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AES22-Mise en place et challenges autour du Lean Portfolio Management (REX Amadeux).pdf

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AES22-Mise en place et challenges autour du Lean Portfolio Management (REX Amadeux).pdf

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Après avoir lancé plusieurs Agile Release Trains, SAFe recommande de lancer un Lean Portfolio Management afin d’aligner au mieux la stratégie de l’entreprise et son exécution.

Comment gérer cette mise en place dans une grande entreprise où la stratégie d’entreprise se décline sur plusieurs niveaux organisationnels ?

Sandra Bellong, responsable du centre Lean-Agile Amadeus, nous présentera leur déploiement des Lean Portfolio Management (LPM) avec une stratégie de portefeuille de portefeuilles, ainsi que les initiatives de Lean Budgeting qui en découlent.

Après avoir lancé plusieurs Agile Release Trains, SAFe recommande de lancer un Lean Portfolio Management afin d’aligner au mieux la stratégie de l’entreprise et son exécution.

Comment gérer cette mise en place dans une grande entreprise où la stratégie d’entreprise se décline sur plusieurs niveaux organisationnels ?

Sandra Bellong, responsable du centre Lean-Agile Amadeus, nous présentera leur déploiement des Lean Portfolio Management (LPM) avec une stratégie de portefeuille de portefeuilles, ainsi que les initiatives de Lean Budgeting qui en découlent.

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AES22-Mise en place et challenges autour du Lean Portfolio Management (REX Amadeux).pdf

