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Description
Host: Alberto Dominguez
Organizing a portfolio of IT projects and aligning to strategic initiatives while managing day-to-day organization of teams and work is challenging and complicated. This presentation will provide a simple approach to Portfolio Management in an IT environment. Using GitLab Epics, we will demonstrate how to manage the entire IT project portfolio, from planning, to collaboration, to measuring real progress toward strategic goals and KPIs.
Get in touch with Sales: http://bit.ly/2IygR7z
A
As
your
transformation
expands
across
your
company,
all
of
a
sudden,
you
have
the
responsibility
of
managing
a
portfolio
of
projects
and
products,
and
that
can
take
a
lot
of
work
in
our
next
session.
Alberto
dominguez
shows
us
how
sparta
consulting
uses
gitlab's
epics
to
minimize
all
that
work,
so
you
can
actually
focus
on
creating
value.
Let's
see.
B
Welcome
to
this
presentation
about
lean
portfolio
management,
I'm
alberto
dominguez,
and
I'm
quite
happy
to
have
you
here
on
this
presentation,
hope
you
like
it.
I
have
been
working
on
it
projects
for
the
last
20
years.
I
have
been
working
on
software
development
and
mainly
most
of
the
time
with
some
social
and
volunteering
projects.
B
I
have
been
working
as
a
agile
transformation
consultant
and-
and
I
have
been
coding-
I
I
have
been
working
as
an
architect
for
teens
tech,
lead
the
coder
I
really
enjoyed
to
code,
but
for
terms
of
the
of
the
work
I
have
been
assigned
to
more
management
and
leading
positions.
I
I
really
enjoy
the
technical
details
of
all
the
stuff
and
and
based
on
that
experience
and
that
career.
B
I
have
this
kind
of
mix
of
coder,
feature
and
and
and
consultant
so
hope
you
like
what
we
see
here
on
lean
portfolio
management
through
gitlab
epics.
So
I
will
try
to
share
some
some
of
the
learns
that
we
have
had
in
the
past,
applying
gitlab
to
some
specific
kind
of
thing.
So
hope
you
like
it
welcome
okay.
Before
we
start,
we,
we
need
to
discuss
what
what
means
lean
portfolios
management
and
to
do
that.
We
need
to
split
that
term
into
we.
B
Have
portfolio
management
and
link
portfolio
management
and
portfolio
management
is
the
way
the
organization
is.
The
strategic
level
of
a
company
has
to
connect
his
exhibition
or
exclusion
to
the
to
the
to
the
operational
level
right.
So
we
have
this,
these
people
at
the
sea
level
and
thinking
or
where
the
company
has
to
go,
and
then
they
decide
the
initiatives
or
the
projects
they
want
to
run
to
accomplish
those
goals
and-
and
that's
what
we
call
portfolio
management.
B
We
because
we
have
like
a
goal,
a
destination,
and
we
need
to
convert
that
into
into
tactics,
decisions
into
small
tasks
and
actions
that
we
can
run
to
at
the
end
of
the
year
or
the
period
we
decide
to
get
there.
So
that's
what
we
call
portfolio
management
when
you
manage
your
priorities
and
the
other
award
is
link
portfolio
management,
which
means
applying
the
link
principles
to
make
things
really
lean
to
reduce
the
the
the
well.
B
B
You
see
all
the
plates
and
you
cannot
decide
which
one
to
pick-
and
you
say:
okay,
I
have
the
money
to
pay
for
all
of
them
and
you
pay
for
all
of
them.
It
doesn't
make
any
sense
right.
It's
like
okay,
you
have
the
money,
but
it's
obvious
that
you
can
eat
them
all.
At
the
same
time,
it's
very
you
can
decide
for
two
and
try
to
bet
you.
They
make
your
best
to
eat
both
or
just
decide
for
one
and
wait
for
the
next
period.
B
The
next
day
for
for
them
or
the
next,
so
you
have
to
prioritize
and
not
only
because
of
the
money.
It's
also
because
of
your
capacity
to
do
it,
and
when
we
talk
about
I.t
projects
in
particular,
we
don't
have
the
people
all
the
time
to
run
the
projects
you
have
and
we
on
the
world
everybody
in
the
world.
