Government agencies must be smart with their budgeted dollars for IT modernization. Along with adopting new technologies, they know it’s time to shift away from traditionally slow and ineffective ways of managing their portfolios and aligning them to their missions.
As I noted in my previous blog, many agencies have implemented lean, agile, and DevSecOps to manage the life cycles of individual applications and IT services. Now, agency leaders are looking to scale their practices for obtaining enterprise-level agility. “Lean Portfolio Management,” by the Scaled Agile organization, is an enterprise approach to help ensure their developed products deliver value that is aligned to their agency strategies.
Lean Portfolio Management (LPM) is part of the Scaled Agile Framework® (SAFe) for supporting organizations with large or complex integration needs. With LPM, large enterprises or agencies will likely have multiple portfolios, and this requires changes in how technology is explored, planned, developed, executed, and sustained.
A portfolio might comprise different lines of business, or value streams. It might be a single value stream for a small organization. A civilian agency would likely have systems that support citizen customers and internal IT users in separate value streams. A DoD agency needs to deliver effective IT to warfighters and various types of government personnel, so it could have multiple portfolios—each with one or more development value streams.
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