Our client had implemented a partial Scaled Agile Framework with a technology-led Agile delivery team, but with limited business visibility over the demand identified, and almost no business prioritisation of the portfolio of work – demand was being added or removed without business involvement leading to challenges around value and priorities. 
 

• P2 identified a solution to this by implementing its Lean Portfolio Management service. This began with a demand identification and prioritisation service, driven from the business, to identify additional demand throughout the programme lifecycle, assess that against agreed value outcomes and prioritise these against the entire backlog of work.  This process allowed the business to oversee the demand management through a series of “WAVE’s”, funneling demand through a series of small “gates” which then ultimately led to scheduling within an implementation release.  This gave the business overall control to assess, prioritise and schedule its demand without impacting delivery timelines or altering the fundamental Agile approach implemented by the delivery teams.  
• By assessing demand against outcomes, effort and complexity it was possible to give each demand item a weighted scoring and relative priority vs other demand items, which could be re-assessed throughout the year allowing the business to amend its priorities and focus but also giving the delivery teams an agreed work stack for each implementation release.  
• P2 also led the changes to the workflow within the delivery teams which mapped JIRA status to WAVE’s, EPIC’s and User Stories allowing a very clear and concise journey to be identified with clear responsibilities and ownership at each stage from the Portfolio through to the individual teams within a Scrum. A Portfolio Roadmap was updateable in real-time. 

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