We
have
this
shortage
of
people,
so
we
cannot
just
say:
okay,
I
have
the
money.
I
can
run
it.
So
that's
why
I
call
the
gluten
syndrome.
B
So
basically
lpm
will
give
us
an
idea
how
to
focus
on
the
important
as
a
team
as
a
company
in
our
portfolio.
It
will
work
and
maximize
the
flow
and
the
throughputs
and
as
as
a
way
to
optimize
the
the
the
productivity
it
tries
to
keep
the
tactical
decisions
aligned
with
the
goals.
So
when
you
have
to
take
decisions
day
by
day,
you
can
easily
link
your
decisions
to
this
to
the
goals
you
are
following
and,
and
the
idea
behind
of
this
is
stop
trying
to
predict
the
future.
B
You
should
be
working
on
planning
and
adapting
your
plan
every
day
or
every
certain
time
like
time,
books
like
that,
like
quarter
and
api
and
and
say
if
we
call
those
the
program
increments,
but
well,
you
can
decide
your
quarters
or
every
six
months
or
so
or
every
month,
depending
on
your
company.
But
the
idea
is
you
take
the
time
to
decide
if
you
have
to
adjust
your
plan
right
so
behind
this,
the
idea
is:
keep
your
priorities
understand
that
you
cannot
run
everything
at
the
same
time.
B
Even
if
you
have
the
money,
it's
not
a
good
idea
to
try
to
do
everything
on
the
at
the
same
time
or
in
parallel
and
try
to
keep
your
decisions
in
line
with
your
goals,
so
you
so
so
the
argent
doesn't
eat
all
the
time,
the
important
things
so
how
how
how
we
do
it
through
epics?
How
how
gitlab
can
support
you
to
work
on
that?
It's
it's.
It's
simple.
The
idea
behind
of
this
is
is
not
to
work
on
projects
it's
not
to
work
on
on
on
time
profile.
B
You
are
trying
to
accomplish
the
project
teams
and
you
will
have
people
assigned
on
multiple
on
multiple
projects
at
the
same
time,
jumping
within
meetings
and
trying
to
understand
the
projects
within
the
meeting.
So
that's
basically
the
biggest
challenge
behind
us.
We
have
a
lot
of
of
of
thinking,
movements
that
try
to
this
decide.
If
we
should
go
on
the
project,
type
project
die,
set
type
of
organization
or
if
we
should
go
on
a
more
efficient
way
when
you
cannot
create
project
teams.
B
We
work
with
and
and
then
avoid
the
project
assignments
right
and
think
all
the
time
that
devops
is
not
just
software
and
hardware.
It's
also
people
and
and
the
most
important
thing
is
the
people.
And
secondly,
devos
is
not
just
a
trendy
world.
You,
you
have
to
invest
to
make
it
work.
You
have
to
think
as
a
team,
there
are
no
areas,
there
is
no
business
and
technology,
it
is
a
thing
that
tries
to
deliver
value.
B
B
We
don't
think
about
projects,
we
think
about
teams
and
by
teams
we
work
on
assigning
goals
to
the
teams
instead
of
tasks
or
projects
or
specific
things
it.
It
probably
makes
sense
to
you
if
you
are
already
working
on
something
called
value
streams
on
enterprise
architecture,
when
you,
when
you
think
about
the
teams
as
a
group
of
people
that
delivers
a
whole
set
of
value
for
a
process
or
a
or
a
business
or
or
a
segment
on
on
your
company.
B
A
B
B
You
can
have
multiple
values,
things
you
are
using
solutions,
bigger
solutions
or
managing
bigger
solutions,
and
at
the
level
three
you
can
have
products,
for
example
like
switch
and
level
two,
because
you
can
have
multiple
teams
or
different
parts
of
the
team.
Once
you
have
the
structure
really
organized
you
go
to
the
team
match
with
products.
An
idea
is
that
you
have
some
products
or
technologies
or
architectures
on
on
the
technical
side
that
could
be
managed
by
the
same
people.
B
So
you
try
to
align
those
people
to
those
products
and
and
the
idea
is
to
keep
all
the
requirements
flowing
through
those
products.
