Praktijkcase: Integratie Agile en portfoliomanagement

Transcription

1 Paul van Sprundel / Lennard de Koning Praktijkcase: Integratie Agile en portfoliomanagement Ruysdael portfoliomanagement event 30 januari 2018

2 Outline en Introductie: ABNAMRO heeft een forse transitie naar Agile werken doorgemaakt en is daar nog volop mee bezig. Waar voorheen de budgetten werden verdeeld over projecten, wordt er nu gebudgetteerd op verandercapaciteit in fixed (scrum) teams. Vragen die aan de orde komen zijn o.a.: o o o o o Wat is de STIP op de horizon, is die er, maar vooral ook HOE gaan we daarnaar toe? Portfoliomanagement in een Agile context: een solitair vakgebied of als onderdeel van strategische besturing en bedrijfsvoering? De operatie (delivery) lijkt met Agile redelijk op orde te komen, hoe beïnvloed je dat als portfoliomanager of ben je niet meer nodig? Hoe laten we vanuit de strategie zien dat in changes geïnvesteerde euro s waarde toevoegen? Wat betekenen deze ontwikkelingen voor jou als (strategisch?) Portfolio Manager? 2

3 ABN AMRO is een relatiegedreven, deskundige en digitaal innovatieve bank die actief is in Noordwest-Europa en expertise biedt in geselecteerde sectoren wereldwijd. Prioriteiten richting 2020 Versterken en verbreden van onze expertise Een open netwerk Inzichten delen Gepersonaliseerde oplossingen Verbeteren van de klantervaring Overal waar de klant is Digitaal innovatief Snel en transparant Innovatie & groei Echt innovatief Groei in Noordwest-Europa en in geselecteerde sectoren wereldwijd Onderscheidend Snel leveren Eenvoudiger organiseren Agile werken Versnellen in verandering 3

4 Structuur & Aanpak Agile portfolio management

5 2 dialogues in the new ABN AMRO structure Dialogue supported and prepared by multidisciplinary Portfolio Taskforce 1 ExCo Dialogue 2 MT BL s MT Retail MT CB MT T&HR MT I&T* MT PB MT C&IB Quarterly dialogues supported and prepared by Strategy Consultants of particular Business Line FRPB (fin/risk) 5

6 A simplified Strategic Portfolio Management (SPM) process allows the Executive Committee (ExCo) to steer on the execution of our defined strategy Background The ambition of SPM, is to employ our change budget in such a way that we maximize the value we deliver. Portfolio mngt In light of our transition to an Agile way of working, this SPM process accommodates the new vraagt culture nu principles Agile way of working promotes maximum autonomy at lower levels in the organization teveel Agile is based on fixed capacity as opposed to project & budget based funding inspanning Autonomie van Business Lines en bank brede We can leverage visie op allocatie this momentum van in updating the SPM process to increase efficiency and effectiveness capaciteit in relatie tot de strategie We have identified five explicit objectives for designing the new SPM process: SPM enhances the linkage between strategy setting and strategy execution SPM process accommodates the autonomy which we aspire in our renewed Agile organization SPM supports a dialogue based on value maximization SPM is built upon the new culture principles of Give Trust and I Am Team SPM accommodates the ExCo to steer on the execution of our defined strategy Sizing van portfolio, significante strategische thema's 6

7 Optimally align strategy and execution by three interdependent organizational cycles Strategic Level (Executive Committee) Cycle on Strategic level (managed by Executive Committee) Goal: Understand the total change portfolio and offer guidance on resource allocation for Grids from a bank-wide perspective, aligned with our strategic priorities Activities Facilitate dialogue and monitor the alignment between our strategic mid term priorities and current bank wide allocation of capacity. Offer high level guidance for up- or downscaling, building forward on current allocation of capacity and strategic developments, within financial constraints Portfolio shape: 4 x p.a. Portfolio size: 1 x p.a. Tactical Level (Business Lines & Grids) Cycle on Tactical level (managed by MT Business Lines & Grids) Goal: Translate strategic level resource allocation to grid set-up that maximizes the value delivered Activities: Allocate the BL capacity to the grids based on demand and strategic priorities Optimise the grid structure based on allocated capacity and demand, to ensure the grid effectively and efficiently delivers maximal value Continuously review the value delivered and adapt priorities at BL and grid level accordingly Continuously Operational Level (Blocks) Cycle on Operational level (managed by Product Owner) Goal: Create optimal value for our client/stakeholder by developing the most valuable user stories first, while bolstering team maturity into t-shaped capabilities Activities: Continuous prioritization and backlog refinement by Product Owners and their Teams Continuous management of individual team purpose and capacity Continuously 7

