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Project Program & Portfolio Management [clear filter]
Tuesday, August 6
 

09:00

Assumptions and Ambiguity be Damned. Develop a Strategy to Embrace Change. (Dennis Stevens)
Limited Capacity filling up


Abstract:
Markets are changing faster than typical strategic planning cycles can support. Additionally, digital strategies are increasing interdependencies and exacerbating the strain on execution. Strategic planning often falls short because it’s not as fluid as it needs to be.
One thing we must consider, is that there are—typically— a lot of assumptions being made about markets as well as the organization’s capacity to execute. Those assumptions often miss the mark when attempting to meet the ever-changing needs and expectations of shareholders and customers. Agile provides the opportunity to create the requisite adaptability to validate and adapt to as we understand our ability to deliver and the realizable value of our strategies.
This talk is targeted at senior managers seeking to understand how to leverage Agile to improve Strategic Execution. This talk will show how to build market sensing into strategic planning, how to design the execution model to provide valuable feedback, and how to prioritize learning to maximize return. The model has been developing over years and has successfully responded to the assumptions and ambiguity facing firms. The reality is that it’s not that simple, but we have a model that can help.

Learning Outcomes:
  • Understand how agile can enable strategy execution in rapidly evolving markets
  • Quanitify opportunities to accelerate learning to maximize business return
  • Determine when and how to prioritize for learning over earning

Attachments:

Speakers
avatar for Dennis Stevens

Dennis Stevens

Chief Methodologist, LeadingAgile
What does it take to create meaningful change in your organization.


Tuesday August 6, 2019 09:00 - 10:15
Chesapeake D/E/F

10:45

From Projects to Products: Aligning Strategy and Execution (Richard Knaster)

Abstract:
Traditional approaches to project and portfolio management inhibit the flow of value and innovation in the enterprise. They were not designed for a global economy and the impact of digital disruption. This new reality puts pressure on enterprises to work with a higher degree of uncertainty yet deliver innovative solutions much faster and with higher quality. Despite this new reality, many legacy project and portfolio practices remain.
One of the main problems with projects is that they were designed to be temporary endeavors with temporary people to achieve a project’s requirements. As a result, the primary focus of projects is on completing tasks on time and on budget rather than achieving and measuring ongoing business outcomes.
Clearly, a different approach is needed. The system must change from planning the delivery of projects to collaborating on the development of products. The portfolio goes from managing projects to a managing a set of value streams that deliver products or solutions that help the enterprise meet its business strategy, either by providing value directly to the customer or in support of internal business processes. This workshop will provide useful concepts and practical guidance on how to implement this new and proven approach that delivers extraordinary business outcomes on a predictable cadence. It will also help create an environment where people can thrive and are truly empowered.

Learning Outcomes:
  • Understand why traditional portfolio management inhibits agility
  • Learn to better organize teams for value delivery
  • Apply Lean-Agile principles to empower the portfolio
  • Establish Lean budgeting and guardrails
  • Implement portfolio flow with a Kanban system
  • Measure Lean portfolio performance
  • How to implement the new approach

Attachments:

Speakers
avatar for Richard Knaster

Richard Knaster

Fellow, Principal Consultant, Author, Scaled Agile
Richard Knaster has more than 30 years’ experience in software and systems development, in roles ranging from developer to executive, and has been leading large - scale Agile transformations for well over 15 years. Richard actively works on advancing SAFe’s Lean-Agile methods... Read More →


Tuesday August 6, 2019 10:45 - 12:00
National Harbor 11

14:00

Getting ahead of your Agile Delivery teams with a formalized discovery process (Stephanie Allen, Anjali Leon)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
Are your delivery teams challenged with striking the right balance between creating scalable, high quality, releasable software with ensuring they are addressing the most important problems and opportunities for your customers? Does it take the full investment of building and launching a product to validate an idea? Do you have a nagging feeling that you may not be working on the right things?
At Pearson Online & Blended Learning, we met these challenges head on by creating and implementing a framework that includes early collaboration within a cross-functional team and a light-weight process. Based on Design Thinking principles and practices, the framework effectively balances discovery and delivery efforts. It ensures that, across the portfolio, our investments are focused on the right things, and the efforts of our delivery teams are aligned to solving the most important problems for our customers and addressing the most valuable opportunities for our business.
In this interactive session, we’ll reveal our discovery framework, approach to implementation, and share our triumphs and challenges. Each participant will have the opportunity to reflect on how a similar approach may help them address challenges within their own organizations. We will also collaboratively identify and troubleshoot potential problems you may encounter while implementing such a framework.

