Philosophical debates about high-minded conceptual models too often dominate discussions of Lean Portfolio Management (LPM). While interesting and even useful for clarifying our beliefs, for many of us, these exchanges lack the actionable specificity necessary to get started with LPM. While mindset and principles are critical to any meaningful transformation, it’s the roles, events, and cadences that give them substance. Without the necessary structures to support practical action, there can be no experimentation or learning.
In this talk, I will share my experience helping a range of enterprises to adopt a lean approach to portfolio management and the pragmatic patterns we’ve discovered, including the roles, events, and cadences that are critical to managing a lean portfolio. Through this lens, we will explore the essential outcomes of LPM, including, alignment with the enterprise strategy; establishing portfolio flow; setting lean budgets; coordinating value streams; establishing lean governance and metrics.