Putting the 'Lean' into Lean portfolio management -Transforming the way we think and manage work at scale

Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes. Outputs versus desired outcomes should guide decision-making around planning approach.

The desired outcomes are the place to start - the basis of decision-making is a bias to value.

Components of Lean Portfolio Management such as value streams, Quarterly Investment Review (QIR) & Quarterly Business Review (QBR) can be used with more standardised portfolio planning processes.

This talk will discuss experiences in continuously reviewing progress in transforming portfolios of work to enable Organisational Agility via continuous planning.

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Outline/Structure of the Case Study

5 min: Introducing my definition of the 'Lean' of Lean portfolio management

10 min: Lean prioritisation models

10 min: Planning & Prioritisation funnel - prioritisation of work to deliver prioritised value

10 min: Doing lean portfolio management by starting with desired outcomes

5 min: Measuring and costing portfolio management

5 min: Summary & Suggestions for trying in your own organisations

Learning Outcome

Participants will walk away with insights on the challenges and opportunities in transforming how you manage portfolios at scale; & options for doing so

Practical examples of lean portfolio management that could be applied in your own organisations

Target Audience

Anyone who works at the enterprise level

Prerequisites for Attendees

Enterprise level transformation experience

Stories (and scars) working across portfolios; with PMOs;

Interest in the challenges of managing dependencies & managing agile at scale

schedule Submitted 7 months ago

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  • Joel Tosi
    By Joel Tosi  ~  7 months ago
    reply Reply

    Hi Penelope, thanks for the submission.  I appreciate the content and context, but am curious as to how this fits into the continuous delivery track?  My assumption is the continuous planning aspect of it which you mention, but I want to make sure I am not off.




    • Penelope Barr
      By Penelope Barr  ~  7 months ago
      reply Reply

      Hi - yes you're correct. My contention is that continuous planning is a viable option to all of the models of 'big room planning' and their big $, big time investments, big expectations.  I'm advocating the lean, more pragmatic, more outcome-driven aspects of planning.  This topic generates a LOT of interest & divides opinion!!

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