8 Approach: Like an Olympic Mission aiming for maximum medals, ABN AMRO has three processes to steer on change A B C Portfolio Management Selecting the sports that our country is best positioned to win at Capacity Management Selecting the right athletes to represent our country in these sports Performance Management Setting the right context to maximize performance of our athletes Steer into the right direction, setting the right stack ranking Set up capacity in line with strategic direction Obtain maximal performance with available capacity 8

9 Recap: In answering these questions we want to adhere to the agile ambitions we defined earlier User Story Epic Episode Saga Ambition of maximum autonomy & alignment Blocks empowered to manage their own backlog But we need to be able to steer large, complex change Leadership Empowerment Transparency Change Organization We have the ambition to provide the change organization (Blocks) with maximum autonomy, in combination with alignment with an overall strategic direction To achieve this, we empower the Blocks to manage their own backlog with User Stories In turn, Blocks provide transparency on their backlog and their progress, in order to receive guidance on strategic direction However, we also need to be able to manage and steer on large, complex change initiatives To achieve this, we need to cluster some user stories and directly rank these clustered initiatives on a higher organizational level Source: Spotify 9

10 To ensure successful Agile portfolio mngmt, we require the following principles to be upheld in the organization Capacity is Fixed Servant Leadership Transparency Alignment from Exco BL Grid Block Purposebased metrics Agile Portfolio Management Corporate Agility Clear Purpose & Priorities Limit Work in Progress (WIP) Datainformed decision making DIBB Stack Ranking Learning / Feedback Loop Draft for discussion only 10

11 Praktijk: Grid portfolio dialoog

12 GRID structure Draft for discussion only 12

13 Leveren van waarden 13

14 As Is Situation: Portfolio Wall 14

15 Why Portfolio Walls? Transparency about value & focus As a grid, we want to leap into the dreams of our customers. Initiatives should be valued directly and be picked up within a few sprints. This provides ultimate transparency and agility. The Agile portfolio process (Value Creation) helps us with that. The Grid Coaches provided the image on the left, which can be used as a Grid Portfolio Management Wall. The aim of the wall is to provide transparency and focus for a Grid. Together with the stakeholders, Grid Owners, Product Owners and Engineering Leads, all initiatives (new and current) are prioritised on value for our customers in short facilitated sessions. The Grid Owner knows grid exceeding what is important, the Product Owners work from their product vision and validate this inside, but mainly outside the Grid as this is where cooperation and the value for our customers come together. This transparency is what characterises the Grid and everyone in the Grid know what the focus is and why initiatives are started and (more importantly) stopped if there is not enough value. The wall is placed in a central area in the Grid and priorities and value of initiatives are discussed publically in front of the wall. Everyone who is interested can join these sessions. The impact of stopping or starting initiatives is directly visible on the delivery wall, as well the timelines and dependencies. The new initiatives funnel shows the Grid what is coming soon. The wall is a mean of communication and awareness, are we doing the right thing, does the work we do contribute to our Grid and is it in line with the ABN AMRO purpose? The value is in the discussions and the understanding of the Grid purpose and priorities will help the blocks to make their priority decisions independently. Also in terms of collaboration, it helps us thinking in we-block, we-grid and together as we-abn AMRO bank. Draft for discussion only 15

16 Overall: Portfolio Wall Explained Goal* Level Who Frequency To determine priorities based on strategy and business value (with data to prove it!) Generally: Grid level Sagas as part of Strategy Episodes in Later/To Do/Doing For everyone! e.g. Grid Sync: Grid Owner, POs, Engineering Lead & relevant stakeholders (depending on context) Depending on context. Occurring practices: Every 2-4 weeks To manage dependencies and plan the work (i.e. for next 90 days max.) Generally: Grid level Epics linked to Episodes in the wall above For everyone! e.g. PO Sync: Product Owners + relevant stakeholders (depending on context, e.g. Solution integrator) Whenever needed e.g. weekly Backlog Management in Blocks & Story mapping is used as a visual method of backlog building Generally Per block (i.e. epics & user stories), but Story Mapping can be applied to other levels too A Block: Product Owner & Team members (+ necessary stakeholders) Backlog Management Daily & Story Mapping if there is a need for MVPs or insight in work being performed. E.g. Every 10 weeks *The scope of the Wall is as well on intra as on cross grid Draft for discussion only 16

