Project Portfolio Management in a Lean Agile WorldAgile Tour Beirut – 17/10/2015

2

Executive SummaryHow will the presentation end?

Project names were re-invented & adapted to the local flavour

DROPPED

INCEPTION BUILD REFINEEXPLORATION

DOING DONE DOING DONE DOING DONE DOING DONE

BACKLOG

Prio

rity

Subject   XXX Phase  End  date

MM MM

MM Management  Meeting   Gate

LSI

SPI

Strategic & Local Initiatives Portfolio Status – 12/10

3

Coffee  with  TanteMado :  your  old  nosy  neighbour

Eating  a  Man2ouche

16/10

Subject   XXX Phase  End  date

Calling  my  mother  in  law

HoldGreat  Idea  someone  had  in  the  shower

Electing  a  Lebanese  president

05/2013

Don’t   know  what  to  add  here

02/11

Killing  all  useless  projects

16/10

Doing  some  actual  work

19/10

Another  idea  at  coffee  machine

Growing  a  moustache

01/10

Fixing  the  Generator

30/10

Picking  up  the  trash

30/10Hold

Mr.  Lebanon  Election

30/09

PPT  for  Beirut 17/10Six  Packs  Abs 11

/03

Become  a  dancing   legend

11/03

Eating  at  Snack  al  Mathaf

09/10

Bring  back  Food  to  Paris

19/10

19/10

And…another  one  in  the  bathroom

A  major  financial  services  provider  that  specialises  in  consumer  insurance,  price  comparison  and  legal  services  with  over  8  million  customers&  3300  employees

A little bit of context on LesFurets.com

5

Growing organization Need to deliver step

changesEmpower teams & maintain quality

Stay agile yet structure the portfolio

Demanding Shareholder

Ambitious

objectives

Where do we want to be ?

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Focus• Focus teams on projects with biggest € impact

• Become more disciplined & kill no value added initiatives

Secure Priorities

• If a new idea comes up & is to write-off current priorities this has to be clearly shown & communicated

• Avoid changing priorities once development has started : invested time is lost & generates costly side-effects

Secure Sign-Off• Give the teams sufficient time to prepare initiatives

• Decide clearly for initiatives sign-off level required (team, local management, MD, Group)

Data Driven Decisions • Yes for gut feelings & opinions…but we need to measure, measure, measure

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Why change our priorization methods ?

Governance with Lean / Agile ?

Conclusion

Introduction

Split of Initiatives

Delivery Overview

INITIATVES

SPI

STRATEGIC PROGRAMINITIATIVES

• Goal to provide a step change• Highest level of priority • Sponsored by EXEC or above• Validated in Initiative

prioritization process• Steered by a dedicated

steering (fortnightly)• Coordinated by a program

team

LSI

LOCAL STREAMINITIATIVE

• Addition of a new feature • Sponsored by stream owner• Steered by a weekly stream

meeting• Validated in Initiative

prioritization process• Coordinated by the product

owner

RUN

RUN

• Production issue• Monitoring

BAU

BUSINESS AS USUAL

• Minor evolutions • Bugs• Steered by a weekly stream

meeting

QUAL

QUALITY

• Technical debt • Improvement of code quality

and development velocity

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60% 40%

Overall Organization overview

Stream PanelOwner : Valérie

Strategic Program 1 Sponsor : Hamid Chair: Jeremy Owner : Rami

Strategic Program 2 Sponsor : Hamid Chair: Ken Owner : Alain

Strategic Program 3 Sponsor : Hamid Chair: Jeremy Owner : John

BA : ASE

Stream Customer ExpOwner : Damien

TrafficPO : JPM BA : ARO

Stream DataOwner : Alain

BA : CMIJourneyPO : YCH BA : BME & ANI

Expertise UX, SEO, Data Analyst, Architecture, Dev Ops, Legal, Finance

Strategic Program 4 Sponsor/Chair : Pascale Owner : Frederic

Initiative Lifecycle & Priorization

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Exploration Inception Build Refine Run

• What’s at stake

• Very Rough Estimation of Impact on Revenue/KPIs

• Inception Costing

Gate1

• MVP & Target Vision & Sanity Check-List

• Business Case (Revenue, Costing)

• Estimated ExecutionPlan

• Analysis & Development

• Updated Costing & Planning

• Ongoing validation of feature to be released

• Gather Test Results & Iterate on Feature

• Specific Reporting

• Production Alerting

• Back to standard reporting

Gate2

Gate3

Gate4

Go/No Go Go / No Go Priorization

Launch Deploy100%

Meetings Structure

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AM

PM

MONDAY TUESDAY WEDNESDAY

THURSDAY FRIDAY

Management Meeting

Stream Meetings (x3)

New Initiatives Reviews

DROPPED

INCEPTION BUILD REFINEEXPLORATION

DOING DONE DOING DONE DOING DONE DOING DONE

BACKLOG

Prio

rity

Subject   XXX Phase  End  date

MM MM

MM Management  Meeting   Gate

LSI

SPI

Strategic & Local Initiatives Portfolio Status – 12/10

12

Coffee  with  TanteMado :  your  old  nosy  neighbour

Eating  a  Man2ouche

16/10

Subject   XXX Phase  End  date

Calling  my  mother  in  law

HoldGreat  Idea  someone  had  in  the  shower

Electing  a  Lebanese  president

05/2013

Don’t   know  what  to  add  here

02/11

Killing  all  useless  projects

16/10

Doing  some  actual  work

19/10

Another  idea  at  coffee  machine

Growing  a  moustache

01/10

Fixing  the  Generator

30/10

Picking  up  the  trash

30/10Hold

Mr.  Lebanon  Election

30/09

PPT  for  Beirut 17/10Six  Packs  Abs 11

/03

Become  a  dancing   legend

11/03

Eating  at  Snack  al  Mathaf

09/10

Bring  back  Food  to  Paris

19/10

19/10

And…another  one  in  the  bathroom

13

Why change our priorization methods ?

Governance with Lean / Agile ?

Conclusion

Introduction

Less is more

Focus on the Why

Launch Fast & Iterate

Our Key Drivers

Top management addicted to MVPs

Program Management & Agile Delivery

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Thank you !