Topic Title: Governance for Agile Teams: Dev & Non-Dev (Choosing and prioritizing projects)
Initiator: Mary Chang
Participants: Sarah Urriste, Bill Dean, Chris Teeples, Serg Ivanov, Mike Miller, Kevin Tighe, Jen Molitor
- The project prioritization process used to consist of "whoever screams the loudest wins"
- Now a Governance committee decides whether something should be approved or not.
- How do we decide something should go to the committee? The goal is to keep as much out of that as possible
- What they did: They went to Gartner and took their 25 questions and narrowed it down to three, and they weighted each question on a scale of 1-5:
- How risky is it? Is it a risk of NOT implementing or implementing?
- What is the scope? Does it impact only 1 client (1) or all (5)?
- Complexity (based on General complexity, technical complexity, political complexity)
- The impact point for sending to the committee is a score of 11 or greater, which is the inflection point that provides high value to a lot of people
- Medium Complexity: It goes to Program level governance
- Low Complexity goes to a team's backlog and the PO prioritizes
- They have a weekly concept proposals meeting to go over all proposals.
- If a proposal is approved, a business case is created and for highly complex proposal it goes to investment proposal
- Scoring is based on strategic goals and the score is averaged
- A detailed paper on prioritization: Prioritization research paper from University of Wisconsin. It's cumbersome but gives you enough variance and flexibility to prioritize (suggestion from a participant)
- Cutting projects @ a small vertical slice: Make it do ONLY one thing and you're delivering value at an MVP lvl
- If you do nothing else, score the Cost of Delay!
- Stakeholders must agree on a set of criteria and prioritization model in order for it to work
- Ask stakeholders to try something for 90 days before they give up on it
- The reason to use prioritization is to remove the "vague and fuzzy" so the stakeholders so the stakeholders can buy into the Prioritization "game" ... everything in the world is Game Theory based (participant discussion)
- Contention between constraints will be taken to the executive level
- SAFe: Capability is your organization's capacity to delivery on an opportunity. Dependencies should be managed @ the PMO/Portfolio level.
- End of life technology must also have a weighted score
- Time to Value should be considered and prioritized as well