Project Portfolio Management

©
AIPMM
2013 h"p://www.aipmm.com

AIPMM
Webinar
Series

h5p://www.aipmm.com

©
AIPMM
2013

Founded
1998
Largest
Product
Management
professional
group
Provides
professional
development
and
cer@fica@on
• Cer@fied
Product
Manager
• Cer@fied
Product
Marke@ng
Manager
• Agile
Cer@fied
Product
Manager
•Cer?fied
Innova?on
Leader

©
AIPMM
2013

Today’s
Speakers
Moderator:

Cindy
F.
Solomon,
CPM,
CPMM
Founder,
Global
Product
Management
Talk

h"p://www.BlogTalkRadio.com/ProdMgmtTalk
Linkedin:
www.linkedin.com/in/cfsolomon
Twi"er:
@ProdMgmtTalk
@startupproduct
@cindyfsolomon

Presenter:

Johanna
Rothman
Project
Management
Expert

&
Author
Site:
h"p://www.jrothman.com
LinkedIn:

www.linkedin.com/in/johannarothman
Twi"er:
@johannarothman

©
AIPMM
2013 @AIPMM

#prodmgmt h"p://www.aipmm.com

Stay
on
To
Win!
•Keep
your
Chat
box
open!

•Par?cipate
in
the
polls
&
answer
the
ques?ons!
•Post
your
Ques?ons
in
the
Ques?ons
box
during
the

session
for
Johanna
to
answer!

Par?cipants
who
ask
ques?ons
will
be
entered
into

the

drawing

to
win
a
free
copy
of
Johanna’s
book,
Manage

Your
Project
Por[olio:
Increase
Your
Capacity
and
Finish

More
Projects!

Winner
will
be
announced!

©
AIPMM
2013 @AIPMM


3-‐Day
San
Francisco
Product

Innova?on
Leader
Package
February
5,
6,
7,
2013

8:30
AM
-‐
5:00
PM

Special
Package
Price:

$1797.00

Product
Innova?on
Leadership
Training

February
5
&
6,
2013
/
8:30
AM
-‐
5:00
PM
The
course
includes
2
Day
Intensive
Training
($1697
value),
Cer@fied
Innova@on
Leader
(CIL®)
cer@fica@on
exam

fee
($395
value),
and
a
1
year
premium
AIPMM
membership
($175
value).
This
course
also
offers
16
PDUs
for

PMI®
cer@fied
Project
Management
Professionals
(PMP®).

h"p://aipmm.myshopify.com/

Startup
Product
Summit

February
7,
2013
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8:30
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bringing
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company
to
talk
frankly
about
what
product

is
and
our
shared
role
in
making
them
a
success
with
a
healthy
mix
of
product
managers,
engineers,
marketers

and
designers
speaking
from
their
experiences
about
products
from
every
angle,
including
prototyping,

roadmapping
and
marke@ng.
Addi@onal
PDUs
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Startup
Product
Talks
February
7,
2013
6:30
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–
10
PM
San
Francisco
meetup
networking
event
included
as
part
of
Developer
Week

($10+
value
includes

food
and
drinks)

©
AIPMM
2013 @AIPMM


FEATURED
PRESENTATION

©
AIPMM
2013 h"p://www.aipmm.com

Your speaker today:
Johanna Rothman
Johanna Rothman, known as the “Pragmatic Manager,” helps
organizational leaders see problems and risks in their product
development. She helps them recognize potential “gotchas,” seize
opportunities, and remove impediments.
Johanna was the Agile 2009 conference chair. She is the current.
agileconnectioncom technical editor. Johanna is the author of these
books:
- Manage Your Job Search
- Hiring Geeks That Fit
- Manage Your Project Portfolio: Increase Your Capacity and
Finish More Projects
- The 2008 Jolt Productivity award-winning Manage It! Your Guide
to Modern, Pragmatic Project Management
- Behind Closed Doors: Secrets of Great Management
- Hiring the Best Knowledge Workers, Techies & Nerds: The
Secrets and Science of Hiring Technical People
She is working on a book about agile program management. She writes
columns for Stickyminds.com and projectmanagement.com, and writes
two blogs on her web site, jrothman.com, as well as a blog on
createadaptablelife.com.

