBaseline

Now Goal By Date

Groups/ Team(s)

# of Weeks(est)

Increase SMB membership by 20%

Membership(30k)

30k(-)

60k July302018

Sales 8 weeks

Launch SBM Non-Medical Product

Launch()

NotDone

Done Dec 312017

Program JAMZ (4 teams)

48 Weeks

Receive 100 quote applications for new product

Quote(0)

0 100 Feb2017

MKTG 4 weeks

Launch a new non-medical SMB product

We believe that by launching new SMB non-medical benefits insurance product to market we will increase our market share for small business members.

Overall Progress:

20%

52%

Customer/org Impact metric

0%

7%

Copyright© Agile Transformation Inc

Estimated Cost:

Calculated based on # of weeks perteam, X avrg. cost per team 30k/week

$1,800,000

Estimated ROI:

$6,000,000 120Value Pts

0%


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Workshop – Writing Quarterly Outcomes

14


Quarterly Outcome Card Template

15

Objective Title:

Hypothesis Statement/ Description:

Key Results / Metrics:

Title Metric Now Goal By Date Groups/ Team(s)

Customer/org Impact metric


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16

Sample Epic / InitiativeSMB Vision ProductFor small to mid-size employers who want a single source for non-medical benefits theVision Insurance Product is a significant new product offering that provides improved customer access and streamlined administrative processes unlike existing vision products in the marketplace our solution provides an optimal provider network, enhanced vision services coverage and streamlined systems and processes.

Outcomes Hypothesis Increased customer acceptance Larger provider network Increased sales and revenue Increased persistency

Leading Indicators Proposal activity Close Ratio

NFRs Load time < 3 seconds Microservice design

Supports Outcome: Launch new SMB non-medical product


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17

Portfolio KanbanIn

itiat

ives

/ Ep

ics

Ideas Analysis Approval Backlog(WIP = 5) (WIP = 3)

Q1 Q2 Q3 Q4Portfolio Roadmap

Strategic Themes:

Arch.

Arch.

Arch.

Outcomes

Arch.

Arch.

Arch.

Arch.

ToTs

1To

Ts 2

ToTs

3To

Ts 4

ToTs

5

Arch.

Arch.

Outcomes Outcomes Outcomes


Team of Teams Level: Implementation Path

18

Gather Existing Epics & Features

Organize the Team of Teams Backlog

Establish the Kanban and Visibility Room

Set the Cadence and Launch


• Define current backlog

• Estimate effort• Assess business

value• Prioritize the

backlog• Create the

Roadmap

• Preparation• Build the board• Design visibility

room layout• Gather & post data

and metrics

• Finalize the process

• Establish meeting cadence

• Conduct Showcases

Consider the importance of designing the allocation of teams towards outcomes and being empowered to make changes every 6 or 12 months to maximize the throughput of outcomes. This will challenge the leaders that feel that they own resources and teams.


RolesBulk Application for SMB Vision ProductIntegrate SMB Vision Product into bulk application on the SMB Employer Portal

19

Sample Feature

Value• Consistent administration of

products• Streamlined for open

enrollment, reduces administration time

• Considered a must-have feature by our customers

Acceptance Criteria• Submit application for all their

employees at one time• Consistent UI and UX with

existing bulk applications• Ensures minimum required

data is provided for each employee


Roles

20

Team of Teams KanbanEP

ICS

Feat

ures

Ideas Analysis Approval Backlog(WIP = 5) (WIP = 3)

Q1 Q2 Q3 Q4Team of Teams Roadmap

Arch.

Arch.

Arch.Arch.

Arch.

Arch.

Arch. Arch.

Arch.

Arch.

Arch.

Arch.

Team

1Te

am 2

Team

3Te

am 4

Team

5

Outcomes Outcomes Outcomes Outcomes

Strategic Themes:

Visibility RoomsAligning Strategy, Demand and Capacity


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What’s the Problem?

22


Roles

How Do We Align Demand to Capacity?

23

Allocation and Focus Challenge• Competing priorities• Frequent tradeoff decisions• High multi-tasking

”Add more people or reduce your competing goals, period”

- Quarterly Planning Attendee representing the “Voice of the Customer”


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24

Visibility Room Value Statement


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25

Visibility Rooms At Each LevelDemand Capacity ObstaclesEnterprise

Enterprise Visibility Room (EVR)

Strategic Intentand Themes

Quarterly Outcomes by

Portfolio

Enterprise Growth Items

Portfolio

Portfolio Visibility Room (PVR)

Strategic Themes and Quarterly

Outcomes

Epics / Initiatives by Team of Teams

Portfolio Growth Items

Team of Teams

Multi-Team Visibility Room

(MVR)

Quarterly Outcomes and

ObjectivesFeatures by Team Team of Team

Growth Items


Roles

26

Enterprise Visibility Room (EVR) Layout

Strategic Intent

Strategic Themes

“Demand”

Portfolio 1 Portfolio 2 Portfolio 3

Outcome

Outcome

Outcome

Outcome

Outcome

Outcome

Outcome

Outcome

Outcome

Outcome

“Capacity”

KPIs Customer & MarketBudget

To Do In Progress Done

Growth Items

“Obstacles”

“Additional Supporting

Visuals”


Roles

Enterprise Team (Our Capacity)

Strategy & 3 Year Roadmap Key Performance Indicators

2014 Strategy3 Year Roadmap Performance Metrics

Enterprise Team

Handouts

EVR - Large Healthcare Provider

27


Roles

Workshop – Portfolio Visibility Room

Use the EVR Room Layout as a Guide


Roles

29

EVR – Real-world Value

Leadership and the individuals who represented the voice of the customer all agreed that the visibility room helped the

organization gain transparency, have higher quality conversations, be more aware of

priorities, capacity, allocation and impediments, and understand the complexity

involved in getting work done.


Roles

30

Lean Portfolio

Limit organizational Work-In-Progress (WIP)

Make all work visual

Ensure cross functional team alignment around customer value creation activities

Connect Work to the Strategy and Vision

Use Visibility Rooms at each level to Align Demand and Capacity


Roles

31

Workshop – Color the Radar


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Workshop – Let’s Explore

Share a challenge or success story

Documents

2 EBAS LeanPortfolioManagement [Read-Only] · } Ç ] p z p ] o d v ( } u ] } v / v x 5rohv ó ^ p ] / v v wr kljk ohyho vwdwhphqwv ri