Learning Outcomes:
  • After the completion of this session, participants will be able to:
  • Relate to how our discovery framework helps solve some commonly expressed organizational challenges
  • Apply Design Thinking principles, tools and techniques to discovery efforts in an Agile environment
  • Decide when and how to engage customers in identifying and validating the right solution to their problems
  • Flex and fit the discovery framework for their individual environments

Attachments:

Speakers
avatar for Stephanie Allen

Stephanie Allen

Vice President, Digital Product Management, Pearson
I specialize in the design and development of educational technology products, leading the creation of innovative new programs that incorporate the latest industry advances in order to exceed expectations for learner goal achievement. Talk to me about product management and educational... Read More →
avatar for Anjali Leon

Anjali Leon

Agility Coach, Educator and Advisor, PPL Coach
Awakening new possibilities by connecting people to people, to ideas, and to purpose. Anjali shares her unique blend of emerging thought leadership and down-to-earth style to educate, inform, and inspire people to do their best work as she helps organizations navigate the powerful... Read More →


Tuesday August 6, 2019 14:00 - 15:15
Chesapeake 10/11/12

15:45

Innovation Starts with Agile Portfolio Management (Corey Post)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
Large organizations with multiple product lines and divisions that compete for funding, talent and scarce dollars have a problem. While they live on past successes, their future survival is at risk. Why? Because product funding comes from portfolio managers and executives so far removed from their organization's customers and the markets they serve that they are unable to empathize with users, understand their needs and provide workable solutions that people will actually buy.
As a result, executives and managers fund products and projects that are a “solution in search of a problem”. Worse, the funding cycles are often multi-year undertakings, taking away the organization’s ability to experiment, adapt and deliver real customer value.
This leaves these “successful” companies vulnerable to the team working out of a garage, able to prototype, test, pivot when necessary, and learn.
So how can these organizations fund, and build, solutions that customers want and will pay for? How can these organizations own the future rather than fall victim to it? Through Agile portfolio management, which includes short funding cycles, rich feedback loops and an innovation investment strategy that balances near team needs with future opportunities.
If you are a portfolio manager, product manager and/or making investment decisions for your organization, then this session is for you. You will learn both the mechanics and the "why" behind Agile portfolio management as well as how it differs from traditional portfolio management. You will do a deep dive into a prototypical Agile portfolio kanban including states and exit criteria.
As a result of this session, you will:
  • Gain an understanding of the mechanics of Agile portfolio management
  • Understand how to match capacity to demand and fund small batches
  • Discover a method to run experiments and use feedback loops to create a learning organization that can identify and adapt to customer needs
  • Find out how to leverage the Three Horizons portfolio strategy to encourage innovation and plan for the future
You will also get to experience Agile portfolio management through an interactive breakout session where you will make trade-offs leveraging a framework that considers the time value of money, innovation, risk and your organization's core capabilities.

Learning Outcomes:
  • Gain an understanding of the mechanics of Agile portfolio management
  • Understand how to match capacity to demand and fund small batches
  • Discover a method to run experiments and use feedback loops to create a learning organization that can identify and adapt to customer needs
  • Leverage the Three Horizons portfolio strategy to encourage innovation and plan for the future


Speakers
avatar for Corey Post

Corey Post

Agile Transformation Coach, Accenture | SolutionsIQ
Corey Post is a Lean-Agile transformation and enterprise coach with more than 15 years of leadership experience in Agile ways of working and continuous improvement. His practice areas include guiding successful adoption of Agile principles and practices, Lean-Agile portfolio management... Read More →


Tuesday August 6, 2019 15:45 - 17:00
Chesapeake D/E/F
 
Wednesday, August 7
 

10:45

My LPM Toolkit: The Gambler + Sizing Chart (Christopher Pola, Laureen Knudsen)
Limited Capacity filling up