Agile Project Portfolio Management
Johanna Rothman
New: Hiring Geeks That Fit
www.jrothman.com
@johannarothman
jr@jrothman.com
781-641-4046

Gather Some Data
How many of you are multitasking among several projects
now?
Two projects?
Three projects?
Four or more?

10 © 2013 Johanna Rothman

How Many of You Like Multitasking
Among Several Projects?
Yes or No


What Are You Supposed to Do First?


What’s the Problem?
Too many simultaneous projects
Too much interrupting work
Technical work and multitasking is invisible


What Some Project Portfolios Look
Like


What These Portfolios Are Missing


Combination View:
Low and Mid Level


What is the Project Portfolio?
Organization of all the projects (and all the work) the
organization is attempting to manage
When they start
When they end
Which one is #1
Decide when projects are done--or done enough
Decide when to stop, kill, or cancel projects

So What?
The portfolio of work-in-progress tells you what is
happening and when you can change it
Similar to a product backlog
Requires cross-organizational commitment


Use the Portfolio to Make
Decisions,Tradeoffs, and Assignments
Move between the strategic view to the tactical view
Create a rolling wave plan
Provide transparency into the organization’s work


Consider Lean
Iterate on value, redeﬁning it over and over...
You have more choices if you can see demos as the
projects proceed
If you can see the work in progress, you can manage it


Project Portfolio Flow


When to Make Decisions
When some feature or iteration ﬁnishes--project cycles
Concept of a MMF, Minimum Marketable Feature
When you have enough information about the next
version of a product--planning cycles
When it's time to allocate budget and people to a new
project--business cycles


How to Make Decisions
Qualitative questions
Quantitative questions
Only do work that’s currently valuable


Qualitative Questions
Should we do this project at all?

How does this project ﬁt in with all the others?
What is the strategic reason for this project?

Is there a tactical gain from completing this project?
To make this project successful, are we ready to adequately fund it?

To make this project successful, are we ready to adequately staff it?

Do we know what success looks like for this project?

Is there waste associated with the lack of this project?

Quantitative Questions
When will we see any monetary return from this project?

What's the expected revenue curve for this project?
What's the expected customer acquisition curve for this project?

When will we see retention of current customers from this project?
What's the expected customer growth curve?

When will we see reduction in operating costs from this project?

What's the expected operating cost curve?
How will this project move the organization forward?

Doing Work that’s Currently Valuable
Rank the products
Rank the features for a product

Requires market knowledge to know when the team has
done enough


Three Kinds of Projects
Projects that keep the lights on--that support the
organization
Projects that grow the business
Projects that create new opportunities


Why Manage the Project Portfolio?
People can only work on one project at a time
Project portfolio makes it clear where the time is being
allocated—and where the time is not allocated
Makes it possible for the organization to optimize at the
organization level, not at the person level
Staff the most important work
Not staff the least important work

Why Does Agile/Lean Work?
Agile helps:
Finishing running, tested features
Have release-able product periodically (every timebox)
Lean helps
Creating a culture of not having a lot of work in process
Instead, ﬁnish things and move on to the next one


100% Utilization is for Machines


It doesn’t matter how many projects
you start.

What does matter is how many
projects you ﬁnish. And when.


References and Resources
Manage Your Project Portfolio: Increase Your Capacity and
Finish More Projects, Pragmatic Bookshelf, 2009.
Tons more on jrothman.com
If you want to me to stay in touch with you, sign up for
my email newsletter, The Pragmatic Manager,
jrothman.com/pragmaticmanager/


Please
Join
Us
Again!
AIPMM
Webinar
Series:
Friday
Jan
25

IMPORTANCE
AND
ROLE
OF
PRODUCT
MANAGEMENT
TO
THE
SUCCESS
OF
YOUR
COMPANY
h5p://aipmm.com/aipmm_webinars/

Global
Product
Management
Talk

h"p://www.blogtalkradio.com/prodmgm"alk
++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

3 days of Startup Innovation Training, Certification Credential & Conference
San Francisco, CA
PRODUCT INNOVATION LEADER http:// STARTUP PRODUCT SUMMIT
aipmm.myshopify.com/ startupproduct.com
February 5 & 6, 2013 February 7, 2013

+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
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©
AIPMM
2013 @AIPMM h"p://www.aipmm.com

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