The Agile Portfolio Manager: Advanced Lean-Agile Practices with Drew Clark
What You Will Learn
Upon completion of this training, learners will be able to:
- Demonstrate how to quantify business value and prioritize work.
- Design an agile approach to portfolio management—from strategic themes to a portfolio Kanban to delivery, as a continuously repeatable process.
- Examine real-world case studies of agile success in portfolio management and how to apply it to the business and the role of agile portfolio manager.
The transition from project-centric portfolio management toward customer-centric product, service, and value streams is accelerating with every agile implementation in IT, as IT drives everything we touch. This training will focus on balancing long-term strategy with the ever-changing demands of your customers and new organizational agile capabilities. Industrial-age portfolio processes are no match for the dynamics and demands of value creation in today's “creative economy.”
An agile enterprise requires agile approaches to portfolio management as well as portfolio managers knowledgeable in agile practices. This training will examine practices derived from the most successful agile frameworks in use, such as Scaled Agile Framework for the Enterprise (SAFe®), Disciplined Agile® Delivery (DAD), Large Scale Scrum (LeSS), [email protected], and DA FLEX.
This training is based on real-world implementations and provides a playbook for traditional program and portfolio managers to align their practices to support the agile enterprise transformation that is most likely already in progress. It bridges the gap between the traditional static roadmaps and the dynamic backlogs used by hyper-productive value stream teams.
We will focus on the implementation of a Lean portfolio management process aligned to strategic themes and derived value streams. You will learn how to quantify business value for ranking portfolios. We will concentrate on practices that translate the strategic and customer voices from personas and customer journeys all the way to minimum viable product (MVP) roadmaps, and ultimately, actionable backlogs utilizing minimum business increments (MBIs). Together, we will develop advanced practices that balance the strategic long-term objectives with the new-found agility as part of an agile enterprise transformation. Drop the 5-year roadmap for a day and join us to learn what's next. You won't find this stuff in books—not yet anyway.
PDU Allocation Table
|Ways of Working||Power Skills||Business Acumen||Total|
|CAPM® / PMP® / PgMP®||3||1||10||14.00|
|PMI-ACP® / Agile*||3||1||10||14.00|