Abstract:
Do you ever wonder 'Why?' Lean Portfolio Management (LPM) practices are not more prevalent? Do you think about 'Who/What?' is the laggard in your organization's lean-agile journey? Would you agree that adopting LPM can result in exponential improvements?
We know only too well, that managing agile teams in a traditional project management structure is like sticking a square beg in a round hole. If you are managing agile teams with 'traditional' management practices then you are slowing down the teams, and slowing down how the company operates. Essentially stifling the companies ability to improve on all levels. I assume that we all know this. Right? So, what is preventing greater adoption of LPM? Is it fear? Is it a lack of knowledge? A lack of experience or practical guidance?
This session is going to explore the latter. Essentially the session is a call-to-action for implementing Lean Portfolio Management (LPM) practices: it melds theory, practice and introspection to provide actionable insights. In the spirit of agile let us quickly define the problem, examine a hypothesis, and share experiments you can try/test.
As art imitates life, and music never fails to inspire us: can a song written in the summer of 1976 inspire us about the importance of Lean Portfolio Management, and help influence a call-to-action? Let's have a little fun as we explore the world and benefits of LPM.
The session explores the theory, and practices of LPM, with the main focus on LPM success patterns, know-how, tips/tricks that you are encouraged to take back to the office, and start experimenting with. The major practices/processes of a mature LPM will be covered: Ideation, Planning/Re-Planning, Prioritization, Budgeting etc. Remember, a LPM mindset can deliver the next level of (exponential) improvement for your organization.

Learning Outcomes:
  • 1). Every audience member becomes a strong advocate and influencer for implementing LPM.
  • 2). Learn small experiments, practices, tips/tricks, techniques for how to start implementing [and iterating on], the fundamentals of LPM budgeting and planning.
  • 3). How to use an agile mindset to help with the adoption of LPM: challenge the frameworks, the naysayers, and continuously improve, so agile ways of working may thrive in organizations. Reinforce the need for test and learn cycles at the Portfolio level is a key part of this message, and the examples that will be provided.

Attachments:

Speakers
avatar for Christopher Pola

Christopher Pola

Executive Advisor, Rally Software
I like to get inspiration, and learn from many disciplines/hobbies: botany, astronomy, philosophy, the arts, and nascent technology like blockchain or mixed reality.


Wednesday August 7, 2019 10:45 - 12:00
National Harbor 10

14:00

Escaping the Tragedy of WIP (Eric Willeke)
Limited Capacity seats available


Abstract:
It is quite easy to say that we are drowning in work, and most business leaders accept the fact that they're trying to do too many things, too quickly, and not getting the impact they want. At the same time, they are confronted with coaches and advisers stating the obvious that they need to do less and focus more. Unfortunately, this is not useful, merely correct.
In this talk, we will explore the underlying reasons behind too much work in process, and use those common patterns as the basis to identify a set of directional approaches that will support every company, as well as a number of tactical solutions to the specific root causes that are most commonly identified. Through applying these techniques, leaders will see common patterns and be able to apply directional corrections and specific countermeasures. These techniques will both create immediate wins and sustainable paths to improving business impact.

Learning Outcomes:
  • Recognize the various sources of WIP (Work in process)
  • Articulate the impact of excess WIP in the enterprise
  • Apply simple tools to create focus at any level

Attachments:

Speakers
avatar for Eric Willeke

Eric Willeke

Founder and Principal, Elevate.to
Improving business outcomes through agility and helping everybody sleep better at night.


Wednesday August 7, 2019 14:00 - 15:15
Maryland Ballroom B

15:45

Creating a distributed agile program office - beyond frameworks (Hendrik Esser)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
We were lucky when we started our agile transformation in 2008: there were no scaling frameworks yet.

So we needed to find out ourselves how the question of scaling can be solved fitting exactly our company's culture and needs. We found, that scaling is very much about orchestrating operations. In the past we had a large, central project office. With the agile transformation we changed that. We created a small program & portfolio management function and distributed all operational management across the organization down into the cross-functional teams.
The results were exceeding or wildest hopes: one year into the journey our delivery delays were down to almost zero. Collaboration across the organization had significantly improved as we had started to truly co-own the promises we make to the customer. Planning has been a huge stress before. Now it is a constant flow of knowledge and decisions.
In this talk you will hear about what we did and why we did it. You will hear how we have structured and distributed our program and portfolio management across our very large (2000 people) organization. You will hear about the change in mindset we created. And you will hear about our journey through our lessons learned: how we gradually improved the new setup over 5 years - sorting out all the emerging phenomena we experienced - the good, the bad and the ugly.
To some extend we have found similar approaches as you can find in the scaling frameworks you hear about today. The big difference is, that this was our journey from the beginning. Starting from a mindset change and then inventing practices and structures following the mindset. In this talk you will also learn about how we successfully managed that aspect of the transformation.

