Agile planning super size edition dev con 2018
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- Agile planning requires alignment across multiple levels from strategy to daily team activities to ensure business and client objectives are achieved. - Both business metrics and team metrics must be considered to fully understand impact. A balance is needed between autonomy and coordination. - Strategic planning involves determining investment horizons, decision frameworks, outputs, outcomes and aligning these to portfolio management practices like opportunity canvassing and management of the "cone of uncertainty". - Large organizations need to adapt practices like big room planning, demand management and ideation intake processes to scale Agile across divisions while maintaining flexibility.
Agile planning super size edition dev con 2018
- 1. Agile Planning The Super-Size Edition Matt Anderson Director, CTS Enterprise PMO Check in now please
- 2. “95% of a company’s employees are unaware of, or do not understand, its strategy.” - Harvard Business School Strategy Execution Contention Alignment
- 3. The Agile Planning Onion Strategy Portfolio Solution Release/ Planning Iteration Daily Team Business Unit Company/ Organization
- 4. Isn’t Agile All About the Team? • It depends… • What are you measuring? Team Metrics Business Metrics Client – Cerner – Team – Me Copernican Revolution in Management
- 5. Conversation with Brent Shafer What are you working on? JIRA XYZ-123!
- 6. Strategy - Three Horizon Planning H1 0-12 m H2 12-36 m H3 36-72 m
- 7. Strategy – Cynefin – Decision Framework Goal: Move from Disorder to select the right model for the problem Note: We will be biased to the model we spend the most time in
- 8. Strategic Planning Checklist • In which Horizon are we aiming for a return? • Sets timelines for milestones and how we should engage the client • What is the Cynefin mapping? • Determines the approach for the next step
- 9. Projects / Activities Outputs Investment Outcomes / Impacts What Why Thing Behavioral Change What vs Why?
- 10. Investment Outcomes / Impacts MeasuresImperative / Initiative Portfolio - Investment to Outcome
- 12. Portfolio - Cone of Uncertainty
- 13. Portfolio and Solution Planning • Why are we making this Investment? • What Outcomes are we looking to achieve? • Do you know: • Cynefin and Horizon mapping • When those variables will change and thus require a different approach • Where are you in the cone of uncertainty • The plan to remove the uncertainty
- 14. Executing on Strategy • Scale and work type matter • Demand Management • Idea to Adoption process • Work authorization • Adoption confirmation • Fast feedback • Models • Lean Startup • “Enterprise” Planning Walls • Big Room Planning • Opportunity Canvas
- 15. Lean Startup – Fast Feedback • Mean Time to Feedback
- 17. Big Room Planning • Slow Down to Speed Up • Aligning cadence • Spend 2 days planning per quarter • Entire organization is focused • Allocate Capacity to Prioritized Demand • A few drops to all bottles • Fill up a couple of bottles Capacity Demand
- 18. CTS Demand Management Process - Kanban Planning ExecutionFunding Project Generation Project Execution Intake AssessmentIdeas Activities Outputs Inputs - Approval by appropriate CTS owner - Approval by Cerner Finance Evaluation
- 19. Opportunity Canvas – Plan on a Page Why Scope Risks Success Metrics Resources Schedule Stakeholders Financials
- 20. Intake Intake Intake Assessment Assessment AssessmentAssessment Assessment Assessment Assessment Assessment Planning Planning Planning PlanningPlanningPlanning Planning Planning Funding Funding Funding FundingFunding Funding BRM EA Intake Funding PM PM PM FIN TSO PMBRM EA BRM EA
- 21. CompletedEvaluationExecutionFundingPlanningAssessmentIntakeIdea Total In Phase CTS Enterprise Services Project Portfolio by Lifecycle Phase 214 253 Project Generation Project ExecutionOn Hold 28 495 Total 114 72 28 62 4 183 4 46% 34% 17% 3% Portfolio by Project Type Run Grow Transform Improve 12% 8% 1% 6% 2% 3% 6% 5% 4%4%6% 3% 6% 7% 2% 23% Portfolio by Organization CernerWorks Client Org CommunityWorks Consulting Finance Global HR IP ITWorks Legal Marketing Population Health Properties & Facilities Revenue Cycle SBUs Support Services *19 additional projects impact all organizations. CTS Project Portfolio by Lifecycle Phase Avg Cycle Time 145 days
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Editor's Notes
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