As a manager at the production level you are the last checkpoint before the teams. Your job is to organize incoming requests to ensure that the capacity match the requests. Unfortunately these requests usually comes through multiple channels and different means of communication, forcing you to manually trying to organize them in some form of coherent and useful way. Excel is a common tool here as is a high level of stress and that feeling that you have missed something. This is where portfolio management becomes a very handy tool.
I call it the funnel of sanity.
By directing everyone through one single point of communication you not only reduce the need to manually align things, you also get a tool to coordinate visually with all stakeholders. With a clear view of the capacity of the teams you manage and a single backlog of requests you can summon all stakeholders to prioritize together. That will reduce a lot of headache for you and it will be the first step to create a set of requirements to the stakeholders.
The second requirement will be that in order for the priority meetings to be efficient there need to be a common ground for how the requests are defined in order to prioritize efficiently. It is very hard to compare programs with features and if the information and the estimations are using different variants, then the exercise will be very hard to conclude.
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