  1. 1. 20 & 21 septembre 2022 - New Cap Event Center Partage d’Expérience Amadeus Lean Portfolio Management Sandra BELLONG Head of Lean-Agile Center of Excellence – iSPCT
  2. 2. 2 © Amadeus IT Group and its affiliates and subsidiaries Remerciements à nos sponsors et partenaires Partenaire
  3. 3. 3 © Amadeus IT Group and its affiliates and subsidiaries © Amadeus IT Group and its affiliates and subsidiaries Introduction 01 © Amadeus IT Group and its affiliates and subsidiaries 3
  4. 4. 4 © Amadeus IT Group and its affiliates and subsidiaries Amadeus: Enriching every step of the traveler’s journey © Amadeus IT Group and its affiliates and subsidiaries 4 On-trip Post-trip Inspire Shop Book Pre-trip
  5. 5. 5 © Amadeus IT Group and its affiliates and subsidiaries 1M+ Our customers © Amadeus IT Group and its affiliates and subsidiaries airport operators ground handlers hotel properties travel agencies, online travel agencies, tour operators and corporations worldwide mobility providers rail operators insurance provider groups cruise and ferry lines airlines 5 90+ 65+ 20+ 25+ 130+ 130+ 470+
  6. 6. 6 © Amadeus IT Group and its affiliates and subsidiaries Amadeus world presence
  7. 7. 7 © Amadeus IT Group and its affiliates and subsidiaries Our Scaled Agile journey – 7 years already ! © Amadeus IT Group and its affiliates and subsidiaries Creation of Enterprise Agility Program SAFe officially selected as target model 2015 2017 2018 2020 2019 Sept 2022 51 Agile Release Trains (4,800 people using SAFe) +12 ARTs in 2020 despite COVID First SAFe ARTs launch First scaled agile initiatives Creation of the LACE
  8. 8. 8 © Amadeus IT Group and its affiliates and subsidiaries 0 10 20 30 40 50 60 70 80 - 1 000 2 000 3 000 4 000 5 000 6 000 7 000 8 000 2019 2020 2021 2022 2023 2024 SAFe deployment on estimated addressable market SAFe candidates Cumulative progress Nb of ARTs planned Our Business Agility evolution Full essential SAFe deployment by end 2023, considering a stable transformation rate Assumptions: • Volumes: 80% of the worldwide engineering community + Product management + Implementation teams, considering that 20% of those teams will not be moving to SAFe as not needed. • Transformation rate: Data based on achievements and on forecast August 2022 We are here • 51 Agile Release Trains • 4800+ people in SAFe
  9. 9. 9 © Amadeus IT Group and its affiliates and subsidiaries © Amadeus IT Group and its affiliates and subsidiaries Our Journey in LPM 02 . © Amadeus IT Group and its affiliates and subsidiaries 9
  10. 10. 10 © Amadeus IT Group and its affiliates and subsidiaries 1. Enterprise 2. Business Units 3. Business Lines 4. Business Domains 5. Agile Release Trains (or not) Our Structure and Portfolio P&L owners carry both commercial and R&D activities CEO / ExCom Travel Unit Hospitality Travel Distribution Airport Altea Airlines Low Cost … Travel Agencies Corporations Digital Offer Order Data Loyalty …
  11. 11. 11 © Amadeus IT Group and its affiliates and subsidiaries 1. Enterprise 2. Business Units 3. Business Lines 4. Business Domains 5. Agile Release Trains (or not) How Did We Start? “Sandwich” mode R&D + Commercial Aligning and Dedicating capacity Launch of Agile Release Trains Better velocity and predictability Elaboration of Strategic Themes/OKRs Lean Portfolio Management Sponsorship / LACE
  12. 12. 12 © Amadeus IT Group and its affiliates and subsidiaries Portfolio of Portfolios Manage complexity, align and decentralize Alignment of strategy Alignment with operational reality and with KPIs #1 – Take an economic view #9 – Decentralize decision-making #10 – Organize around value #5 – Base milestones on objective evaluation of working systems #6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths
  13. 13. 13 © Amadeus IT Group and its affiliates and subsidiaries Lean Budgeting goals Lean-Agile approach to financial governance which increases throughput and productivity by reducing the overhead and costs associated with project cost accounting Result: ▸ Slow, complex budgeting process ▸ Moves people to the work ▸ Leads to utilization-based planning and execution ▸ Low program throughput FROM TO Result: ▸ Funding Value Streams for full control of spent ▸ Bring work to people - No resource reassignments ▸ No costly project cost variance analyses ▸ No blame game for project overruns
  14. 14. 14 © Amadeus IT Group and its affiliates and subsidiaries Represents the way the company is virtually organized (ARTs/Agile Teams) Hierarchical structure Operating structure (Resources Pools) Business Portfolios structure A dynamic collection of investments and normal day-to-day activities from a Financial perspective Representation of our physical hierarchy. It is aligned with the Cost Center Hierarchy. Our Structures
  15. 15. 15 © Amadeus IT Group and its affiliates and subsidiaries Having a Step-by-Step approach to reach Lean Budgeting © Amadeus IT Group and its affiliates and subsidiaries 15 Start Lean Portfolio Management Introduce Lean Time Reporting Guide Finance to SAFe Lean Portfolio Management Participatory Budgeting is effective with Financial tools giving accurate and real-time data Align Enterprise Value Stream Network with Financial Processes Value Streams as drivers of the strategy execution and financial reporting Raising Lean Portfolio Management maturity Leverage Financial tools in every step of the Lean Budgeting Concrete results and experiences, building trust with an End-to-End perspective Ensuring compliance with stock markets regulation Keeping appropriate monitoring to embark top management 1 2 3 4
  16. 16. 16 © Amadeus IT Group and its affiliates and subsidiaries 2nd Step: Lean Time Reporting • Simplify Time Reporting for everyone having good Agile practices: Merge Finance and Agile tools • Traditional Time Reporting on Standard Service Orders is replaced by end-users confirming their assignment to their Virtual Team • Foster Agile practices by capitalizing on tools that are closer to daily activities for increased accuracy • Solution deployed with 6 mature Agile Release Trains. Deployment still on-going!
  17. 17. 17 © Amadeus IT Group and its affiliates and subsidiaries Lean Time Reporting Principles Teams Deliver value and maintain Agile Board up-to-date Daily basis Spent per Project / Product / Epic / Feature Once a month Triggers monthly extract and Automatic spent computation Once a month Resolved Stories Points Total effort days RTE Confirm time spent working in Agile team and days off Once a month Team members Overview Describe virtual teams with activity and dedication When needed RTE / SM JIRA Finance Finance Finance
  18. 18. 18 © Amadeus IT Group and its affiliates and subsidiaries Our Different Portfolios Financial Portfolios versus Lean Portfolios “FINANCIAL” BUSINESS DOMAIN Collection of portfolio items used to build the Financial Forecast Funds multiple portfolios of Value Streams and follows the Budget Planning process PORTFOLIO OF VALUE STREAMS governed by LPM (Value Stream Network) Funded by multiple “Financial” Business Domains
  19. 19. 19 © Amadeus IT Group and its affiliates and subsidiaries Air Distribution Who Cares GL1 GL2 Item 1 Item 2 … Hospitality CRS GL1 GL2 Item 1 Item 2 … Altea Data GL1 GL2 Item 1 Item 2 … Digital Offer Order Services GL1 GL2 Item 1 Item 2 …. “Operating” Business Domain Data ART 1 ART 2 ART 3 SAFe LPM “Financial” Business Domain Current situation THE CHALLENGE: “Operating” Business Domains are funded by multiple “Financial” Business Domains Example
  20. 20. 20 © Amadeus IT Group and its affiliates and subsidiaries Budget by ART is easily available 3rd Step: Guiding Finance process to SAFe LPM Budget reflects LPM strategy → Autonomy of SAFe LPMs on their roadmap and business priorities within their budget → Virtual teams map for capacity estimation → Average unit cost → Budget per ART visualization Rolling Wave Budget with quarterly updates → Feedback loop to ARTs via Business Owners/LPM to change Roadmap and Resources Pool (stop, pause, accelerate) Transparency on Budget Understand and visualize budget transfer → Possibility to comment decisions taken → Corporate and homogeneous tooling → Less transfer as decisions in the domain
  21. 21. 21 © Amadeus IT Group and its affiliates and subsidiaries Latest detailed Budget Plan + actuals Portfolio items “ready for arbitration” Per Financial Business Domain (Business Portfolios) Arbitration Panel Organizations - cost centers (Line Organization view) Financial Forecast People in organizations Staffing process per Cost Center Per Portfolio of Value Streams governed by LPM (Value Stream Network) Value Stream Network (virtual teams) Functional Hierarchy Capacity view (total SAFe VSN) Budget view Items approved can be ≠ Participatory Budgeting 1 Item = n Epics Capacity Baseline New and adjusted Items cost plan ready for arbitration List of Items Cost Plans approved per SAFe Value Stream Resource detail information Nb. people / X organizations Including Management + Transversal Functions Vision & OKRs Roadmap & KPIs Portfolio synch / SPR Impact on Epics prioritization and roadmap Impact on Resources & Skills per line Capacity Baseline Open positions Manual updates Monthly actuals on Service Orders (via Lean Time Reporting if possible) List of Items Cost Plans approved Dispatch on impacted organizations Lean Portfolio Management for SAFe organizations SAFe organizations identification Budget Plan
  22. 22. 22 © Amadeus IT Group and its affiliates and subsidiaries Latest detailed Budget Plan + actuals Portfolio items “ready for arbitration” Per Financial Business Domain (Business Portfolios) Arbitration Panel Organizations - cost centers (Line Organization view) Financial Forecast People in organizations Staffing process per Cost Center Per Portfolio of Value Streams governed by LPM (Value Stream Network) Value Stream Network (virtual teams) Functional Hierarchy Capacity view (total SAFe VSN) Budget view Items approved can be ≠ Participatory Budgeting 1 Item = n Epics Capacity Baseline New and adjusted Items cost plan ready for arbitration List of Items Cost Plans approved per SAFe Value Stream Resource detail information Nb. people / X organizations Including Management + Transversal Functions Vision & OKRs Roadmap & KPIs Portfolio synch / SPR Impact on Epics prioritization and roadmap Impact on Resources & Skills per line Capacity Baseline Open positions Manual updates Monthly actuals on Service Orders (via Lean Time Reporting if possible) List of Items Cost Plans approved Dispatch on impacted organizations Lean Portfolio Management for SAFe organizations SAFe organizations identification
