RE: [scrumdevelopment] Re: Scrum, Xp, Agile and Project Portfolio Management
The formal drive for agile from CEO level here began with the formation of agile thinking programmes of projects. All projects were to be prioritised by ROI and regularly reviewed. Only the most important ones providing good returns would be continued/started. The idea is this then trickles down into how the projects are to be organised before getting stuck into the actual work.
The issue that has yet to be solved here is, as Bill suggested, getting information about the viability and cost of projects to analyse their relative merits but I certainly agree that large organisations can, and do, benefit from a more agile approach to their portfolio management as well as the actual software development.
From: firstname.lastname@example.org [mailto:email@example.com] On Behalf Of Bill McMichael
Sent: 08 June 2005 23:16
Subject: [scrumdevelopment] Re: Scrum, Xp, Agile and Project Portfolio Management
I agree that many of the principles of project portfolio management
are in agreement with Agile/Scrum. If an organization is really doing
project portfolio management, then project decisions are strategic and
aligned with organizational goals. Project visibility is at the
highest level of the organization. Success factors are now tied to
business value (revenue, roi, customer satisfaction targets, etc..)
rather than just traditional project success factors (on time, on
budget). All of this is in concert with agile's principles of
transparency, close collaboration between the development team and the
business experts , along with agile's focus on maximizing business
value. Certainly the concepts of backlog management could be raised
to a project level, so you have a project backlog along with benefit
and cost estimates.
There is also the concept that like a financial portfolio that the
project portfolio mix needs to be continually reviewed, to react to
the changing environment. Should this project be initiated ? Should
this one be killed ? Incremental nature of agile provides better and
more timely data to make these decisions as well as the flexibility to
react quickly to change. The difficult piece is collecting the
appropriate project metrics that are business focused to provide the
executive team the appropriate visibility on not just the health of
the project, but its benefits. This is the Enterprise Agile piece that
has been discussed here in other threads.
--- In firstname.lastname@example.org, mike.dwyer1@c... wrote:
> Could it be that the entrance of Project Portfolio Management on to
the Traditional Project Management Stage makes Agile, Scrum and Xp
more feasible in a 'traditional' environment.
> Before you get the tar and feathers out go looking for a rail to
strap me too. Consider this.
> If Business and Senior Management need to go through all the hoops
of a Project Portfolio, then can we commit to NOT doing anything that
is NOT approved and commit to ONLY what we CAN DO? If not, why not.
On face value, we have our marching orders. I know its face value,
but if we insist it be taken that way, are we doing anything less than
the gang in India or China , or down the street. This is, in fact, the
essence of an outsourcing deal.
> I understand (all to well) the tools used to create a Portfolio are
not totally Agile Friendly but then again the input represents
'estimates' and a High (as in "C" level High) level Product Owner
> There are two places I believe Agile belongs. The most obvious is
in the development implementation end of the business. The other is
in the generation of much of the data that goes into the Portfolio
process after all it is group based (if you are using focus or delphi)
and it is collaborative in that the 'team' gets together to commit on
what they will 'do'.
> Now that I have stretched the analogy to the point we can read the
fine print of a contract through it - sock it to me.
> Mike Dwyer
> "I Keep six faithful serving-men
> Who serve me well and true:
> Their names are What and Where and When
> And How and Why and Who." - Kipling
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