Clarity in what we want, why and when helps in maximizing the amount of unwanted work not done, which is one of the key foundations of agile. Agile frameworks provide great opportunities to add value to the client’s business better and faster, than the waterfall model. Lot of proactive agile thinking is required from the client’s (CIO, CFO, Business analysts, PMO, Portfolio management) side to leverage these opportunities of agility. Alignment of the Organizational strategy for growth, Project portfolio, I.S portfolio is of great importance before the start of development of the products, features which really deliver the strategic competitive advantage to business. Here is the opportunity for the CIO, and the business analysts to deliver great value to their organization by inquiring about the following;
What is the organizational strategy for growth?
Every CIO and the business analysis group must understand their business goals and the organization’s strategy for achieving the business goals, so that they get the larger picture which will trigger thought.
What are all the projects the organization is performing to support the strategy for growth?
A peek into organization’s project portfolio management system (You are lucky, if there exists one, else treat it as an opportunity to attempt one) will provide you with the necessary details of all the key projects the organization is embarking on and the rationale behind them. This is a great input to identify the information technology component vital for making these projects successful.
Developing the I.T project portfolio which supports the organizational project portfolio
What is the Information technology’s role / potential to make these organizational (functional) projects maximize their contribution to the achievement of the stated business goals?. Develop the I.T project portfolio.
Decompose the products of I.T project portfolio into wishlist of features (product backlog)
This is the time to develop the product backlog (wish list of features)
Classification of the features
Prioritization of the features
Developing the user stories for high priority features
High level estimates (budgets)
Identification of the agile vendors
First cut release planning, along with the agile vendors
Architectural, technology, financial, schedule considerations
Signing the contract with an agile vendor, where the contract type is cost + benefit sharing or T&M, or Fixed price with a cap on the features (story availability is a must here to estimate effectively)
These may seem like a hill of impediments, when we look at these aspects after starting the I.T project, and at the same time these steps are not that difficult for the CIO and the Business analysts to implement. In fact these are great enablers for them to open meaningful dialogues with the functional managers and the senior management. Doing this much proactively will help in maximizing the value by aligning the product backlog, user stories to the organizational strategy for growth and by identifying truly agile vendors who believes in partnering with their clients to create win-win situations.