Return of experience of the lefuret.com’s teams on how they deploy strategic portfolio management at the CXO level, by using Agile Mindset & practices

1. Project Portfolio Management
in a Lean Agile World
Agile Tour Beirut – 17/10/2015

2. THANK YOU TO OUR
GOLD SPONSORS
SILVER SPONSOR BRONZE SPONSOR HOST PARTNER

3. THANK YOU TO OUR
MEDIA PARTNERS
ECO-SYSTEM PARTNERS
SUPPORT PARTNERS ORGANIZER

4. 4
Executive Summary
How will the presentation end?

5. DROPPED
INCEPTION BUILD REFINEEXPLORATION
DOING DONE DOING DONE DOING DONE DOING DONE
BACKLOG
Priority
Subject XXX
Phase
End date
M
M
M
M
M
M
Management
Meeting Gate
LSI
SPI
Strategic & Local Initiatives Portfolio Status – 12/10
5
Coffee with Tante Mado :
your old nosy neighbour
Eating a
Man2ouche
16/
10
Subject XXX
Phase
End date
Calling my
mother in law
HoldGreat Idea
someone
had in the
shower
Electing a
Lebanese
president
05/
2013
Don’t know
what to add
here
02
/11
Killing all
useless
projects
16
/10
Doing some
actual work
19/
10
Another
idea at
coffee
machine
Growing a
moustache
01
/10
Fixing the
Generator
30/
10
Picking up the
trash
30
/10Hold
Mr. Lebanon
Election
30
/09
PPT for Beirut
17
/10Six Packs Abs
11
/03
Become a
dancing legend
11
/03
Eating at Snack al
Mathaf
09
/10
Bring back
Food to
Paris
19/
10
19
/10
And…anoth
er one in the
bathroom

6. A major financial
services provider that
specialises in
consumer insurance,
price comparison and
legal services with
over 8 million
customers & 3300
employees

7. A little bit of context on LesFurets.com
7
Growing
organization Need to deliver step
changes
Empower
teams &
maintain
quality
Stay agile yet structure the
portfolio
Demanding
Shareholder
Ambitious
objectives

8. Where do we want to be ?
8
Focus
• Focus teams on projects with biggest € impact
• Become more disciplined & kill no value added initiatives
Secure Priorities
• If a new idea comes up & is to write-off current priorities this has to be
clearly shown & communicated
• Avoid changing priorities once development has started : invested time
is lost & generates costly side-effects
Secure Sign-Off
• Give the teams sufficient time to prepare initiatives
• Decide clearly for initiatives sign-off level required (team, local
management, MD, Group)
Data Driven Decisions
• Yes for gut feelings & opinions…but we need to measure, measure,
measure

9. 9
Why change our priorization methods ?
Governance with Lean / Agile ?
Conclusion
Introduction

10. Split of Initiatives
Delivery Overview
INITIATVES
SPI
STRATEGIC PROGRAM
INITIATIVES
• Goal to provide a step
change
• Highest level of priority
• Sponsored by EXEC or
above
• Validated in Initiative
prioritization process
• Steered by a dedicated
steering (fortnightly)
• Coordinated by a program
team
LSI
LOCAL STREAM
INITIATIVE
• Addition of a new feature
• Sponsored by stream
owner
• Steered by a weekly
stream meeting
• Validated in Initiative
prioritization process
• Coordinated by the product
owner
RUN
RUN
• Production issue
• Monitoring
BAU
BUSINESS AS USUAL
• Minor evolutions
• Bugs
• Steered by a weekly
stream meeting
QUA
L
QUALITY
• Technical debt
• Improvement of code
quality and development
velocity
10
60% 40%

11. Overall Organization overview
Stream Panel
Owner : Valérie
Stream Panel
Owner : Valérie
Strategic Program 1 Sponsor : Hamid Chair: Jeremy Owner : RamiStrategic Program 1 Sponsor : Hamid Chair: Jeremy Owner : Rami
Strategic Program 2 Sponsor : Hamid Chair: Ken Owner : AlainStrategic Program 2 Sponsor : Hamid Chair: Ken Owner : Alain
Strategic Program 3 Sponsor : Hamid Chair: Jeremy Owner : JohnStrategic Program 3 Sponsor : Hamid Chair: Jeremy Owner : John
BA : ASEBA : ASE
Stream Customer Exp
Owner : Damien
Stream Customer Exp
Owner : Damien
Traffic
PO : JPM BA : ARO
Traffic
PO : JPM BA : ARO
Stream Data
Owner : Alain
Stream Data
Owner : Alain
BA : CMIBA : CMI
Journey
PO : YCH BA : BME & ANI
Journey
PO : YCH BA : BME & ANI
Expertise UX, SEO, Data Analyst, Architecture, Dev Ops, Legal, FinanceExpertise UX, SEO, Data Analyst, Architecture, Dev Ops, Legal, Finance
Strategic Program 4 Sponsor/Chair : Pascale Owner : FredericStrategic Program 4 Sponsor/Chair : Pascale Owner : Frederic

12. Initiative Lifecycle & Priorization
12
Exploration Inception Build Refine Run
• What’s at stake
• Very Rough
Estimation of
Impact on
Revenue/KPIs
• Inception Costing
Gate
1
• MVP & Target Vision &
Sanity Check-List
• Business Case
(Revenue, Costing)
• Estimated Execution
Plan
• Analysis & Development
• Updated Costing &
Planning
• Ongoing validation of
feature to be released
• Gather Test Results &
Iterate on Feature
• Specific Reporting
• Production Alerting
• Back to standard
reporting
Gate
2
Gate
3
Gate
4
Go/No Go Go / No Go
Priorization
Launch
Deploy
100%

13. Meetings Structure
13
AM
PM
MONDAY TUESDAY
WEDNESDA
Y
THURSDAY FRIDAY
Management
Meeting
Stream
Meetings (x3)
New Initiatives
Reviews

14. DROPPED
INCEPTION BUILD REFINEEXPLORATION
DOING DONE DOING DONE DOING DONE DOING DONE
BACKLOG
Priority
Subject XXX
Phase
End date
M
M
M
M
M
M
Management
Meeting Gate
LSI
SPI
Strategic & Local Initiatives Portfolio Status – 12/10
14
Coffee with Tante Mado :
your old nosy neighbour
Eating a
Man2ouche
16/
10
Subject XXX
Phase
End date
Calling my
mother in law
HoldGreat Idea
someone
had in the
shower
Electing a
Lebanese
president
05/
2013
Don’t know
what to add
here
02
/11
Killing all
useless
projects
16
/10
Doing some
actual work
19/
10
Another
idea at
coffee
machine
Growing a
moustache
01
/10
Fixing the
Generator
30/
10
Picking up the
trash
30
/10Hold
Mr. Lebanon
Election
30
/09
PPT for Beirut
17
/10Six Packs Abs
11
/03
Become a
dancing legend
11
/03
Eating at Snack al
Mathaf
09
/10
Bring back
Food to
Paris
19/
10
19
/10
And…anoth
er one in the
bathroom

15. 15
Why change our priorization methods ?
Governance with Lean / Agile ?
Conclusion
Introduction

16. Less is more
Focus on the Why
Launch Fast & Iterate
Our Key Drivers
Top management addicted to MVPs
Program Management & Agile Delivery

17. 17
Thank you !