Scope on agile portfolio governance expands through small agreements made in isolation. The estimate for the project and portfolio delivery capability that nobody challenged is usually the one that fails. It is written for people who have to make this strand of project and portfolio delivery work with the resources they already have. It treats agile portfolio governance as an operating discipline and equips participants to run it as one. Field experience suggests that the barrier to better this part of project and portfolio delivery is rarely technical. They gain the ability to sequence improvements to this strand of project and portfolio delivery in an order their organisation can absorb. Cases are chosen to expose the trade-offs in agile portfolio governance rather than to illustrate ideal conditions. What blocks progress on the project and portfolio delivery capability is usually unclear ownership rather than unclear intent. Participants leave with a first-ninety-days plan for this area of project and portfolio delivery rather than a set of notes.
Expected Learning Outcomes
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Identify and quantify the risks to agile portfolio governance and assign owners.
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Estimate cost and effort for agile portfolio governance using more than one method.
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Draw practical lessons from failures in agile portfolio governance without assigning blame that suppresses reporting.
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Verify that improvements to agile portfolio governance have held six months after they were introduced.
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Communicate the purpose of agile portfolio governance to those who have to comply with it.
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Manage dependencies between agile portfolio governance and other initiatives.
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Manage contracts and suppliers delivering parts of agile portfolio governance.
Who Should Attend
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Cost engineers and project controls staff on agile portfolio governance.
