Lean Portfolio Management (LPM) is an approach used in agile organizations to manage and prioritize a portfolio of projects and initiatives in a way that is aligned with agile principles and values.
It is a framework for making strategic decisions about which projects to fund, prioritize, and execute with the goal of maximizing the delivery of value to the organization.
Structure
Strategic Themes
These are high-level areas of focus that align with the organization's strategic objectives. Strategic themes provide guidance for prioritizing initiatives within the portfolio and ensure that they contribute to the overarching goals of the organization.
Portfolio Kanban
A visual representation of the portfolio's work items, typically organized into different stages or lanes representing various states of progress. Portfolio Kanban boards help visualize the flow of work, identify bottlenecks, and prioritize items effectively.
Initiatives
Initiatives represent the strategic projects, programs, or epics within the portfolio that are intended to deliver specific outcomes. Each initiative is aligned with one or more strategic themes and contributes to the overall objectives of the portfolio.
Epics and Features
Within each initiative, epics and features represent the smaller, actionable units of work that contribute to achieving the initiative's objectives. Epics are larger bodies of work that may span multiple teams or iterations, while features are more granular and deliverable within a shorter timeframe.
Value Streams
Value streams represent the end-to-end processes or workflows required to deliver value to customers. Each initiative is associated with one or more value streams, and value stream mapping techniques may be used to identify opportunities for optimization and waste reduction.
Portfolio Canvas
a visual tool used in Lean Portfolio Management to provide a comprehensive overview of the portfolio's strategic objectives, initiatives, and key metrics.
Benefits
Alignment with Strategy: LPM ensures that all projects and initiatives are aligned with the organization’s strategic goals and objectives.
Prioritization: Involves evaluating and prioritizing projects based on their value, feasibility, and alignment with strategic objectives
Capacity Planning: LPM considers the capacity and resources available in the organization.
Funding and Budgeting: Provides a structured approach to funding projects and initiatives.
Visibility and Transparency: The LPM emphasizes the importance of having visibility into the status and progress of projects and initiatives.
Feedback and Adaptation: The agile principles of continuous improvement and feedback are embedded in the LPM.
Value Stream Mapping: Often, LPM involves creating value stream maps to visualize how value flows through the organization.
Use Cases
Single Portfolio
Many companies, especially smaller ones, can handle all the solution development required to fulfill their mission in a single portfolio. They may choose not to add complexity to the organization by identifying multiple portfolios. A single portfolio is the default option when an organization does not have complications that result in the need for multiple portfolios:
- A large number of employees
- Complex technology landscapes
- Different approaches to business units
- Challenging geographic dynamics
- Different regulatory risks
The benefits of a single portfolio include: Portfolio decisions that affect the entire organization are made in a single forum with all necessary stakeholders The portfolio is funded as a single, lean budget that allows for significant changes based on market conditions and emerging opportunities
Multiple Porfolios
Companies often use multiple Lean portfolios to manage various aspects of their business or to accommodate different business units, product lines, or strategic initiatives. Here are some common use cases of companies using multiple Lean portfolios:
Diversified Product Lines: Companies with diverse product lines or business units may create separate Lean portfolios for each product line. This allows them to tailor their portfolio management approach to the unique needs and objectives of each product line, while still aligning with the overall strategic goals of the organization.
Geographical Regions: Multinational corporations or companies operating in multiple geographical regions may establish separate Lean portfolios for each region. This enables them to address region-specific challenges, market dynamics, and regulatory requirements while maintaining consistency with the organization’s overarching strategy.
Business Units or Divisions: Large organizations with multiple business units or divisions may implement separate Lean portfolios for each business unit. This approach allows each business unit to manage its initiatives, resources, and priorities independently while ensuring alignment with the organization’s overall strategy.
Strategic Initiatives: Companies pursuing multiple strategic initiatives or transformation programs may create separate Lean portfolios to manage each initiative. This provides dedicated focus and resources for each strategic initiative, facilitating effective execution and monitoring of progress.
Customer Segments or Markets: Companies serving different customer segments or operating in distinct markets may establish separate Lean portfolios for each customer segment or market. This enables them to customize their portfolio management approach to meet the unique needs and preferences of each segment or market while maximizing value delivery and competitiveness.
Product Development Lifecycle: Companies with complex product development lifecycles may implement multiple Lean portfolios to manage different stages of the lifecycle. For example, separate portfolios may be used for research and development, product design, manufacturing, and marketing, allowing for tailored management of initiatives at each stage.
By using multiple Lean portfolios, companies can effectively manage complexity, optimize resource allocation, and ensure alignment with strategic objectives across various aspects of their business, ultimately driving better outcomes and value delivery.
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