Agile is exploding in enterprises these days, moving past the experimental stag into full company rollouts. As this happens PMOs (portfolio management offices) and Agile Centers of Excellence are having to learn to work together to make team level agility align effectively with strategy. Planview's Lean Agile Delivery Solution helps solve this problem by providing a combination of best-of-breed tools that provide agility at both the portfolio and team/team-of-teams levels of an organization. And by linking easily to existing development tools like Atlassian Jira and Microsoft TFS, Planview customers can gain the benefits of our product suite without forcing unnecessary changes on their agile teams.

1. © 2019 Planview, Inc. | 1
Realising Agile at Scale
Planview Customer Forum, 8 April 2019
Jon Terry, Chief Evangelist – Lean-Agile Strategy, Planview
obo Steve Marjot, Head of Change CoE, Royal Bank of Scotland

2. © 2019 Planview, Inc. | 2
Increasing Agile Adoption
Title, Forrester Research, Inc. , Date of Publication

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Expanding Agile Success
Results
• More innovation relative to routine operations
• React to change faster
• Increased responsiveness to customer needs
• Greater efficiency and productivity
What if a company were to
launch dozens, hundreds,
or even thousands of agile
teams throughout the
organization?
Would scaling up agile
improve corporate
performance as much as
agile methods improve
team performance?
Harvard Business Review Agile at Scale, Darrell K. Rigby, Jeff Sutherland, Andy Noble, Accessed June 2018

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When the PMO & Agile CoE Meet
Portfolio Management
• Governance, approvals, sign-offs
• Top down
• Execute it the Right way
• Deliver incremental value quickly
• Autonomy
• Team-driven
• Figure it out as you go
Agile

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When the PMO & Agile CoE Meet
Portfolio Management
Agile
How do we gate work so that
money and time is spent on
strategic activities?
When will it be done?
What will it cost?
I thought we were trying to
go faster. ”Governance” is
what we’re trying to get away
from!
You think that today you
know what we will need in
18-24 months?
• Governance, approvals, sign-offs
• Top down
• Execute it the Right way
• Deliver incremental value quickly
• Autonomy
• Team-driven
• Figure it out as you go

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Agile
Agile Agile
Agile Agile
Agile
Team Autonomy Leads to Many “Agiles”
Portfolio Management
• Governance, approvals, sign-offs
• Top down
• Execute it the Right way
• Deliver incremental value quickly
• Autonomy
• Team-driven
• Figure it out as you go
How do we gate work so that
money and time is spent on
strategic activities?
When will it be done?
What will it cost?
I thought we were trying to
go faster. ”Governance” is
what we’re trying to get away
from!
You think that today you
know what we will need in
18-24 months?

7. © 2019 Planview, Inc. | 7
Agile
Agile
Agile
Agile
Agile
Agile
How do you connect structured,
controlled PPM with the distributed
nature of Agile execution?
The Portfolio + Agile Challenge
Portfolio Management
• Governance, approvals, sign-offs
• Top down
• Execute it the Right way
• Deliver incremental value quickly
• Autonomy
• Team-driven
• Figure it out as you go
How do we gate work so that
money and time is spent on
strategic activities?
When will it be done?
What will it cost?
I thought we were trying to
go faster. ”Governance” is
what we’re trying to get away
from!
You think that today you
know what we will need in
18-24 months?

8. © 2019 Planview, Inc. | 8
Achieving Agility
Portfolio Planning Cycle
Financials Actuals Only Product /
Value Stream
Project
Forecasting
Program
Forecasting
Governance
Delivery
Large Release /
Infrequent
Phased
Releases
Incremental Continuous
Autonomy
Command &
Control
Execution
Flexibility
Team
Autonomy
Autonomous Value
Delivery-focused Teams
Interactive Analysis Offline,
Excel-based Analysis
Centrally Created
Interactive Dashboards
Self-Service
Drill & Explore
Execution Tools Disparate &
Disconnected
Team-driven &
Integrated
One Size
Fits All
Adapted
Planning Process
Bottom-up Project
Schedules
Dynamic
Roadmaps
Prioritized
Projects
Top-down
Programs
KPIs
Utilization &
Compliance
Cost-based Value-based
Capacity Named
Resources
Role-based
Capacity
Fixed
Teams
Hybrid
Team
Annual Quarterly Continuous
Prescriptive
(Methodology and Control)
Reactive - Flexible Adaptive - Servant

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The Rise of the Frameworks …

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Scaled Agile Framework (SAFe)
Ø Value stream (or product)
funding based on
organizational priorities and
strategic themes
Ø Focus on outcomes, rather
than plan v. actual variances
Ø Long lived cross-functional
teams assigned to teams-of-
teams
Ø Common planning cadence

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The Missing Middle – Program Layer
Ø Value stream (or product)
funding based on
organizational priorities and
strategic themes
Ø Focus on outcomes, rather
than plan v. actual variances
Ø Long lived cross-functional
teams assigned to teams-of-
teams
Ø Common planning cadence