17 Overall: Wall vs/& Tooling ABN AMRO is in a transition phase and as a bank we have to be compliant to certain rules and regulations about tracking and tracing. Therefore, a standard tool like Jira is necessary and very helpful. Best practices within several Grids have shown that on screen tooling cannot replace the communication and the discussion in front of the board as the face to face discussion is where the value and learning is. Thereby, the offshore construction with India makes it necessary to have JIRA as a tool to facilitate good collaboration. Therefore, we chose to have them both: Jira for reporting and tracking and tracing reasons The Portfolio Wall for the value discussion and communication purposes Draft for discussion only 17

18 Overall: Push vs Pull Make sure that grid backlog items are not pushed from the to do lane into the doing lane, e.g. the grid owner deciding what is being done. The Product Owners, Grid Owner and stakeholders should be pulling the work into doing. This is being done by the Product Owners pulling the priorities to their blocks and the PO sync. When breaking episodes up into epics and managing dependencies can help determine priorities. Product owners select ( pull ) epics from their product backlogs, taking into consideration the dependencies made transparent in the grid s epic wall. Draft for discussion only 18

19 Wall 1: Vision & Priorities Goal of Wall 1 is to provide vision and set priorities by having a continuous dialogue about value creation Funnel & Pitch Strategic guidance Prioritizing Stackranking Good Practices Draft for discussion only 19

20 Wall 1: Continuous dialogue about value creation Why is my grid/block here? 1. What is my purpose? When am I successful in fulfilling my purpose? Do we see changes/ progress in our goals? 5. What is the impact on my goals? 2. Goals What state/outcome do I want to achieve? What are my goals (lagging indicators)? What are we attempting to improve in order to reach our prevous set goals (Step 2)? When is this initiative successful? 4. When are these successful (outcome! Not output)? 3. What backlog items help me achieve these goals? i.e. sagas, episodes, epics, users tories 20

21 Wall 1: Funnel & Pitch Entrance Criteria for a Bet to go to pitch : - Sponsor within the Grid Sync (GO, PO, EL, Stakeholders) - Pitch max 2 minutes - Is it in line with the strategy? All Business and IT ideas as well as existing episodes from other Grids (Bets) are being pitched and challenged on business value in front of the wall. No exceptions because we can use our limited capacity only once. Everybody must be able to enter his idea (Bet) on a Bierviltje. The Pitch takes 2 minutes, a few questions for clarification and than the Thumbs Up- Thumbs Down. If a Bet passes it is placed (and prioritised) on the on the funnel board 21

22 Praktijk: Quarterly Portfolio Review

23 Proposed yearly, quarterly and monthly time lines for strategy-, portfolio-, and performance reviews 23

24 The quarterly portfolio review (QPR) aligns demand and supply for the upcoming quarter 24

25 Value Management & De rol van de portfolio manager

26 How to provide focus and insights on Performance P R O P O S A L P E R F O R M A N C E M A N A G E M E N T F R A M E W O R K Best practice IT Performance Dialogue In order to be able to give guidance to our strategy and goals we need to address and discuss the following questions: Is our performance related to our strategy and goals? Where can we reinforce each other? Where do we need to adjust and steer? Which developments do we see? Do we still have the right focus? Supporting Tools O G S M An important part of the performance dialogue is the OGSM, consisting of the goals and strategies for the coming period D a s h b o a r d The dashboard is created monthly, based on the OGSM. The dashboard needs to give An up to date view of the progress made to achieve the strategy and goals The possibility to adjust and steer if necessary M e t r o M a p The MetroMap visualizes the different actions & products that will be delivered for every strategy The MetroMap gives a quick insight into the time of delivery and activity per strategy O w n e r s h i p C o n t r a c t The performance contract creates a clear view of everyone's contribution to the strategy & goals Ownership: every MT member is owner of a part of the action plan (OGSM) Sponsorship: every MT member is sponsor for one of the strategies (OGSM) 26

27 Portfolio Management in de Performance dialoog 27

28 Next step: Closing the loop (value management)

29 Closing the loop with Value Management 29

30 What about us?

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32 PPM Expert Strategisch Portfolio Mngt Strategisch consultant -.. Challenge strategisch tot PO 32

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