Product Category Team Meetings

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The Product Category Team has four meetings. Click on the links below to jump to a specific meeting within this page.

​​Intake & Demand Planning
Progress Review
Benefits Realization Review
Portfolio Retrospective

R.A.C.I 

Responsible   Accountable   ​Consulted   Informed

F.A.C.I 

Facilitator   Accountable   Consulted   Informed

Intake & Demand Planning

Details 

Governance State: N/A

4 hours per month; ideally as one working session per month

R – Business Owner, Capability Owner

A – Business Product Manager

C – Product Category Team, SMEs

I –  Stakeholders

Prerequisite Work​​​​

  • Epic created in Jira

Activities can include: 

  • Intake/Alignment
  • Prioritization
  • Solution Definition
  • Release Targeting

Intake & Demand Planning Agenda

​Opening

Timing: 15 min

Outcomes:

Announcements/updates
Establish Meeting Focus

​F – Portfolio Orchestrator     A – Business Product Manager

Open meeting with announcements or updates; share meeting focus (planned discussions and decisions); validate that the appropriate information is available to have those discussions and/or make the anticipated decisions

​Intake/Alignment

Timing: 45-60 min

Outcomes:

  • Discuss prospective epics and develop a shared understanding of the key intake and alignment points listed to the right
  • Document decisions
  • Create a communication plan.

​F – Portfolio Orchestrator     A – Business Product Manager     R – Product Line Team     I – Stakeholders

Key Discussions and Decisions​​​

  • Is there a shared understanding of the problem being addressed by the Initiative or Epic? (Yes, No) 
  • Are the desired outcomes/success criteria of the prospective Initiative or Epic understood? (Yes, No, Need Further Discussion)
  • Is there a shared understanding of the impacted users/personas, their context of usage, and how solving this problem ties to creating business value? (Yes, No, Need Additional Info)
  • What is the shared understanding of the Minimum Viable Product (MVP) of the Initiative or Epic?
  • Is there a shared understanding of the potential relative value (e.g. Cost of Delay)? (Yes, No, Need Additional Info)
  • Is there a shared understanding of the hypothesis or SWAG of the level of effort to complete? (Yes, No, Needs Additional Info)
  • What business risks or uncertainties could jeopardize this Initiative or Epic? What are the key assumptions being made regarding the market or technologies?
  • Which business capabilities are being affected by the prospective Initiative or Epic?
  • Does the prospective Initiative or Epic align strategically with the organization’s business goals? (Yes, No, Needs Further Discussion)
  • Does the Initiative / Epic meet the Definition of Ready for Prioritization? (Yes, No)
  • Does the WIP limit allow for moving to Prioritization? (Yes, No, No…but this Epic is valuable enough to possibly preempt a previously prioritized effort)

​Prioritization

Timing: 45-60 min

Outcomes:

  • Discuss prospective Epics balancing capacity and demand 
  • Develop a shared understanding of priorities, tradeoffs, options, and decision-parameters
  • Address the questions listed to the right
  • Document decisions
  • Create a communication plan

​F – Portfolio Orchestrator    A – Business Product Manager     R – Product Line Team     C/I – Stakeholders

Key Discussions and Decisions

  • What is the (updated) WSJF relative to the other Initiatives / Epics under consideration? (Higher, Lower, Need Additional Information)
  • Is there a shared understanding of the high-level risks and dependencies associated with the Initiative or Epic? (Yes, No, Need Additional Information) 
  • What is the updated understanding of the Order of Magnitude (OOM) capacity needed to meet this demand? Is that capacity available currently in the requested timeframe?
  • What are the available options should capacity be limited at this time? What are the tradeoffs? How might the Initiative or Epic be broken into smaller chunks?
  • What key information is missing? Are there any assumptions that need validation? Can we defer a decision responsibly to a later timeframe (and if so, until when)? (Yes, No)
  • Do we have a shared understanding of the priorities and aspects used to make the prioritization decision? (Yes, No)
  • Do we commit to support for the (updated) Epic Roadmap/timing forecast as articulated at this time? (Yes, No)
  • Does the Initiative/Epic meet the Definition of Ready for Solution Definition? (Yes, No)
  • Does the WIP limit allow for moving to Solution Definition? (Yes, No, No…but this Epic is valuable enough to possibly preempt a previously prioritized effort)

Solution Definition

Timing: 30 min

Outcomes:

