4. Strategy Horizon
Agile Extension to the BABOK® Guide
- Minimal Viable Product: used to prioritize the allocation of resources and to increase the speed of organizational learning.
- Planning Workshop: used to plan the allocation or resources across multiple initiatives and to provide a shared understanding of the purpose of a new initiative.
- Portfolio Kanban: used to provide real time visibility of the progress of initiatives across the portfolio. May also be used in conjunction with Balanced Scorecards, Value Stream Maps and other approaches to optimize the allocation of resources across initiatives.
- Product Roadmap: used to communicate the expected future direction of the product and to improve collaboration among teams in different initiatives. Also used to support decision making and prioritization.
- Purpose Alignment Model: used to prioritize potential initiatives, understand the optimum resourcing mix on initiatives and to understand the overall focus of initiatives across the organization.
- Real Options: used to understand the appropriate time for making decisions.
- Relative Estimating: used to quickly understand the relative value and resource requirements of potential initiatives across the portfolio.
- Value Stream Mapping: used to understand the creation of value across the whole customer experience to prioritize, plan and integrate the creation of value and reduction of waste between initiatives across the portfolio.
- Visioning: used to understand decision options and clarify the organization's vision. Also used to identify the purpose and focus for a new initiative.
- Backlog Management: used to track initiatives across the portfolio of work and also to understand critical risks, integration needs, and dependencies between initiatives.
- Balanced Scorecard: used to track value and measure progress across initiatives through continuous reporting and feedback across the core focus areas in the organization.
- Benchmarking and Market Analysis: used to provide input into decisions made in real time and to provide useful information to teams across the organization to support decision making and collaboration.
- Business Capability Analysis: used to support decision making and to provide input to teams making decisions that impact multiple initiatives.
- Business Cases: used to consider alternative approaches to solving strategic problems and to launch new initiatives.
- Business Model Canvas: used to consider multiple options when launching initiatives and to help scope the work of a new initiative. Also used to look at how value is created, captured, and delivered to stakeholders across the organization to allow decisions to made quickly at a strategic level, and to understand the impact of changes to both the organization and its environment.
- Metrics and Key Performance Indicators (KPIs): used to communicate priorities and measure delivery across the organization. Also used to communicate what the organization defines as necessary to create value.
- Organizational Modelling: used to prioritize initiatives and understand the available resources that can be used in initiatives. Also used to ensure that business value is created across the organization rather than seeing individual initiatives create products and services that cannot be delivered effectively by the wider organization.
- Risk Analysis and Management: used to inform decisions in real time. Also used to prioritize new initiatives and to understand the need for changing priorities based on changing circumstances beyond the horizon of a single initiative.
- Stakeholder List, Map, or Personas: used to identify the people who need to be involved in decisions.
- SWOT Analysis: used to understand the context in which decisions will be made and to prioritize new initiatives.
- Vendor Assessment: used to understand the capabilities possessed by potential partners and vendors. Also used to understand the capabilities and available resources that vendors can provide to initiatives across the portfolio of work.