Gartner Research


Published: 21 December 2022


企業は、価値とアジリティを提供しつつ、コストを効果的に管理するために、Scaled Agile Framework®に取り組み始めている。SAFeの実装に従事する戦略的ポートフォリオ・リーダーは、リーン・ポートフォリオ・マネジメントへの移行を成功させるために、役割、プロセス、ガバナンスを変更する必要がある。

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  • 価値提供の拡張を図ろうとしている企業は、ポートフォリオの説明責任を維持する方法を見つける必要がある。さもなければ、拡張によってそうした説明責任は失われる恐れがある。

  • ビジネスおよびIT部門のリーダーは、提案された作業が戦略的なビジネス成果と整合することを請け負うとともに、ポートフォリオ全体にわたる投資の意思決定を改善するために、より良い手法を必要としている。

  • ビジネス・アジリティ (新たな機会をいち早く利用したり、業界の変化に適応したりする能力) を達成するには、ビジネスおよびテクノロジ部門のリーダー間の緊密な協力が必要である。


プログラム管理オフィス (PMO) の発展を担い、Scaled Agile Framework (SAFe) のリーン・ポートフォリオ・マネジメント (LPM) への移行に着手しようとしているプログラム/ポートフォリオ管理リーダー (戦略的ポートフォリオ・リーダー) は、以下を行う。

  • LPM機能組織の構成要員を社内で特定することによって、LPMの機能、ビジネス部門に対する説明責任、役割を定義する。

  • コンセプトから完了に至るまで、ポートフォリオの全フェーズにおける作業を完全に可視化し、ポートフォリオがビジネス成果に沿うようにする。そのためにポートフォリオ・カンバンを確立する。

  • エンゲージメントとコラボレーションを向上させるために、一定の頻度でLPMイベントを開催し、LPM機能としてのビジネス/テクノロジ担当者間のガバナンス活動を再構築する。

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Harutoshi Katayama

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