This document summarizes a webinar on Lean Portfolio Management presented by Scaled Agile, Inc. and Frontit. The webinar covered: 1. Introductions from the speakers Deema Dajani of Scaled Agile and Joel Ståhl of Frontit on their backgrounds and LPM course growth. 2. A discussion of key LPM constructs like Objective Key Results, Portfolio Vision, and value streams for connecting strategy to investments. 3. A deeper dive into participatory budgeting including when it is optimal, readiness factors, and tips for preparation and follow through. 4. Closing remarks on keeping the goal of a more responsive budget in mind and

1. Lean Portfolio Management –
A Key to Business agility
Speakers:
DeemaDajani, SPCT,Product Manager Lean Portfolio Management,
Scaled Agile Inc.
JoelStåhl, SPC,Agile transformation Consultant, Frontit
Additional Panelists:Anders Fresk and Marcia Bergström,Frontit
Moderator: Peter Dahlén
Techsupport: info@frontit.se
Webinar
Date: 26 April
Time: 16.00 – 16.45 Presentation + Q&A15 minutes

2. Joel Ståhl
SPC, Agile Transformation Consultant
Frontit
Deema Dajani
SPCT, Product Manager Lean Portfolio
Management
Scaled Agile Inc.
Who we are

3. LPM course fueling Portfolio transformations
LPM became the #1 SAFe
advanced course in 2021
Enterprises implementing LPM
grew
© Scaled Agile, Inc. - 3 -

4. © Scaled Agile, Inc.
Field Research
- 4 -
Connect
Strategy
Advance
to
Participatory
Budgeting

5. - 5 -
Connecting
Strategy

6. - 6 -
LPM Constructsfor connecting Strategy
Increase customer
engagement in the new
subscription model
Increase renewals from 20% to
40%
Increase Net Promoter Score
(NPS) from 35 to 60
Improve average monthly usage
per active user from 0.25 to 10
Objective Key Results
Introduce a
Recurring revenue
stream
Connect
Strategy
Guiding investments
by horizon
Applying capacity
allocation
Approving
significant
initiatives
Continuous
Business Owner
engagement
1
4
2
3
Portfolio
Vision

7. Align key portfolio
leaders
Connect
Strategy

8. Use design thinking
and collaborative
facilitation
Connect
Strategy

9. Identify what
already exists
Connect
Strategy

10. Fund the Value Streams
- 10 -
Connect
Strategy

11. Advancing to
Participatory
Budgeting
© Scaled Agile, Inc. - 11 -

12. Not optimal
Good to proceed
Participatory
Budgeting
When is Participatory Budgeting Optimal?
- 12 -
Two or more value streams Single value stream
Key LPM constructs ready
Too soon after LPM kickoff
Too late, past the budget cycle
Participants prepared Insufficient preparation

13. ● if intended outcome is adjusting the funding level of each value stream in the Portfolio
● and PB is not for Epic prioritization
● then a single value stream portfolio does notneed PB
Participatory
Budgeting
Value streams factor into the PB decision
- 13 -
Community:
Implement >
Organize Around Value
Some advanced portfolios run the value stream identification
workshop annually
Pro Tip

14. ● Assessreadiness
● Pull in key elements on the LPM Implementationroadmap
● Engage the LPM working group or LPM CoP to support
Participatory
Budgeting
Set the date to advance the LPM implementation
- 14 -
1. I usually ask when does the budget cycle activities start?
more than 3 months?
2. Position as a “premier” or practice event, if some
elements are missing
Pro Tips
Community:
Adopt LPM > Operate
PB Readiness
Checklist
LPM Roadmap
Adopt LPM > Align

15. ● Prepare participants
● Prepare facilitators
● Prepare presenters and Epic Owners
Participatory
Budgeting
Prepare the people!
- 15 -
Run an optional mock PB using fictitiousdata like Terrific
Transport (TTC) to get attendees familiarwith the activity and
the tooling.
Pro Tip
Community:
Adopt LPM > Operate
Overview
slides
Facilitator
eLearning
TTC Collaborate template

