Implementing Scrum at Portfolio and Program level
The decision to implement Scrum at these levels could take some time, as there are two possible approaches:-
- create the new Scrum roles and integrate them into the current programme and portfolio architecture, OR
- redesign the programme and portfolio management organisational structure, replacing the existing managers or converting their roles into their Scrum equivalents.
What is recommended is that the new Scrum roles do not replace the traditional Program and Portfolio Manager roles, but work in conjunction with the established managers. The program and portfolio processes are essentially those of monitoring and measuring performance across projects, which can still be managed by the Portfolio and Program Managers, assisted by the Project Office. The Product Owners can manage the quality of the products and the Scrum Masters can deal with resourcing and Scrum compliance concerns.
Experienced Scrum Masters and Product Owners could fill these new roles and transfer the knowledge and skills to the PMO and the other roleplayers in the programme and portfolio space. The Scrum Master will have the responsibility of convening planning meetings and other meetings necessary at this level to fulfil the requirements of Scrum. The Product Owner will establish the Program or Portfolio Product Backlog and train all those concerned in prioritizing and refining the Backlog, as well as building the contents. This obviously is a project on its own, and includes implementing the recommended processes to support the new approach.
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