The document discusses project portfolio management and governance. It argues that organizations currently lack synchronization across project decision points and releases. It proposes using Agile release trains to better synchronize projects through fixed cadences. This would help address problems of non-synchronized project decision points and releases. The document also discusses designing value streams and business models to better organize work and deliver value through cross-functional business teams that own end-to-end value flows.

1. A Portfolio of
Opportunity
Johan Oskarsson
Knowit

2. Assumption for today in the context of
12 min talks
Agile – You are transforming to Agile
Lean – You are transforming to Lean
Project Management – You still have projects
Project Portfolio Management – You need to manage
many projects
Organization – You have problem organizing

3. Vision and Strategy
Value Flow
Value
Value added
(+ cash flow)
Today Tomorrow
Investment (project)
(Many)

4. extreme short on GOVERNANCE

5. None-synchronized releases to
projects

6. Project Portfolio Management
Governance
Portfolio/
Exec level
DP Decision
Point
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up
Program/Pro
ject Level
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Pre-Study Initiate Develop Test Deploy Follow-up

7. Project Portfolio Management
Governance
Portfolio/
Exec level
DP Decision
Point
DP0 DP1 DP2 DP3 DP4 DP5 DP6
Program/Pro
ject Level
DP0 DP1 DP2 DP3 DP4 DP5 DP6
DP0 DP1 DP2 DP3 DP4 DP5
DP0 DP1 DP2 DP3 DP4 DP5 DP6

8. Project Portfolio Management
Governance
What is the problem with
none-synchronized DPs?

9. Project Portfolio Management
Governance
Does agile team solve the
problem?

10. Enter Agile & Lean
- we can do it better

11. Synchronized Agile Release Trains
(ART)
Core in Agile Governance
(Cadence, Pulse, Rhythm,
…)

12. Break-down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Scope (fix) – Time (1-2 years not usual) – Cost (yearly budget)
Project Epics Releases ROI per Epic
Architectural
Epics
Business
Epics
Quality
Improvements
Epics

13. Epic versus Project?

14. Epic versus Project?
Continuous Stage-gate model
Development

15. Many project
Single point of entry, handles all variation…
Inc n +
1
Inc n + 2 Inc n + 3 Inc n + 4
System Releases
System
Architecture
Quality Releases
Value Stream
Release
Backlog
Detailed Rough TBD
Value Stream
Value Stream
Value Stream

16. Example: Many projects

17. Program Portfolio Management
Governance with Kanban and fix
cadence
Portfolio Backlog item life cycle
Opportunity/
Threat
analyze
Business
Case
development
Develop Validate Launch ROI follow-up
DoingDone Doing Done Doing Done Doing Done Doing Done Doing Done
Portfolio
Backlog
Investment
stream /
Program
DP All Epics at the same time
Do
D
Do
D
Do
D
Do
D
Do
D
Do
D
Success/Fail
ure
Adapt Cake!!
Example: 8-12 hours steering group meetings every month for 8-
10 projects, versus 1 hour meeting 2 / month all Epics = - 6 h
meetings & double decision making speed (no extra meetings
needed)

18. extreme short on
ORGANIZATION

19. Designing Value Flows (Streams)
Designing the logic how you deliver value and
drive cost
$ The people:
• Develop
• Product
• Sell & ship
• Support
N+1 products

20. Designing Value Flows (Streams)
Designing the logic how you deliver value and
drive cost
www.businessmodelgeneration.com
A Value Flow have a Business Modell

21. Utfodring

22. Utfodring

23. Vårdförsäkring

24. Micro level - Agile Teams (smallest
entity)
Develop
ers
Testers
System
analysts

25. Cross-functional Business Teams
(small company within the company, P&L empowered)
Business
R&D Sales &
Marketing
Support
Logistic
Supply
Chain
s
Fractal scaling
Agile
team
Owning N+1 value flows

26. World Café subject
How to - Business Modeling and Value
Flow
How to - Organization - “Business
Teams”