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Kanban for Program Increment Planning

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Lean and Agile Delivery Solution
Business Leaders
Finance
Enterprise Architects
Strategic
Planning
Lean Portfolio
Management
Portfolio Operations
Product Managers
Development Leaders
Release Train Engineers
ContinuousImprovement
Delivery
User Story and Support Prioritization
Card and Task Assignments
Integrated Development Environments
Team-defined Workflows
Product Management
Capacity
Planning
Roadmapping
Program Increment
Planning
Cross-team
Dependency Management
AnalyticsandReporting
Scrumban Custom
Financial
Management
Scenario PlanningInitiative Planning
Scrum Kanban
Product Owners
Scrum Masters
Teams

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Lean and Agile Delivery Solution
Business Leaders
Finance
Enterprise Architects
Strategic
Planning
Delivery
Product Owners
Scrum Masters
Teams
Portfolio Operations
Product Managers
Development Leaders
Release Train Engineers
Strategic Roadmapping
Capacity Planning
Team-of-Teams Planning
& Dependency Management
Stakeholder Collaboration
& Continuous Improvement
Work Delivery Flexibility
Lean Portfolio
Management

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Align multiple delivery teams using disparate tools and processes
Portfolio Alignment and Performance
Team-of-Teams Dependency Management
Stakeholder Collaboration and Continuous Improvement
Agile Scaler

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Align multiple delivery teams using disparate tools and processes
Portfolio Alignment and Performance
Team-of-Teams Dependency Management
Stakeholder Collaboration and Continuous Improvement
Agile Scaler

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Align multiple delivery teams using disparate tools and processes
Portfolio Alignment and Performance
Team-of-Teams Dependency Management
Stakeholder Collaboration and Continuous Improvement
Agile Scaler

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Choose Your Mix
Connect to strategic and portfolio priorities
Measure delivery and process performance
Team
Delivery
Team
Planning
Team
Visibility
DevOps
Technical
Tool of
Team’s
Choice
DevOps
Technical
Tool of
Team’s
Choice
LeanPortfolio
Management
Dependency
Management
Team
Delivery
Visibility and collaboration for stakeholders
Drive continuous improvement
Map and manage cross-team dependencies
Decompose epics and features
Assign stories and tasks
Manage dependencies within the team
Status and collaborate on stories and tasks
Agile Scaler

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Key Benefits
Coordination
Ø Leverage multiple teams in a coordinated way to deliver
value
Ø Manage cross-team dependencies to stay on track
Accountability
Ø Evaluate performance and value without impacting team
autonomy
Visibility and
Alignment
Ø Relate what teams are doing to the company’s strategy
Ø Provide stakeholders information about status and progress
Funding
Outcomes
Ø Fund values streams or products in a way that aligns levels of
investment with outcomes goals and key results metrics
Flexible
Capacity
Ø Balance across value streams as organizational priorities
change
Cross-
functional
Collaboration
Ø Foster communication on teams with members that come
from technology, operations and business areas to optimize
creativity and effectiveness

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Transforming RBS
Adopting Scaled Agile across the Enterprise
Change Centre of Excellence
On Behalf of:
Stephen Marjot
March 2019
£
Document Classification: Public

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Supporting over 12,000 change staff, that is enough staff to fill 22 jumbo jets!
Senior Responsible Owner learning pathway with masterclasses on
business cases, governance, assurance and agile ways of working
Opportunities to Build Your Career with external certifications and
access to internal accreditation via blended learning with 115 offerings
Our People Goals
Multiple role families including Portfolio, Programme, Project, Analyst
and Agile specific roles
Document Classification: Public

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Integrated enterprise suite consisting of Planview E1, Oracle and
Peoplesoft
Visualising work in multi level KANBAN tooling through Planview Leankit
Golden source data model for consistency, oversight, assurance and
control within risk appetite
Flexible tooling to meet local needs such as JIRA, Confluence and MSP
Our Tools Goals
Document Classification: Public

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Over 100 significant programmes and 4,000 Projects
Automated Programme Board Packs and near real-time Portfolio and
Programme Dashboards on mobile devices
600,000 reports run from Planview every year
The Work
An integrated change methodology supporting traditional
and agile ways of working
Document Classification: Public

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New target operating model, simplified Investment governance and
delegated authorities to where work is executed
Reducing impediments to draw down funding quicker
Embedding and automating Controls within the golden source systems
and embedding Assurance into agile ceremonies
Support for Agile programme ceremonies and removing impediments
to speed up the work
Agile….so what
Catalyst agile roles with higher levels of support
Document Classification: Public

25. © 2019 RBS | 25
How did we do it?
Moving investment management to a funding, governance and delivery model that typifies a lean, agile
enterprise.
Simplification of programme
execution processes (programme
guardrails)
}}
Idea People Value
Continuous
Planning
Continuous
Delivery
Continuous
Improvement
Work Speed
Establishing a new dynamic for
portfolio flow with an emphasis on
organising around value streams
}}
Adopting SAFe as both a set of
behaviours (Be Agile) and
methods (Do Agile)
}} Transformative improvements to
assurance activities and control
points
}}
Releasing resources earlier to
fund and deliver work}}
Document Classification: Public

