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More and more often, organizations decide to scale up their Agile approach. But unfortunately, in most cases, without having a clear understanding of why this is necessary. It needs to be clear that scaling agility always means starting a transformation simultaneously. The main reason why is that the whole organization must be willing to change to succeed. We approach this challenge from three different perspectives:
We have Scrum teams, so we're ready to scale, right?
- Understanding of a working Scrum team.
- Clarity how to approach scaling Scrum.
- Overview about the surrounding ecosystem.
Agile Portfolio Management: Top-down or Bottom-up
- Being in control: Agile Portfolio Management will enable you to align your organization towards business goals
- Content Authority: Agile Portfolio Management allows room for decision making on every level. From team to team(s), to departments or the whole organization.
Agile Portfolio Management: Budgeting and Financial Control
- By disconnecting budget from scope, you can keep costs in check while maximizing value delivery.
- Agile reporting is less about costs and budget because they are more or less fixed upfront. Fixed is a good thing since it means the reporting can focus on what matters most: the actual results.
- Shift focus from seemingly straightforward, predetermined plans with a fixed scope to a controlled process that monitors scope regularly and adjusts with the latest insights.
How to screw up your Agile Portfolio Management?
- How is the ownership distributed across the different levels within the Agile Portfolio Management Process/Framework?
- What is role of the tooling in the adoption and operation of the Agile Portfolio Management process?
- What is the importance of the portfolio breakdown structure?
- How to integrate the Agile Portfolio management cadence in the existing organization/meetings?