PagSeguro Portfolio governance was built under the Lean and Agile concepts. This presentation summarizes this journey.

1. Portfolio Governance
with Kanban
Mariana Zaparolli Martins
JourneyAgile

2. Mariana Zaparolli Martins
• Computer Engineer (FURG – RS)
• Master’s degree in Computer Science (IME-USP)
 Agilist since 2013
 Active member of the agile community
 Telefônica (telecommunications company)
 Itaú Unibanco (largest private bank in Brazil)
 PagSeguro
Agile Coaching
&
Portfolio Governance 2

3. Started on the
INTERNET
HISTORY OF
INNOVATION
IN PAYMENTS
"I opened my site, I need an
online payment!
2007

4. INTERNET
HISTORY THAT WENT
“I opened a physical store, I need
a POS! But only banks have this
solution…”
BEYOND THE
Since 2013 and 2015...

5. IPO
2018

6. 6
http://investors.pagseguro.com/

7. STRATEGIC
TACTICAL
Fonte: “Financial Statements”, 2009, Ittelson.
GPP
GPP|2019 Where do we
work?

8. What was the first problem
we wanted to solve?

12. Roadmap
Keep and Optimize
PORTFOLIO: LYFE CYCLE
5. K&O6. Close

14. Think Build Ship Tweak K&O
Parking Lot
Queue
PriorizationIdea Proposal
WishList
Results

15. Build Ship Tweak
K&OQueueThink
Idea Proposal
Parking
LotPriorization
AREA1(XTEAMS)AREA2(YTEAMS)AREA3(ZTEAMS)
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
INITIATIVE
NAME
STRATEGY! NPV
Cash flow

16. Uncertainty
Initiative stage

17. CANVAS
Inspired by Business Model Generation – Alexander Osterwalder - 2010

18. CANVAS
Inspired by Business Model Generation – Alexander Osterwalder - 2010
Value proposition Deliverables Risks and assumptions Roadmap Investment Metrics
Who is involved Additional information

19. QUEM SOMOS LEAN CANVAS
Inspired by Running Lean – Ash Maurya - 2010

20. QUEM SOMOS LEAN CANVAS
Inspired by Running Lean – Ash Maurya - 2010
Problem Solution hypothesis Risks and assumptions Success criteria
Who is involved Additional information
Costs and revenues

21. PROGRAMA|Crescimento Ágil - 2016

22. 22
Growths and challenges
Initiatives
(cards)
“Slices”
(cards)
Line of business or
functional area
(lanes)

23. 23
Growths and challenges
Teams
Product
Owners

24. SWIFT KANBAN

25. QUEM SOMOS Who is responsible for the
Canvas and the information in
the portfolio?
Responsibility is shared and monitored by GPP
Scalability

26. SWIFT KANBAN
Missing
Canvas
Canvas Slices Dependencies

27. SWIFT KANBAN
Initiative or slice
Description
PO High

29. SWIFT KANBAN
PO
Linked cards -> Dependencies

30. PORTFOLIO DASHBOARD

31. PORTFOLIO DASHBOARD
Details
Dependencies

32. PORTFOLIO DASHBOARD
Assessment of Compliance,
Regulatory and Security areas
Details

33. PORTFOLIO DASHBOARD
Timeline

34. METRICS

35. METRICSP – Until 2 months
M – 2 until 4 months
G – 4 until 6 months
GG – More than 6 months
Average Lead Time x Efficiency Flow

36. METRICSP – Until 2 months
M – 2 until 4 months
G – 4 until 6 months
GG – More than 6 months
P - Average Cycle Time per Stage
G - Average Cycle Time per Stage

37. METRICS

38. METRICS
1
0 0 0 0 0 0 0
0
0 0 0 0 0 0 0
0
0 0 0 0 0 0
1
0
0 0 0
1
0 0
1
0
0.5
1
1.5
2
2.5
Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17
Throughput
1 - P 2 - M 3 - G 4 - GG

39. PROGRAMA|Crescimento Ágil - 2016

40. NEXT STEPS
 Reinforce business agility in the portfolio! Card
Business

41. NEXT STEPS
 Classification of iniciatives
 Strategic Business
 Structuring
 Obligations
 Others
Which others?
Repriorization?

42. Mariana Zaparolli Martins
MarianaZaparolli
zaparolli@gmail.com