Portfolio Change Management
The Portfolio Management process is used by a company to select the correct projects to take on. The selection process is very thorough and it involves the alignment of the selected projects with the business strategy. When the projects are selected, project life cycles for them are centrally managed. In addition to the portfolio management teams and managers’ oversight of these projects, change within the organization will be implemented. Organizations implement projects that support performance improvement of operations, industry obligations or performance issues. As the portfolio of projects are fully executed and utilized, individuals in the organization will need to adjust to the new responsibilities of job duties and/or changes in actual job performance. The Change Management process is used and the goals are to prepare, support and provide guidance to persons to ensure of a smooth adoption that result from project implementations.
According to Kotter, successful Change Management can be obtained by following 8 steps.
- Establish a sense of urgency
- Form a powerful coalition
- Create a Vision
- Communicating the Vision
- Empowering others to act on the vision
- Planning for and creating short term wins
- Consolidating improvements and producing still more change
- Institutionalizing new approaches
Program and Portfolio Product Backlogs
The Agile Project uses a prioritized product backlog containing a single group of user stories, product features and development tasks that a Scrum (or agile) team can use to complete work on a project. Program-level backlogs contain work that has been given approval for implementation by project teams. When items are moved into a program backlog, this means that they are ready for decomposition, estimation and scheduling in an upcoming Release. At the Portfolio level, the backlog contains epics or large user stories that are representive of the work to be accomplished across multiple project teams toward a shared goal. At the portfolio level, items in the backlog will serve multiple programs across a portfolio. Items in a portfolio backlog are in process to be reviewed and prioritized for scheduling and implementation into the Program, Release and Sprint level backlogs.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios