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Henny Portman & Rini van Solingen - Agile Portfolio Management
The Bridge to Strategic Agility
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This book considers the full spectrum of agile portfolio management, from fully plan-based to fully discovery-based. In ten chapters, ten focus areas to increase the agility of portfolio management are discussed. This is done with the help of models, practical examples, tips, concrete actions, and references to literature. The book also contains three detailed practical cases that show how three companies have set up their portfolio management. Moving step by step to more discovery-based portfolio management helps to make strategic choices in the portfolio better, earlier, and more flexibly. This book shows you how.
With a foreword by Vikram Kapoor
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Published in March 2023 | Hardcover | 180 pages | ca. 40,000 words
Full English translation available
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Henny Portman, owner of Portman PM[O] Consultancy, has over 40 years of experience in the project management domain. He was the project management office (PMO) thought leader within the NN Group and responsible for the introduction and application of portfolio, program, and project management methodologies in Central and Eastern Europe and Asia. He trains, coaches, and manages (senior) program, project, and portfolio managers and project sponsors at all levels, and has founded several professional PMO communities.
Rini van Solingen (Prof.dr.) is a speaker and author. His expertise is speed and agility of people and organizations. He is a part-time professor at Delft University of Technology and lectures regularly at Nyenrode Business University in master classes and MBAs. Rini is also the CTO of Prowareness and non-executive board member of Momo Medical Inc.
Rini is (co-)author of a number of (management) books on agility, including: AGILE, How to lead self-managing teams, The Power of Scrum, Formula X, Scrum for Managers, Toolkit for Agile Coaches and Scrum Masters, and Agile Transformation. His books have been published in English, German, Italian, and Dutch.
‘The book is beautifully designed. Each chapter is structured with recurring segments and the wonderful quotes complete the book. It features three great examples and the book is highly recommended if you wish to learn more about agile portfolio management. Informative, practical, and insightful. A book that feels like a joy to open.’
Annemarie Smits, Managementboek.nl
‘This book is a great addition to my views on portfolio management, a mix between traditional (planned) and Lean/agile (discovering). Besides recognition, the book offers lots of great insights and three valuable case studies.’
P.G.M. de Beijer
‘A useful and easy to read book, a great source for agile coaches and portfolio managers who are looking for tools to align portfolio management techniques to agile projects or their VUCA environment. Yet it is also recommended for business executives who wish to start with portfolio management.’
M.M.G. Antonisse
FOREWORD by Vikram Kapoor
INTRODUCTION
The basis behind portfolio management
Portfolio frameworks
Ten focus areas to make portfolio management more agile
Where do MoP and SAFe stand in terms of agility?
1 SET UP SHORT-CYCLED PORTFOLIO MANAGEMENT
How does short-cycled portfolio management work?
CASE A: AGILE PORTFOLIO MANAGEMENT IN PRACTICE AT KNAB
2 REDUCE THE NUMBER OF PARALLEL INITIATIVES
How do you prevent task switching?
3 MANAGE BY VALUE
What is actually the definition of value?
Eight measures to make steering based on value concrete
How do you pre-order by most valuable first?
4 KEEP STRATEGIC OPTIONS OPEN
Scenario thinking in a VUCA world
Strategic options with the Strategic Bets Framework
CASE B: AGILE PORTFOLIO MANAGEMENT IN PRACTICE AT VGZ
5 START VALIDATION AS EARLY AS POSSIBLE
Integration and validation moments
6 INVOLVE PRODUCT AND BUSINESS OWNERS IN PORTFOLIO MANAGEMENT
Central versus decentralized portfolio management
7 FEED PORTFOLIO MANAGEMENT WITH DATA
Steering with data
CASE C: AGILE PORTFOLIO MANAGEMENT IN PRACTICE AT FRIESLANDCAMPINA
8 MAKE CHOICES REVERSIBLE
How do you ensure reversible choices?
9 GROW DELIVERY CAPABILITIES
Portfolio management needs execution capacity
Increase execution capacity through extensive automation
Increase execution capacity through team skills and competencies
10 CONTINUOUSLY IMPROVE PORTFOLIO MANAGEMENT
What does portfolio management deliver?
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EPILOGUE
ACKNOWLEDGMENTS
ABOUT THE AUTHORS