26. © 2019 RBS | 26
Investment Funding across an agile
landscape
Delivery and Operations
Continuous delivery and improvement
Concurrent and
ongoing Planning
Visibility
Co-ordination
Expectation mgmt.
DomainportfolioDomain/CoE/
Platform
Team
FeatureteamEnterpriseportfolio
Domain Demand
Prioritise work
Domain Strategy
and Ideas
Understand the vision,
ideas and work
Investment Cost Sizing
Allocate
Doman/CoE
funding
Enterprise Demand
Prioritise outcomes
Enterprise Strategy
and Ideas
Understand the vision and
proposed ideas
Enterprise
Backlog
Domain/CoE
Backlogs
Platform
Backlogs
Feature
Team
Backlogs
Investment
Performance
Agreement
Domain
Business Case
Domain
Technology
Roadmap
Business
Feature
Management
DevOps – Continuous delivery, governance and integration
Agreement
Funding envelope cascade
Theme and Outcomes
cascade
Funding allocation by
Domain. Work is prioritised
by portfolio owners
Understand the Vision,
Strategy & Themes and
Outcomes
Funding envelope agreed
Programme
executes scoping &
delivery work
Domain Specific
Strategy &
Outcomes
Prioritised
Technology
Roadmap
Specialist Reviews
Programme
initiated and draws
down funding
Incremental
Value delivery
Incremental
Funding
drawdown
Governance
embedded in
agile ceremonies
Domain Business Case
approved via
Governance
Document Classification: Public

27. © 2019 RBS | 27
Aligning our PPM Architecture to realise
Value
Delivery and Operations
Continuous delivery and improvement
Concurrent and
ongoing Planning
Visibility
Co-ordination
Expectation mgmt.
DomainportfolioDomain/CoE/
Platform
Team
FeatureteamEnterpriseportfolio
Domain Demand
Prioritise work
Domain Strategy
and Ideas
Understand the vision,
ideas and work
Investment Cost Sizing
Allocate
Doman/CoE
funding
Enterprise Demand
Prioritise outcomes
Enterprise Strategy
and Ideas
Understand the vision and
proposed ideas
Investment
Performance
Agreement
Domain
Business Case
Domain
Technology Roadmap
Dashboards & Reports to
support bankwide oversight
& controls
Dashboards & Reports to
support SRO’s, Programme
Boards and
Franchise/Domain/2LOD
oversight regardless of work
delivery methods
Dashboards & Reports
to support traditional
Projects and agile Team of
Teams (ART) work execution
All work execution is
managed within Leankit or in
JIRA (to be fed into Leankit
via
a bi-directional interface)
Dashboards & Reports from
JIRA/SNOW to support
DevOps Feature team work
execution
Dashboards & Reports to
support Domain ESG’s
regardless of work delivery
method
Planview Programme (Portfolio Epic)
Programme Financial Forecasts
Programme RAID
Programme Delivery Reporting including PI Outputs
Programme Outcome Roadmap
Programme Controls & Specialist Assessment
Planview Project
Financial Forecasts
Resource Forecasts
L1 Milestones
RAID (L1-3) & Status
MSP
• Detailed planning
Planview Portfolio - Enterprise
Enterprise & Domain Investment Budget
Domain Business Case approval
Links to Domain programmes
DevOps – SNOW/JIRA/Confluence
Planview Leankit
Team of Teams Roadmap
Multi level Kanban
Team detailed planning (non engineering)
Status
RAID (TBD)
Planview
Project (ART level)
Financials
Resources
RAID (L1-3)
Oracle
&
Peoplesoft
Golden Source
Actuals incl.
Timesheets and
Colleague data
Planview Portfolio – Domain (Outcomes & Value)
Financial Forecasts
Delivery Reporting
Traditional Agile
Document Classification: Public

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Delivering Results
From… To…
Detailed analysis and
documentation
(3 documents/up to 8 weeks)
1 record embedded within our
golden source PPM application
(within 1 week)
Multiple Governance Forums &
externally imposed Controls
(Multiple Specialist Assessments)
1 Governance Decision & 1
Control
(Made at local level)
Delay in starting work
(Books & records up to 3 weeks)
Rapid Project Start-up
(Partially automated and within 24 hours)
No changes
• Decision recorded in Planview
• Assurance workflow control in
Planview
Delays in getting a Programme
funding decision made
(up to 8 weeks)
Rapid decision making
(within 1 week)
400 + Business Cases
(Consuming resource all year)
25 Business Cases
(Approved early in year)
££
Document Classification: Public

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Questions?
Connect: Jon Terry, Chief Evangelist – Lean-Agile Strategy, Planview
Follow: @leankitjon
Read: Agile PMO: 5 Steps to Driving Agility at Scale
Explore: planview.com/lean-agile-delivery