Learning Outcomes:
  • Know an example how an agile program & portfolio management function can be distributed across a very large organization.
  • Understand and apply an approach how the needed mindset change can be driven across a large internationally distributed organization.
  • Understand and apply concrete structural and practical concepts and approaches to build a large distributed program & portfolio office.

Attachments:

Speakers
avatar for Hendrik Esser

Hendrik Esser

Growing up in the 1980s I was a passionate computer game developer during my school and study times. After getting my diploma in Electrical engineering I started at Ericsson in 1994 as aSW developer. From 1996 I worked in project management roles. Since 2000 I am working as a manager... Read More →


Wednesday August 7, 2019 15:45 - 17:00
National Harbor 11
 
Thursday, August 8
 

09:00

Innovation pipelines and the need for Lean Startup in large organizations (Christopher Lucian)
Limited Capacity filling up


Abstract:
Organizations today struggle with remaining innovative in an ever-changing environment. Disruptive innovation continues to be a threat for large organizations, especially when they are not investing in R&D that is directed to innovative products.
Innovation Pipelines and Lean Startup can help protect your organization from disruptive ideas by discovering and implementing the disruptive products first.
How long does it take for a good product idea to die in your organization? How long can a bad product idea live? Can innovative or disruptive ideas get funding? Do they get parked? Are they ever seen by the right people? If you are dissatisfied with any of your answers to the above questions, the ideas presented in Lean Startup and Innovation accounting might be what you are looking for. In this talk we will discuss the lifetime of an innovative idea, and how to nurture new and relevant ideas to make innovative products and prevent stagnation in your product catalog.
Key Takeaways:
  • Reasons for investing in disruptive innovation
  • Innovation pipelines and getting good ideas to the right people
  • Lean Startup concepts like Innovation Accounting and Pivoting
  • Ideas on communicating the value of lean startup to the business.

Learning Outcomes:
  • Lean Startup based on key concepts realized through changes made to the example organization
  • Innovation Accounting through discussion around the financial aspects of Lean Startup
  • Innovation Pipelines via personal examples given
  • Customer Development via Lean startup examples

Attachments:

Speakers
avatar for Christopher Lucian

Christopher Lucian

Director of Software Development, Hunter Industries
I'm Chris Lucian, the director of software development at hunter industries and a founder of mob programming. I am passionate about the advancement of machine learning and software craftsmanship. I seek the continuous improvement of myself, my family, my company, and my community... Read More →


Thursday August 8, 2019 09:00 - 10:15
National Harbor 12/13

10:45

Creating a Culture of "Hope-Killing" With Realistic Product Roadmaps (Betsy Kauffman)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
How many times have you been asked the million dollar question: "When will this (feature, project, product) be done?" Most agile teams and organizations often grapple with being able to confidently answer that question when communicating with stakeholders. We often try to "guesstimate" when something will be done based on gut, fear, or hope.
We should take great pride in building a culture of "Hope Killing" by understanding what it takes to build (and deliver) realistic road maps in order to have meaningful conversations with leadership teams allowing them to confidently predict and deliver, manage expectations, and facilitate decision making.

Learning Outcomes:
  • Participants will be able to:
  • Gain an overall understanding of the concepts of a roadmap framework
  • Build visual roadmaps to facilitate road mapping sessions
  • Understand the various components needed to build a roadmap
  • Identify and understand the link between value delivery and dependency management
  • Discuss and understand the impact of "curve balls"
  • Facilitate the process to recast the roadmap
  • Understand how to manage stakeholder expectations to facilitate decision making

Attachments:

Speakers
avatar for Betsy Kauffman

Betsy Kauffman

Leadership and Organizational Agility Coach, Agile Pi
Betsy Kauffman is a passionate organizational coach and trainer with more than 18 years' experience working with high-performing teams. She has held various roles working as a business analyst, project manager, program manager, scrum master, senior scrum master and agile coach across... Read More →


Thursday August 8, 2019 10:45 - 12:00
National Harbor 3