Praktijkcase:
Integratie Agile en portfoliomanagement
Ruysdael portfoliomanagement event
30 januari 2018
Paul van Sprundel / Lennard de Koning
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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 Wat is de STIP op de horizon, is die er, maar vooral ook HOE gaan we daarnaar toe?
o Portfoliomanagement in een Agile context: een solitair vakgebied of als onderdeel van strategische besturing en
bedrijfsvoering?
o De operatie (delivery) lijkt met Agile redelijk op orde te komen, hoe beïnvloed je dat als portfoliomanager of ben je
niet meer nodig?
o Hoe laten we vanuit de strategie zien dat in changes geïnvesteerde euro’s waarde toevoegen?
o Wat betekenen deze ontwikkelingen voor jou als (strategisch?) Portfolio Manager?
Outline en Introductie:
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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
ABN AMRO is een relatiegedreven, deskundige en digitaal innovatieve bank
die actief is in Noordwest-Europa en expertise biedt in geselecteerde sectoren
wereldwijd.
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2 dialogues in the new ABN AMRO structure
ExCo Dialogue
MT BL’s
MT Retail MT CB MT T&HR
MT I&T* MT PB MT C&IB
Dialogue supported and
prepared by multidisciplinary
Portfolio Taskforce
Quarterly dialogues
supported and prepared by
Strategy Consultants of
particular Business Line
FRPB
(fin/risk)
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2
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The ambition of SPM, is to employ our change budget in such a way that we maximize the value we
deliver.
In light of our transition to an Agile way of working, this SPM process accommodates the new culture principles
Agile way of working promotes maximum autonomy at lower levels in the organization
Agile is based on fixed capacity as opposed to project & budget based funding
We can leverage this momentum in updating the SPM process to increase efficiency and effectiveness
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
Background
A simplified Strategic Portfolio Management (SPM) process allows the
Executive Committee (ExCo) to steer on the execution of our defined strategy
Portfolio mngt
vraagt nu
teveel
inspanning
Autonomie van Business
Lines en bank brede
visie op allocatie van
capaciteit in relatie tot de
strategie
Sizing van portfolio,
significante
strategische thema's
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Strategic Level
(Executive
Committee)
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
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
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 constraintsPortfolio shape: 4 x p.a.
Portfolio size: 1 x p.a.
Continuously
Continuously
Optimally align strategy and execution
by three interdependent organizational ‘cycles’
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Approach: Like an Olympic Mission aiming for maximum medals,
ABN AMRO has three processes to steer on change
Portfolio Management
Selecting the sports that our
country is best positioned to
win at
Steer into the right direction,
setting the right stack ranking
Capacity Management
Selecting the right athletes to
represent our country in these
sports
Set up capacity in line with
strategic direction
Performance Management
Setting the right context to
maximize performance of our
athletes
Obtain maximal performance
with available capacity
A B C
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3
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Recap: In answering these questions we want to adhere to the agile
ambitions we defined earlier
We have the ambition to provide the
change organization (Blocks) with
maximum autonomy, in combination with
alignment with an overall strategic
direction
Ambition of maximum
autonomy & alignment
Blocks empowered to manage
their own backlog
But we need to be able to steer
large, complex change
Source: Spotify
Leadership
Change
Organization
TransparencyEmpowerment
User
Sto
ryE
pic
Epis
ode
Saga
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
Draft—for discussion only
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To ensure successful Agile portfolio mngmt, we require the
following principles to be upheld in the organization
Capacity is
Fixed
Stack
Ranking
Clear
Purpose &
Priorities
Learning /
Feedback
Loop
Data-
informed
decision
making
DIBB
Limit Work in
Progress
(WIP)
Corporate
Agility
Purpose-
based metrics
Trans-
parency
Servant
Leadership
Alignment
from Exco –
BL – Grid –
Block
Agile Portfolio
Management
Draft—for discussion only
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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
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Overall: Portfolio Wall Explained
WhoGoal* Level 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
Generally:
Grid level
Epics linked to
Episodes in the wall
above
Whenever needed
e.g. weekly
For everyone!
e.g. PO Sync: Product
Owners + relevant
stakeholders (depending
on context, e.g. Solution
integrator)
To manage
dependencies and
plan the work (i.e. for
next 90 days max.)
Generally Per block
(i.e. epics & user
stories), but Story
Mapping can be
applied to other levels
too
Backlog Management
Daily & Story Mapping
if there is a need for
MVPs or insight in
work being performed.
E.g.
Every 10 weeks
A Block: Product
Owner & Team
members (+
necessary
stakeholders)
Backlog Management
in Blocks & Story
mapping is used as a
visual method of
backlog building
*The scope of the Wall is as well on intra as on cross grid
Draft—for discussion only
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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 off-
shore 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
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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
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Wall 1: Vision & Priorities
Funnel &
Pitch
Strategic
guidancePrioritizing
Stack-
ranking
Good
Practices
Goal of Wall 1 is to provide vision and set priorities by having a continuous
dialogue about value creation
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1. What is my purpose?
2. Goals
3. What backlog
items help me achieve these
goals?
4. When are these
successful (outcome!
Not output)?
5. What is the impact on my
goals?
Wall 1: Continuous dialogue about value creation
Why is my
grid/block
here?
When am I
successful in
fulfilling my
purpose?
What
state/outcome
do I want to
achieve?
What are my
goals (lagging
indicators)?
i.e. sagas, episodes,
epics, users tories
What are we
attempting to
improve in order to
reach our prevous
set goals (Step 2)?
When is this
initiative
successful?
Do we see
changes/
progress in our
goals?
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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
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?
Proposed yearly, quarterly and monthly time lines for strategy-, portfolio-, and
performance reviews
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How to provide focus and insights on Performance
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
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)
O G S M
An important part of the performance dialogue is
the OGSM, consisting of the goals and strategies
for the coming period
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
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?
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
Supporting Tools
Best practice IT
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