Towards Lean-Agile Portfolio Management – Case Kela
Vesterinen, Paula (2015)
Vesterinen, Paula
Haaga-Helia ammattikorkeakoulu
2015
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2015121721227
https://urn.fi/URN:NBN:fi:amk-2015121721227
Tiivistelmä
The main objective of this thesis is to investigate biggest challenges in current enterprise level ICT system development processes in case organization and study improvement opportunities to those. The research questions in this study concern to improvement opportunities of lean and agile thinking in enterprise level portfolio management. This research aim to find out answer to the question of ‘too many simultaneous projects ongoing’ dilemma. Also the aim is in the question how lean and agile thinking could increase the productivity by eliminating the waste from resourcing process. The case organization in this research is Kela, The Social Insurance Institution of Finland.
The strategy for this research is case study and action research. The data collection method is triangulation. The data for this study is collected by open interviews of organ-izations key persons, collecting metrics data from finalized projects and current process descriptions. The collected data is analysed with pattern-matching technique where the data from the organization is compared with theoretical frameworks and best practises from literature relevant for this case. As a conclusion of analysis the improvement proposal is created and for future actions the roadmap proposal is introduced.
The results of this study recommend to increase the level of portfolio management to one or two levels higher. It requires to establish a new entity called Solution. The focus of portfolio management should be moved from small projects to the large requirements derived from strategic themes. This enables portfolio management steer the development work. Another big recommendation is to change the resourcing principles fundamentally. If lean and agile principles are taken into use the resourcing could be organized in a way that one person is working with one task at a time. Also the administrative work around resourcing could be decreased remarkably.
At its best portfolio management produces overall up to date visibility to the organization development needs and enables strategy based decision making regarding investments and development priorities.
The strategy for this research is case study and action research. The data collection method is triangulation. The data for this study is collected by open interviews of organ-izations key persons, collecting metrics data from finalized projects and current process descriptions. The collected data is analysed with pattern-matching technique where the data from the organization is compared with theoretical frameworks and best practises from literature relevant for this case. As a conclusion of analysis the improvement proposal is created and for future actions the roadmap proposal is introduced.
The results of this study recommend to increase the level of portfolio management to one or two levels higher. It requires to establish a new entity called Solution. The focus of portfolio management should be moved from small projects to the large requirements derived from strategic themes. This enables portfolio management steer the development work. Another big recommendation is to change the resourcing principles fundamentally. If lean and agile principles are taken into use the resourcing could be organized in a way that one person is working with one task at a time. Also the administrative work around resourcing could be decreased remarkably.
At its best portfolio management produces overall up to date visibility to the organization development needs and enables strategy based decision making regarding investments and development priorities.