Twenty Eighty Strategy Execution
Industry Solutions
Estimating and Planning Agile Projects
You will learn to:
  • Describe the top challenges with portfolio management
  • Explain the Multi-tasking problem
  • Describe how to get initiatives started and knowing when you are ‘Done’
  • Explain why we need a different approach
  • Define Lean thinking
  • Explain how to limit work in progress (WIP)
  • Explain the Lean/Agile portfolio big picture
  • Describe the pull vs. push concept
  • Explain capacity
  • Explain why to have stable whole teams
  • Utilise supporting communities of practice
  • Define new metrics to measure
  • Explain the New Role of an Agile PMO
  • Describe Agile/Lean Portfolio Planning Steps
  • Define the 6 Levels of Planning
  • Explain how to build Your Backlog of Current and Future Initiatives
  • Explain Strategic Alignment
  • Describe how to develop Your Business Value Buckets
  • Explain how to develop Your Qualification Filter
  • Describe how to Assign Business Value Points
  • Define Dependency, Risk, Sizing
  • Make the Tough Decisions
  • Rank the Backlog
  • Design Stable ‘Whole’ Teams
  • Explain which Team Should Pull What?
  • Measure Velocity
  • Define Capacity Planning
  • Create an Enterprise Portfolio Grooming Team
  • Explain Roles and Responsibilities
  • Describe Continuous Backlog Grooming
  • Set Up Your Portfolio Tracking Kanban Walls
  • Explain Where To Go Next
Course Synopsis:

You know how the saying goes, “Hindsight is 20/20.” Although there is no way to predict the future and know with certainty what will happen, shouldn’t you and your organisation be looking at the full picture? When diving into projects it is pertinent to know basic enterprise information to avoid overusing your resources, including employees, and losing sight of the most critical pieces of your project.

This course is for experienced project portfolio managers, business sponsors, and those responsible for managing the project portfolio. It is designed to teach you how to apply Agile, Lean and Kanban to your portfolio planning and management.

We will arm you with new methods for planning, prioritising, sizing and managing your portfolio. You will discuss new ways of looking at enterprise capacity planning by planning around teams, measuring velocity and establishing a pull method from your portfolio backlog. Learn from real world examples and leave feeling confident and knowledgeable about managing your Agile portfolio.

Course Topics:

Agile Portfolio Management
  • Agile Portfolio Management
  • About Me
  • Organising Tools
  • Purpose of This Session
  • About YOU!
  • Agenda …
  • Top Challenges/Drivers for Change
  • What the Executives - Think …
  • The Agile Manifesto - 2001
  • Agile is Value Driven
  • Agile Value Proposition
  • Benefits Realised from Agile Adoption
  • From Silos to Collaboration
  • The Pieces to the Puzzle
Agile Portfolio Planning Basics
  • Agile Portfolio Planning Basics
  • Principles of Lean Development
  • Lean Portfolio Management
  • The Multitasking Name Game
  • Allocating Projects Beyond Capacity
  • What Problem are We Trying to Solve?
  • How is Agile Portfolio Management Different than Traditional Approaches?
  • Principles of Lean/Agile Portfolio Management
  • Team Level Backlog
  • Programme Team’s Backlog(Scrum of Scrums)
  • Portfolio Team Backlog
  • How the Agile PMO Delivers Value
  • 6 Levels of Agile Planning
  • Agile Portfolio Lifecycle
Strategic Visioning
  • Strategic Visioning
  • Agile Portfolio Lifecycle
  • Strategic Planning
  • Sample Strategic Vision>Objectives
  • Sample Strategic Goals>Measures
Building and Aligning Your Enterprise Backlog
  • Building and Aligning Your Enterprise Backlog
  • Agile Portfolio Lifecycle
  • Building Your Initial Backlog - Goal
  • Identifying the authorised & un-authorised work in progress
  • Sample Strategic Backlog
  • What is Strategic Alignment?
  • Sample - Aligning Initiatives to Strategic Goals
  • Dealing with Non-Aligning Items
  • Break ‘Projects’ Down to Deliverables/Themes
  • Agile Requirements Levels
  • Example: Member Portal Initiative
Idea Qualification and Feasibility with Kanban
  • Idea Qualification and Feasibility with Kanban
  • Agile Portfolio Lifecycle
  • Agile Portfolio Planning Kanban Wall
  • Why Qualify Ideas?
  • Consensus on Idea Qualification Filter
  • Sample Agile Idea Qualification Checklist
  • Qualifying a Sample Idea
  • Agile Game: Product Vision Box
  • Sample Portfolio Initiative - Consumer Sales Overhaul
  • Sample Project Vision…
  • Sample CSO Project - Definition of ‘DONE’/Acceptance Criteria
  • How do we determine objectively what is valuable?
  • Prioritising Using Business Value Buckets
  • Sample Business Value Buckets
  • Sample: CSO Project Business Value Points
  • Steps for Measuring Business Value
  • Example Value Measurement
  • Actually Measuring Value Post Release
  • Remember? Agile Requirements Levels
  • Example: Consumer Sales Overhaul
  • Sample: CSO Deliverables
  • Review Our Qualification Checklist
  • Agile Portfolio Planning Kanban Wall
  • Why Do Some Skip Qualification?
  • Idea Feasibility Checklist
  • Non-Functional Expectations
  • Alternative Solution Analysis
  • High Level Sizing – T-Shirt Sizing
  • Example Roadmap (for CSO)
  • Updated: Agile Portfolio Planning Kanban Wall
Portfolio Prioritisation, Ranking and Roadmapping
  • Portfolio Prioritisation, Ranking and Roadmapping
  • Agile Portfolio Lifecycle
  • Portfolio Ranking and Roadmapping
  • Factors Affecting Ranking
  • Portfolio Ranking – Biggest Bang for the Buck Game!
  • Sample BBB
  • The Portfolio Roadmap
  • Example Portfolio Roadmap
Capacity Planning & Budgeting
  • Capacity Planning & Budgeting
  • Agile Portfolio Lifecycle
  • Remember This? Allocating Projects Beyond Capacity
  • Capacity Planning
  • What Are Stable Teams?
  • Why Design for Stable Teams?
  • Cross-Functional Stable Team
  • Enterprise Stable Teams View
  • Capacity Planning by Portfolio
  • Tips For Structuring the Teams
  • Budget Planning
  • Sample Enterprise Capacity Table
  • Budgeting Per Team Per Iteration
  • Budgeting for the Enterprise Portfolio
  • Decision Time!!
Ongoing Portfolio Management Activities
  • Ongoing Portfolio Management Activities
  • Ongoing Portfolio Grooming
  • Portfolio Execution Kanban Wall
  • Ongoing Portfolio Management
  • Metrics Worth Tracking
  • Tracking Velocity
  • Tracking Actual Cost
  • Sample Point and Cost Burn Up Chart
  • Agile EVM (Earned Value) Burn UP Chart
  • Measuring programme Progress
  • Additions to the Enterprise Backlog
  • Who does what? Roles:
  • Resources
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