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Senior Leader Learning Path

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  1. Week 1 - Overview of Agile & Scrum and Why Agile

    Scrum 101 - Part 1 | Scrum Basics
  2. Scrum 101 - Part 2 | The Scrum Process
  3. Scrum 101 – Part 3 | Scrum Values
  4. Scrum 101 - Part 4 | Scrum Terms Review
  5. Webinar - Thinking of Agile Adoption? Start HERE
  6. Week 2 - Agile Team Roles and Expectations
    Agile Team – Part 1 – Team Characteristics
  7. Agile Team – Part 2 – The Leadership Triangle
  8. Agile Team – Part 3 – The Product Owner Role
  9. Agile Team – Part 4 – The ScrumMaster Role
  10. Agile Team – Part 5 – The Team
  11. Agile Team – Part 6 – Technical Leadership
  12. Agile Team – Part 7 – Agile Coach
  13. Agile Team – Part 12 – Agile Sponsors & Stakeholders
  14. Agile Team – Part 13 – Agile Executives and Leaders
  15. Agile Team – Part 14 – Real World Agile Role Challenges
  16. Week 3 - Introduction to Business Agility
    Enterprise Business Agility Explainer
  17. Overview of the 7 Pillars
  18. Sally Elatta - Accelerating Your Enterprise Business Agility Journey
  19. Business Agility - Evan Leybourn
  20. The State of Enterprise Business Agility - Evan Leybourn
  21. Week 4 - Leadership and Culture
    Leadership Agility Pillar
  22. BCBS Executive Leadership
  23. High Performing Teams – Part 3 – Servant Leadership
  24. High Performing Teams – Part 4 – Shifting Towards Servant Leadership
  25. How Leadership and Culture Influences Your Transformation - Sheri Reed
  26. Transformative Leadership - Sanjiv Augustine
  27. Assessing your Agility Transformation Readiness - Rupert Schmidtberg
  28. The Role of Managers and Leaders within Agile Transformations - Tiffany Willis
  29. Moving Beyond the Traditional “Command & Control” Culture - Jennifer Bensky
  30. Week 5 - Customer Seat at the Table
    Customer Seat and Lean Product Intro
  31. Product and Discovery Trends - David Bland
  32. How the Customer is Key to Our Culture - Trisha Hall
  33. Product Leadership - Stacey Louie
  34. Experiments - Skip Angel
  35. Week 6 - Lean Portfolio Management
    Lean Portfolio Mgmt Overview
  36. Building Measurable Outcomes with OKRs
  37. Outcomes and OKRs - Part 1 Annual Outcomes
  38. Outcomes and OKRs - Part 2 Quarterly
  39. AgilityHealth Outcomes OKR Demo
  40. Agile/Lean Finance - Evan Campbell
  41. Enterprise Visibility Room Case Study - Sean Barrett
  42. Driving Teams Towards Measurable Business Outcomes
  43. Week 7 - Organization Structure and Design
    Org/Team Design Pillar
  44. Stable Teams - Bryan Tew
  45. Enterprise Agile – Stable Teams, Portfolio Management, and Budgeting
  46. Enterprise Stable Teams - Why Is This So Hard?
  47. Org-Team Design - Demand vs Delivery Portfolios
  48. Week 8 - Agile Business Teams
    Bringing Agile to the Sales Team - Leon Herszon
  49. Sample Kanban Board: Marketing Team
  50. Agile HR – A Game Changer
  51. Transforming Marketing and Design - Russ Peña
  52. Agile Finance and Governance - Evan Leybourn
  53. Creating an Agile Team in an HR Organization - Doc List & Sally Elatta
  54. Business Agility Within A Regulated Utility - Lisa Smith
  55. Agile Talent & HR: Preparing Organizations for the Future of Work
  56. Week 9 - Make It Stick/Sustain
    Make it Stick Pillar Video
  57. Evolving a Continuous Improvement System - Dan Craig
  58. Measuring & Accelerating Enterprise Business Agility - Sally Elatta
  59. Team Health Metrics - Jim Peer
  60. Enabling Agility by Measuring what Matters
  61. Top Challenges with Measuring Team Health
  62. Week 10 - Technical Agility
    Technology Agility Pillar
  63. Technical Agility - David Hussman
  64. Technical Excellence - Richard Kasperowski & Bryan Tew
  65. Technical Lead - Jesse Riley
  66. What does DevOps really mean? - Brian Levy
  67. Unlock Team Potential with DevOps - Daniel Gruesso
  68. Problem Solution - Skip Angel
  69. Assess and Accelerate Your Digital Transformation Webinar
Senior Leader Learning Path Lean Portfolio Mgmt Overview
Lesson 35 of 69
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Lean Portfolio Mgmt Overview

Lean Portfolio Management is applying lean thinking to managing enterprise, program, and product portfolios to provide a fast and flexible flow of high-value work. This approach focuses on delivering the most valuable work first while limiting work-in-process, limiting interruptions, and aligning the work to the organization’s intended outcomes and team capacity.

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