Agile2012

Traditional portfolio management frequently uses principles that are at odds with agile thinking. For example, believing that people should be 100% utilized might lead to us to start many simultaneous projects leading to high levels of team-member multitasking. Managing a portfolio according to these principles all but guarantees a continuous stream of impediments that interfere with team-level agility and sub-optimizes delivered value. In this session I discuss strategies for aligning portfolio management with agile development to ensure a better end-to-end flow of value.
http://submit2012.agilealliance.org/files/session_pdfs/Rubin_Agile_2012_Strategies_for_Porfolio_Management.pdf.pdf