Is your Strategy a Bucket or a Filter?

One of the biggest challenges for many organizations is that they have too many good ideas and are unable to fully staff all of them.  A good strategy will act as a decision filter to help with portfolio prioritization.  But too often strategies behave more like buckets than filters, and all new initiatives just get accumulated into the strategy bucket.  This results in an overloaded portfolio that cannot be delivered resulting in frustration throughout the organization.  Todd will show some practical tools that can be used to help create effective decision filters.


Outline/Structure of the Talk

Introduction of the Bucket vs. Filter

The use of the Purpose Alignment Model

Practical applications of the model

Learning Outcome

How to use the Purpose Alignment Model as a decision filter

Target Audience


schedule Submitted 2 years ago

Public Feedback

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  • Shiv Sivaguru
    By Shiv Sivaguru  ~  2 years ago
    reply Reply


    Re the learning outcome, will you also be talking about the approach to adopt the purpose alignment model in

    - an existing product or solution

    - an enterprise scenario [from a CIO's perspective], where requestadd Adds from multiple business groups need to be considered?

    • Todd Little
      By Todd Little  ~  2 years ago
      reply Reply


      As a 20 minute session I would talk about how the Purpose Alignment model can scale from the story/feature level to the corporate strategy level, but would likely only use the example at the strategy level.  For a longer session I would go into more examples which would cover at the product level including an example for an existing product.

  • Liked Woody Zuill

    Woody Zuill / Todd Little - NoEstimates?

    Woody Zuill
    Woody Zuill
    Agile Guide / Trainer / Developer
    Zuill Development
    Todd Little
    Todd Little
    Lean Kanban Inc
    schedule 2 years ago
    Sold Out!
    480 Mins

    Let’s explore the purpose and use of estimates in the management of software development efforts, and consider possible alternatives. Why do we estimate and are we making estimates that are actually useful?  We say we depend on estimates to make important decisions, and yet we’re often disappointed by the results.

    Why are we so challenged at estimation?  Are estimates for cost, time, or effort always needed? Is it possible there are other ways to approach our work?  If we didn’t estimate, how could we still be successful at making businesses successful?

    The default use of an "estimate-driven" approach is pervasive in software development efforts, and while estimates can be useful, it is worthwhile to scrutinize our use of estimates for cost, time, and effort, and to seek better ways to manage software development projects.

    There are a number of things to explore and many questions to ask. For example, do we really need estimates for all the things we are currently using them? Are we getting a reasonable benefit from them? Is it possible to manage software development projects without these estimates, or at least with fewer estimates?  Is there a way to prove that estimates are helping us make good decisions?

    In this session we’ll participate in some interactive information gathering exercises to see if we can gain a shared idea of our current understanding of the purpose and use of estimates.  We will examine the nature of software development projects and explore some real data to shed light on the art and science of software estimation.  Our exploration goal is to see if we can work together to come up with some ideas about improving on the traditional approaches to using estimates.