  23. 23. 23 © Amadeus IT Group and its affiliates and subsidiaries Latest detailed Budget Plan + actuals Portfolio items “ready for arbitration” Per Financial Business Domain (Business Portfolios) Arbitration Panel Organizations - cost centers (Line Organization view) Financial Forecast People in organizations Staffing process per Cost Center Value Stream Network (virtual teams) Functional Hierarchy Capacity view (total SAFe VSN) Budget view Items approved can be ≠ Participatory Budgeting 1 Item = n Epics Capacity Baseline New and adjusted Items cost plan ready for arbitration List of Items Cost Plans approved per SAFe Value Stream Resource detail information Nb. people / X organizations Including Management + Transversal Functions Vision & OKRs Roadmap & KPIs Portfolio synch / SPR Impact on Epics prioritization and roadmap Impact on Resources & Skills per line Capacity Baseline Open positions Manual updates Monthly actuals on Service Orders (via Lean Time Reporting if possible) List of Items Cost Plans approved Lean Portfolio Management for SAFe organizations
  24. 24. 24 © Amadeus IT Group and its affiliates and subsidiaries Latest detailed Budget Plan + actuals Portfolio items “ready for arbitration” Per Financial Business Domain (Business Portfolios) Arbitration Panel Organizations - cost centers (Line Organization view) Financial Forecast People in organizations Staffing process per Cost Center Per Portfolio of Value Streams governed by LPM (Value Stream Network) Value Stream Network (virtual teams) Functional Hierarchy Capacity view (total SAFe VSN) Budget view Items approved can be ≠ Participatory Budgeting 1 Item = n Epics Capacity Baseline New and adjusted Items cost plan ready for arbitration List of Items Cost Plans approved per SAFe Value Stream Resource detail information Nb. people / X organizations Including Management + Transversal Functions Vision & OKRs Roadmap & KPIs Portfolio synch / SPR Impact on Epics prioritization and roadmap Impact on Resources & Skills per line Capacity Baseline Open positions Manual updates Monthly actuals on Service Orders (via Lean Time Reporting if possible) List of Items Cost Plans approved
  25. 25. 25 © Amadeus IT Group and its affiliates and subsidiaries Capacity Management Manage current and future capacity need At Feature level Reporting on value delivered Lean Portfolio Management Making decision at the right level with the budget and capacity available Participatory Budgeting Process to assign the right investments by prioritizing demand according to capacity The Journey Continues… Lean Time Reporting As simple as it can be! ALIGNMENT Review our Value Streams and Guardrails Having 1 Amadeus voice Better decision-making process Simplify and align strategical horizons with actuals Finance and HR Transformation
  26. 26. 26 © Amadeus IT Group and its affiliates and subsidiaries © Amadeus IT Group and its affiliates and subsidiaries Conclusion 03 © Amadeus IT Group and its affiliates and subsidiaries 26
  27. 27. 27 © Amadeus IT Group and its affiliates and subsidiaries Generate 1 success story Our Lessons Learnt Key factors to start Launch of Lean Portfolio Management with Value Streams embarking Commercial and R&D, aligning budget and priorities + Train structure, crossing multiple sourcing Bringing work to people, funding real and available capacity § Sponsorship Commercial and R&D § Alignment of strategy between leaders § Launch Agile Release Trains progressively § Initiate Lean Portfolio Management implementation early § Generate a culture of constructive feedback between teams and management § Create a Lean-Agile Center of Excellence to guide the transformation early § Build Communities of Practice to activate knowledge sharing early
  28. 28. 28 © Amadeus IT Group and its affiliates and subsidiaries Our Lessons Learnt Our Challenges § Aligning traditional strategy definition with LPM strategic themes/investments § Embarking Finance § Defining Value Streams with a holistic view Our Actions § Educate, use and improve on Objectives & Key Results (OKRs) and § Educate Finance people on Lean Budgeting and SAFe; Use the efficiency and tools evolutions to converge initiatives § Educate leaders to get strategic conversations on Value Streams and on how to continuously improve on our set-up
  29. 29. 29 © Amadeus IT Group and its affiliates and subsidiaries 29 © Amadeus IT Group and its affiliates and subsidiaries Q&A © Amadeus IT Group and its affiliates and subsidiaries 29
  30. 30. 30 © Amadeus IT Group and its affiliates and subsidiaries © Amadeus IT Group and its affiliates and subsidiaries Thanks! © Amadeus IT Group and its affiliates and subsidiaries
  31. 31. 31 © Amadeus IT Group and its affiliates and subsidiaries © Amadeus IT Group and its affiliates and subsidiaries A Catalyst: the OKRs 03 © Amadeus IT Group and its affiliates and subsidiaries 31
  32. 32. 32 © Amadeus IT Group and its affiliates and subsidiaries Boosting the LPM through OKRs Objectives and Key Results as expression of the Strategic Themes Themes -> Objectives -> Key Results -> Epics -> Features Strategy Execution Description of the Strategy Measure of progress of the strategy How do we progress and how do we verify if the hypothesis are correct
  33. 33. 33 © Amadeus IT Group and its affiliates and subsidiaries Our Plan: Learn > Assess > Improve Types of sessions: 1. Leadership: 30min 2. Change / Strategic Teams: 1h30 3. Employees: 2h Sessions 250+ Participants Feedback Results Deploying and Supporting April July First implementations of OKRs - Learning workshop - Design workshops - Tooling pre-assessment (Pilot) - First reports (PPT) +3% Before After +1.2 P
  34. 34. 34 © Amadeus IT Group and its affiliates and subsidiaries We are here We want to improve on these We were here Q4 ‘21 Q3 ‘22 6 to 9 months 12 months +

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