16. ● Epics and Lean Business Cases
● Business Context
● Estimates
● Set up the event voting forum
● Value Stream capacity for Portfolio Epics
Participatory
Budgeting
Prepare the inputs
- 16 -
Community:
Adopt LPM > Operate
Negotiate capacity with each value stream that balances local
concerns and growth vs Portfolio strategic concerns
Pro Tip
Epic readiness
guide
PB Collaborate
setup
Value Stream
Capacity Calculator

17. ● Arrange for the decisionsessionafter voting
● Communicationresults to the rest of the organization
● Engage the peoplemanagers with adjustments impacts
Participatory
Budgeting
Followthrough is key
- 17 -
Community:
Adopt LPM >
Operate
Communication
example
Allow enough time to run some scenarios between the voting
session and the decision session
Pro Tip

18. keep the goal in mind:
a more responsive budget, derived collaboratively
- 18 -

19. © Scaled Agile, Inc. - 19 -
Words may inspire
but only action
creates change.
- Simon Sinek

20. Lean Portfolio
Management
Good Practice and Pitfalls
Joel Ståhl

21. Good practice
Senior leaders are also
"thought leaders"
Train all leaders in
Lean-Agile principles,
leadership and LPM
Focus on change
management

22. • Establish fora that all operate on the same strategic kanban board
• Start the fora early and learn as you go
Good practice

23. Value streamA
Value stream B
Value stream C
Value stream D
Good practice
Align the line organization with the value streams
Director
General
Line org 1
Line org 2
Line org 3
Line org 4

24. Establish a portfolio kanban system with a capacity management function
Inbox Review Analyze
Portfolio
backlog
Execute
in ARTs
Good practice

25. $210K
$90K
$250K
$300K
$150K
$300K
$70K
$100K
$50K
$900K
$50K
$400K
Good practice
Actually run a participatory budgeting exercise

26. Good practice
Epics in the portfolio well aligned with clear and well communicated strategic themes
https://www.scaledagileframework.com/strategic-themes/

27. Good practice
Change towards LPM delivered in an agile way

28. Good practice
• Using external, experienced coaches with different perspectives.
• Dare to change coaches if needed.

29. Pitfalls
• Starting ARTs before knowing the value streams
• Business Owners not involved in prioritization
work or when fora are started.
• LPM is not aligned nor coupled with the ARTs
https://www.scaledagileframework.com/implementation-roadmap/

30. One single portfolio for
many unrelated areas which hinders
speed and efficiency.
Too big – scaling too late
Starting small ARTs to address
problems that could have been
solved by prioritization
Pitfalls
Too small – scaling too soon

31. Pitfalls
• Designing new organization and ways of working for
a very long time before trying it for real
• Time optimism – thinking that there will be
a lot of change in a short time
Text

32. Pitfalls
• The things that are implemented are not thought through, e.g starting an
ART without direction.
• Things that are thought through are not implemented, e.g. role descriptions, governance and
requirements model
Doing
Thinking

33. Invest in good leaders
01
Do things in the right sequence
02
Actually try the concepts in LPM
– constantly learn and adapt
03
Seekoutside
assistance from experiencedpeople
04
Summary

34. Thank you!
2022-04-28 35

35. What happens now?
Tomorrow:
Mail to participants
Presentation
Recording of webinar
Evaluation
Invitation to webinar 4 May
4 May, 8.30
Webbinar: Redo för hållbarhetsutmaningarna?
Talare: Charlotta Szczepanowski, Coop, Katarina Hansson, Frontit
1 June, 8.30
Webbinar: Lyckas med agil transformation
Talare: Eva Meunier & Anders Fresk

36. How can Frontit help you?
Connectwith Joel Ståhl
and book a meeting!
Connectwith Peter Dahlén
to discuss participation in
round table discussions!
Connectwith Peter Dahlén
or Joel Ståhl to discuss
Agile TransformationAssessment
I want to continue the discussion!
I need help to assess our agile status
to decide our next step
I would like participatein SAFe®
transformation round table
discussionswith other organisations!
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2
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Joel Ståhl
joel.stahl@frontit.se
+46 72 507 43 30
Peter Dahlén
peter.dahlen@frontit.se
+46 70 109 20 51