1. Scaled Agile Portfolio Management

2. Agile Portfolio Planning

3. Terminology PSI = Potentially Shippable Increment 1 PSI = 4 Sprints Sprint = 2 Weeks Epic = 8 weeks or greater & less then a year Can be architectural/infrastructure/ customer related Feature = Less then 8 weeks and customer facing Enabler = Less then 8 weeks and non customer facing Story = Less then 2 weeks Roadmap = collection of PSI’s Portfolio = Everything that needing to be worked on

4. Scaled Agile Delivery Model Portfolio ©2010 Leffingwell, LLC. Reproduced with permission Epic Roadmap Epic1 Epic 2 Investment Themes Portfolio Backlog Epics fit in time boxes Architecture evolves continuously Architecture & Technology Roadmap PLMT Enabler 1 Enabler 2 Program Roadmaps Features & Enable Development Rough Planning FeatureBriefs SI&T Epic Project Backlog Enabler 1 Enabler 3 CustomerTeams Team Backlog Train Planning Feature 1 Feature 3 Train Planning Features & Enablers fit in PSI’s Feature 2 Feature 4 Release Planning Release Planning Release Managment Nonfunctionalrequirements Enabler 2 Enabler 4 ( Features and components Team Storiesfit in sprints (Implemented by) Tasks Product Owner Stories Team Backlog Scrum/Agile Master Demo Demo Plan Plan Demo Plan NFRs Pods of ~3-12 Scrum Teams Spikesare research, design, refactor Stories Stories Team Backlog Demo Demo Plan Demo Plan Plan Developers & Testers NFRs Sprints Sprints See www.scalingsoftwareagility.wordpress.com and Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley. 2011

6. New business opportunity

7. Problem with existing solution

8. Opportunity for cost savings or operational efficiency

9. Investment by unit/product

10. Yearly and/or PSI

11. No Limit

12. Epic list

13. Estimated in large story points

14. Prioritized by business value and dates

15. Teams draft what they want to work on

16. Reviewed against Investment Allocation

18. Break Epic into Enablers and Features

19. Solution alternatives

20. Collaborate with Teams and Architects

21. Identify targeted PSI’s

22. Review Organizational Investment Theme Allocation

24. Stratus Demo

25. Dean Leffingwell Stephen Chin

26. Chad “Agile Ninja” Holdorfwww.scaledagiledelivery.com Hi, my name is Chad Holdorf and I call myself the Agile Ninja (formally know as the UberScrumMaster). One day I saw a job posting on Rally for an UberScrumMaster and thought that sounded like a fun job. As I read the description I thought it sounded a lot like me. I work for a large manufacturing Fortune 100 company in Des Moines IA as an Agile Process Pro. I’m not sure that is the right title, but my role is to roll out and support Agile to the organization. The challenges I blog/tweet/talk about are related to how the organization I work in is tailed around hardware and waterfall processes. This drives me bonkers! I’ve been applying Agile practices since Feb08. As an Agile Coach, I orchestrated the first large-scale Agile transformation within the company. This project included over 200 people and 30+ managers and was initiated, successfully, just four months prior to a critical product launch. I specializing in organizational change, optimization, efficiency and business value delivery, I make organizations better. Today 600+ people are practicing what I call “Scaled Agile Delivery Methodology” within the company I work for.