Better Software - March 2009 - (Page 28) Figure 1: Multiple, parallel projects—timing and sequence of delivered projects “driven” by availability of resources, instead of business need • The least valuable feature of a project holds all the other features “hostage” until it is completed, since the entire project is delayed until all features are completed. • If one project is delayed, it can cascade into delaying other projects. • It is difficult to insert newly discovered features that have higher business value to the organization. The Lean Portfolio In contrast to the PPM cycle, the lean portfolio approach allows stakeholders and clients to identify and prioritize features that create the highest ROI for the business. The lean organization is structured so that cross-functional teams can review and break down both business features and system dependencies in order to build minimal releasable software solutions. As opposed to PPM’s task-based administrative approach, the lean way is a results-based validation 28 BETTER SOFTWARE MARCH 2009 Figure 2: The project charter and how to transition to lean portfolio management www.StickyMinds.com http://www.StickyMinds.com
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