So
at
that
point
you
have
the
teams
and
the
products
and
then
last
you
create
the
epics
at
the
organizational
group
level
in
terms
of
gitlab,
so
you
create
the
ethics
there.
Your
strategy,
your
business
requirements,
what
we
create
with
the
business
cases
and
at
that
level
you
will
have
the
strategy,
and
then
you
split
those
epics
into
features
or
capabilities.
B
You
have
multi-level
epics
or
just
epics
and
stories,
and
you
jump
from
the
stories
to
the
teams
and
the
stories
are
aligned
to
the
epic
but
assigned
to
the
team,
and
that
kind
of
mix
is
done
by
management
by
splitting
the
things
with
the
product
owner.
So
you
don't
delegate
that
to
the
team,
the
priorities
and
how
to
organize
the
work,
and
that's
really
really
good,
because
you
have
this
kind
of
of
simplicity.
B
So,
as
a
team
member,
you
only
see
meetings
for
your
team,
you
will
only
see
tasks
for
your
team
and
you
really
don't
don't.
You
know,
take
care
of
the
projects
and
the
meetings
of
the
projects
or
the
alignment
of
the
projects,
because
that
happens
on
the
top.
So
you
only
see
the
goals
of
your
team
in
terms
of
the
value
stream
and
the
products
the
missing
feature
in
in
github-
and
I
know
the
team
is
working.
B
I
have
been
working
with
or
have
some
meetings
with
with
the
team
behind
the
reporting
and
the
and
the
link
portfolio,
management,
capabilities
and
feedback
is
the
reporting,
because
we
we
have
some
some
some
metrics
and
these
metrics
are
more
related
to
the
strategic
level
and
probably
less
to
the
iteration,
but
we
can
have
it
for
all
the
levels
and
basically,
you
will
have
to
you.
You
look
for
a
strategy
for
a
strategy
that
is
more
stable
than
the
iteration,
but
obviously,
what
happens
through
the
years
could
impact
more
than
what
happens
within
deterioration.
B
The
stability
is
how
how
it
vibrates
or
changes
through
the
iteration,
which
we
expect
to
be
really
really
small,
how
how
the
business
usually
impacts
the
iteration,
the
quarter
and
the
year
and
through
the
year
we
expect
more
less
stability
and
more
changes,
because
we
want
adaptability,
effectiveness
is
it's
not
something
everybody
do
if
you
have
devils?
Probably
you
don't
have
to
to
measure
this,
but
the
idea
behind
effectiveness
is
how
good
you
are
delivering
things
that
go
to
production.
B
Sometimes
most
of
the
teams
keep
those
in
in
pre-production
environmental
staging
environments
and
they
lose
effectiveness
because
you
are
delivering.
You
are
producing
things
that
you
don't
deliver
and
the
defect
density,
which
is
quality,
is
related
to
the
amount
of
defects.
At
the
end,
the
challenges
ahead,
okay,
growing
up
plan
will
make
you
formatted.
It
means
that
the
pilots
on
agile
are
are
not
a
good
idea.
If
you
are
trying
to
link
portfolio
management,
you
need
to
think
on
all
your
teams
and
all
the
people
assigned
to
the
to
the
delivery
of
this
value.
B
If
you
start
with
pilots,
probably
you
will
then
have
problems
trying
to
integrate
everything
and
make
it
everything
work.
So
you
should
think
big
at
the
beginning,
if
you
don't
implement
from
the
beginning,
you
have
to
have
a
big
plan:
try
to
keep
agile
delivery,
not
only
as
a
tactical,
because
it's
like
a
small
engine
that
delivers
stuff
that
you
should
start
thinking
on
on
how
to
take
business
owners
to
connect
with
that
engine.
So
you
can
deliver
actual
value
and
the
real-time
information
is
a
double-edged
sword.
B
Is
it
means
that
if
you
are
good,
delivering
business
will
will
obviously
take
advantage
of
that?
But
if
you
have
some
technical
debt
or
you
are
not
really
good
delivering
value
and
you
have
quality
issues
because
of
your
vendors
or
if
you
have
some
kind
of
outsource
model,
probably
this
will
make
it
more
transparent.
Then
you
will
have
some
struggles
with
that.
So
take
that
into
account,
because
those
are
the
challenges.