Flashcards
LPM Section 2
Flashcards do conjunto (39)
- 1Enterprise Strategy Formulation
- 2Strategy Preparationbi-directional process
- 3Strategic ThemesDrive the future of the portfolio
Connect the Portfolio to the Enterprise Strategy
Provide context for the Portfolio Vision and Lean Budgeting - 4Good examples of Strategic ThemesAppeal to a younger demographic (18-29)
Reduce warehousing costs by 35% - 5Bad Examples of Strategic ThemesIncrease shareholder wealth
Maximize corporate value - 6ObjectivesRepresents the strategic themes that drives the future state of a portfolio
- 7KMust be measurable. 2 to 5 key results per Strategic Theme is recommended
- 8Influence of Strategic ThemesInfluence portfolio strategy and provide business context for portfolio decision-making
- 9Maintaining the Portfolio VisionDefines the domain of the portfolio
Describes the development Value Streams
Represents a key input in developing and maintaining the Portfolio Vision - 10Portfolio CanvasAdaption of the business model canvas
Documents business models of existing or new products
Aligns business and technology to a common language
Provides a shared language to describe and visualize the current and future business model
- 11Value PropositionsValue Streams
Solution
Customers
Channels
Customer Relationships
Budget
KPI and Revenue - 12Resources and ActivitiesPortfolio as a whole
Partners
Activities
Resources (intellectual and physical) - 13Success1 Conduct the SAFe value stream and art identification workshop
Gather right people
Consider what data is needed - 14Cost StructureMost inherit costs
- 15Revenue StreamsHow we are getting revenue
- 16SWOTEstablishes an understanding of your organization's strengths and weaknesses
Identifies the most significant opportunities and potential threats
- 17TOWSUsed to primarily for identifying strategic options to create a better future
- 18Portfolio EpicLarge initiative that requires analysis, the def of a MVP, and financial approval before implementation
Requires an Epic owner to guide through Portfolio Kanban
Typically crosses value streams and takes multiple PIs
- 19Business EpicCustomer Facing
- 20Enabler EpicsEnable Solutions to address business need
- 21Envision the future stateHow do proposed changes impact the current canvas
- 22Projects-Implemented by temporary teams which dispand after work is completed
-Definitive start and end date: scope is fixed. All scope must be implemented
-Progress is measured based on task completion
-Overly detailed business case, based on speculative ROI
-Implementation typically follows waterfall process
-After business case is approved, up-front commitment is made to the entire project scope - 23Epics-Implemented by stable, cross-functional Value Streams and ARTs
-No definitive start and end date: scope is variable. Continue until WSJF says otherwise
-Progress is measured as outcomes against the benefit hypothesis
-Lean business case, based on benefit hypothesis and definition of an MVP
-Implementation follows the Lean startup build-measure-learn cycle
-After Lean business case is approved, commitment is to the MVP - 24Epic hypothesis statement-Captures, organizes, and communicates critical info about an epic
-Contains four major fields:
1. Epic description
2. Business outcomes hypothesis
3. Leading indicators
4. Nonfunctional requirements (NFRs) - 25Lean Business CaseCaptures the results from the analysis of a Portfolio Epic
Serves as the basis for making a go/no-go decision for a Portfolio Epic
Complete before the backlog - 26Value Stream FundingEnterprise provides the total budget for the portfolio
The portfolio allocates the budget for each Value Stream
Value Stream budgets are supported by Guadrails that define the spending policies, guidelines, and practices for a specific portfolio - 27Lean Budget GuardrailsHelp balance near-term opportunities with long -term strategy, ensuring the large investments are approved, and that investments in technology, infrastructure, and maintenance aren't routinely ignored
- 28Guardrail 1 - Guide investments by horizonHorizon 3 - Exploring
Horizon 2 - Emerging
Horizon 1 - Desired state where solutions deliver more value than their cost
-Investing: Solutions that require significant ongoing investments
-Extracting: Stable solutions that deliver great value with minimal new investment
Horizon 0- Retiring. Investment to decommission solutions
- 29Guardrail 2 - Apply Capacity AllocationDetermine what percentage of the ARTs total capacity can be allocated for new features, enablers, and technical debt for an upcoming PI
Each value stream should develop explicit policies for managing capacity allocation
The amount of capacity allocated will change periodically based on the context
- 30Guardrail 3 - Approve significant investmentsEach significant initiative is tested against the portfolio epic threshold, which is established by LPM
Below threshold: epic goes into the funnel of the appropriate program or Solution Kanban systems
Above threshold: Epic enters the Portfolio Kanban system for review and approval
All epics require a lean business case
- 31Guardrail 4 - Continuous Business Owner engagementBusiness owners ensure that the priorities of the ARTs and Solution Trains are in alignment with the portfolio
Verify that investments are spent on the right things at the right time
Business owners actively engage by:
-Communicating the Portfolio Vision
- Assisting in the preparations for the upcoming PI
-Attending PI Planning and Inspect and Adapt
- 32Portfolio Kanban Overview
- 33FunnelAll big ideas are welcomed:
-New business opportunities
-Cost Savings
-Problems with existing solutions
-Marketplace Changes
-Mergers and acquisitions
Only potential Epics should go in this funnel. It is not a central intake for all work.
- 34ReviewingEpics that meet the Epic Threshold criteria are pulled into the reviewing state when WIP limits permit
-Epic hypothesis statement
-Refine understanding
-Calculate WSJF to prioritize Epics
-WIP limited
Lighter than what we are currently doing in review - 35AnalyzingEpic owner establishes collaboration for analysis
Identify and review Solution alternatives
Define MVP
Cost estimates for MVP and entire Epic
Create Lean business case for each Epic
Calculate WSJF
Go/no-go decision by LPM fiduciaries based on Lean business case
- 36Portfolio BacklogMaintains Epics that have been approved by LPM
Epics are reviewed and prioritized on a periodic basis using WSJF
Epics are pulled into the relevant Program or Solution Backlogs and then implemented when one or more ARTs have capacity
- 37ImplementingFeatures or capabilities from the Epics are planned at PI boundaries or sooner if capacity exists
ARTs begin implementation following the delivery strategy identified in the Lean business case
Epic tracking continues - 38DoneEpic is considered done when:
The business outcome hypothesis is proven false
The hypothesis is proven true, but LPM has determined that additional portfolio governance is no longer required
- 39Portfolio Kanban Benefits
Informações
- Descrição
- LPM FlashCards sobre LPM Section 2, criado por Elizabeth Almquist em 24-03-2020.
- Criado por
- Elizabeth Almquist
- Visualizações
- 4
- Avaliação