Understand in practice how to prioritize portfolios, projects and products with Agile Upstream Framework
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The document discusses the Agile Upstream Framework (AUF) designed to prioritize portfolios, projects, and products effectively by addressing common challenges in project management. It emphasizes the importance of upstream processes in optimizing initiative inflow, balancing constraints, and enhancing value generation through structured prioritization practices. The framework consists of various components, including assessment criteria, categorization, prioritization methods, and specific roles to streamline project execution and decision-making.
Understand in practice how to prioritize portfolios, projects and products with Agile Upstream Framework
- 1. Undestanding in practice how to prioritize portfolios, projects and products with Agile Upstream Framework Fábio Cruz Hiflex Group
- 2. Fábio Cruz (Families + Work + Health + Fun = Balance)
- 3. 2018/2019 2018/2019 2018 2017/2018 2019 2019/2020 2021 Some cases with the Agile Upstream FMK
- 4. Why do we need to talk about upstream? Because there are several problems
- 5. All companies say: “There is …”, but in real life it’s: “God help us” Long term? How much time? Starts in August, approves in November and runs next year? Hard to change previous plans? Everything is approved but nothing is discarded? Customer dominates priorization? Whoever has the loudest scream wins? Infinite Backlog that never ends?
- 6. Seek Downstream methods to solve all problems “There is nothing quite as useless as doing something with great efficiency that shouldn’t even be done” Peter Drucker Is the problem with managers who don't push enough? Is the problem with teams that can't produce enough? Is the problem a lack of time and/or people? Only 8% to 17% of the total Leadtime is in execution (Downstream)
- 7. Pursuing goals of vanity that say nothing … What has been expected from the management? (show reports?) What has been expected from the teams? (validate deliverables? or validate what other teams have done?) Does the management show “Traffic Light Reports”? Do teams show their Burndowns and Histograms? Organizational Structure, Teams and local goals
- 8. It all starts at Upstream The system needs to be pulled, not pushed! Projects need to be targeted and not invented! Capacity of teams needs to be prioritized and not managed!
- 9. What is upstream and Agile Upstream Framework?
- 10. This is what we need to talk about! Upstream: The correct input of initiatives ( ) makes all the difference! Project Product R&D Requests
- 11. The #AUF can help you! (vision 1) A Framework 4 - 5 - 5
- 12. The #AUF can help you! (vision 2)
- 13. 1 – Assessment, Viability and Selection 1.1 – Minimum criteria on the viability of initiave (Agile, Waterfall and Hybrid) 1.2 – Performance indicators and results of Medium/Long term initiaves and business: ROI/NPS/Eficiency/Cost/Risk 2 – Categorization and Distribution of Investments 2.1 – Categorization/Separation between Innovation and Support of Business 2.2 – Analize Backlog and separate by investment or iniative types 3 – Prioritization, Ordering and MVP 3.1 – Minimum and sufficient Prioritization Criteria for sorting or discarding 3.2 – Analysis of Ideation Results by investment or initiative types 3.3 – Decision gate on Continuity or Death of Initiatives (Short Term Results and Metrics) 4 – Constraint Balancing 4.1 – Constraint Analysis 4.2 – Portfolio Backlog Balancing Based on Constraints 5 – Value capability analysis 5.1 – Definition of the Value Capacity Generation Chart 5.2 – Definition of policies and agreements on monitoring and measuring metrics, indicators and results The 5 prioritization practices of Agile Upstream Framework - #AUF Value Capacity Generation Chart
- 14. The Agile Upstream Framework represented in Upstream Kanban • Viewing the Flow • Measuring Lead Time and Cycle Time of Multi- Step Upstream Flow • Prioritizing and discarding initiatives to get Ready for teams Upstream Lead Time An Important Rule • All Agile Upstream Steps, and Identified Backlogs must be in Upstream Kanban to allow for transparency, flow visualization and continuous flow improvement through VSM Downstream Lead Time Customer Lead Time The Upstream Kanban and The Agile Upstream
- 15. The Downstream Kanban and The Agile Upstream Value Capacity Generation Chart Search to view Important Aspects of the Value Capacity Generation Chart in Downstream Kanban
- 16. A Real Case
- 17. Optimizing the inflow of initiatives Trata-se de uma iniciativa: ● ad hoc ● manutenção corretiva ? SIM NÃO ? É produto, serviço ou canal PROJETO DE PRODUTO / SERVIÇO / CANAL PROJETO HABILITADOR SOLICITAÇÕES E PEDIDOS 1 PRODUTO “N” PRODUTOS (Transversal) NOVOS PRODUTOS SIM NÃO Diretoria Colegiada BrasilSeg BB Corretora VMO Governança de TI Usuário Func./ Técnico Sponsor LEGENDA: Diretoria Colegiada BrasilSeg BB Corretora VMO Líder do Projeto Governança de TI Usuário Func./ Técnico Owner Controladoria Time Técnico Sponsor Fluxos de execução de demandas de manutenção corretiva (erros) Equipes específicas para o atendimento de cada tipo de demanda Fluxo de execução de demandas ad hoc (extrações / ajustes de dados) Equipes específicas para o atendimento de cada tipo de demanda Cadastro da iniciativa - Informações mínimas - Análise de valor e sinergia (filtro inicial) 8 Filtro de Projetos - Projeto de Produto (1, “N” ou novo) - Projeto Enabler 9 - Critérios de priorização - Balanceamento de projetos (carteira orçamentária e capacity) Priorização do portfólio 11 Análise - Reunião de Trabalho e/ou - CANVAS e/ou - Discovery - Critérios de priorização - Balanceamento de projetos (carteira orçamentária e capacity) Priorização do portfólio 11 Análise - Reunião de Trabalho e/ou - CANVAS e/ou - Discovery Comissão de Negócios e Vendas 12 - Lista de projetos priorizados - Alinhamento do portfólio de projetos de produto priorizado (pré Comitê de Priorização - Diretoria) Comissão Orçamentária - Lista de projetos priorizados - Alinhamento do portfólio de projetos habilitadores priorizado (pré Comitê de Priorização - Diretoria) 12 Comitê de priorização de projetos 13 - Lista de projetos priorizados - Abertura/fechamento do trimestre - Aprovação do portfólio priorizado b 10 a 10 Real Case
- 18. Step 1 Step 2 Step 3 Real Case Designing the optimized workflow
- 19. Final message
- 20. 4 - 5 - 5: The Agile Structure of #AUF ● 4 Roles 1. Agile Upstream Team - AUT 2. Initiative Owner – IOW 3. Company Board – CBO 4. Initiative Team - ITE ● 5 Priorization Practices 1. Selection of Initiatives 2. Categorization of Backlogs and Initiatives 3. Prioritization of Backlogs and Initiatives 4. Constraint Balancing 5. Value Capability Analysis ● 5 Artifacts 1. Upstream Backlog 2. Downstream Backlog 3. Upstream Kanban 4. Downstream Kanban 5. Value Capacity Generation Chart (Portfolio Ideas/options) (Portfolio Delivery)
- 21. Wait for next year - #AUF 2022 We are going to release a guide and a book (In English and Portuguese) The AGILE Upstream Framework was a cover of Magazine in Brasil in the Oct/Nov 2020 edition
- 22. If you like keep following I will have more two sessions in Agile Tour Montreal 2021 Fabio Cruz Hiflex Group
- 23. Questions and Retrospective Did it make sense to you? Speak more... Ask more... #hiflex | !
- 24. Contacts • Hiflex Group fabio.cruz@hiflex.com.br http://www.hiflex.com.br • Blog http://www.fabiocruz.com.br • Networking Twitter: @fabiorcruz Linkedin: /fabiorcruz Facebook: fabiocruz.br Instagram: fabiocruz.br Content Blog http://www.hiflix.com.br Youtube Channel Keep in touch!