  • Discuss prospective Initiatives/Epics Solution approaches and options 
  • Develop a shared understanding of priorities, tradeoffs, key assumptions, and decision-parameters 
  • Address the questions listed below
  • Document decisions  
  • Create a communication plan 

​F – Portfolio Orchestrator     A – Business Product Manager     R – Product Line Team    C – SMEs    I – Stakeholders​

Key Discussions and Decisions 

  • What approaches or solution options are available to solve the Initiative or Epic business problem?
  • What are the hypothesized outcomes/impacts of solving the problem for each approach?
  • What are the risks, dependencies, and tradeoffs associated with the proposed approaches? Are there any perceived constraints to any of the proposed approaches?
  • Which approach is recommended and why (e.g., Good/Better/Best; Lead-time/time-to-market)?
  • Can we answer to stakeholders regarding what specifically will be the impact on previous commitments, if any? How would the Epic Roadmap forecast be impacted? (Yes, No)
  • Do we have a shared understanding and a commitment to the agreed-upon solution approach and its impact? (Yes, No)
  • Do we have a shared understanding of the priorities which drive the solution definition decision? (Yes, No)
  • Do we commit to support the (updated) Epic Roadmap and timing forecast as articulated at this time? (Yes, No)
  • Does the Initiative / Epic meet the Definition of Ready for Release Targeting? (Yes, No)
  • Does the WIP limit allow for moving to Release Targeting? (Yes, No, No…but this Epic is valuable enough to possibly preempt a previously prioritized effort)

Release Targeting

Timing: 45-60 min

Outcomes:

  • Discuss prospective Initiatives/Epics Release Targeting timeframe 
  • Develop a shared understanding of priorities, tradeoffs, key assumptions, and decision-parameters
  •   Address the questions listed below.  
  • Document decisions
  • Create a communication plan 

F – Portfolio Orchestrator     A – Business Product Manager     R – Product Line Team     I – Stakeholders

Key Discussions and Decisions

  • Given the proposed approach, do we have a shared understanding of what specific Features are needed? (Yes, No, Need Additional Information)
  • Do we have a shared understanding of the User Personas and which specific capabilities define the Minimum Marketable Feature (MMF)? (Yes, No)
  • Do we have a shared understanding of the outcomes/success criteria for each Feature? (Yes, No)
  • Do we have a shared understanding of the marginal value for each proposed solution Feature? (Yes, No, Need Additional Information)
  • Given the proposed solution approach, where will this Initiative/Epic be targeted for release?
  • Do we have a shared understanding of the priorities that drive the release targeting decision and support for the (updated) Epic Roadmap and PI Release commitment as articulated at this time? (Yes, No)
  • Do the Initiative / Epic / Features meet the Definition of Ready for Initiating PI Planning? (Yes, No)​

Wrap Up/Close

Timing: 15 min

Outcomes:

  • Align on decisions and action items

F – Portfolio Orchestrator    A – Business Product Manager     R – Product Line Team     I – Stakeholders

Review decisions and action items.  Confirm RACI and timing for action items.  Confirm RACI and timing for follow-on communications.  Perform a brief retrospective on the session and decide what to do differently (if any) next time. ​

Progress Review

Details 

Governance State: N/A

2 hours per month; biweekly (once per sprint)

Prerequisite Work​​​​

  • Jira updated to reflect the current state of work

Activities can include: 

  • In Progress
  • Validation
  • Portfolio Metrics

Progress Review Agenda

​Opening

Timing: 15 min

Outcomes:

  • Announcements/updates
    Establish Meeting Focus

​F – Portfolio Orchestrator     A – Business Product Manager

Open the meeting with announcements or updates; share meeting focus (updates on action items from previous meetings, escalations from the Product Team, planned discussions, and decisions); validate that the appropriate information is available to have those discussions and/or make the anticipated decisions. 

These discussions will be facilitated by “Walking the Kanban Board” (ALM tool) ​

In Progress

Timing: 30-45 min

Outcomes:

  • “Walk the Kanban” discussing underway Initiatives / Epics (and child Features) ensuring a shared understanding of current progress, dependencies and outstanding risks.  
  • Make action plans for escalation/mitigation steps that are necessary
  • Make Continue/Change/Stop decisions 
  • Document decisions.  Create communication plan ​

​F – Portfolio Orchestrator     A – Business Product Manager     R – Product Line Team     I – Stakeholders​​

Key Discussions and Decisions​​​​​​​

  • ​​What is the progress of each Epic (and its child Features)? Are they progressing as expected? (Yes, No)
  • If “No,” what are the issues or factors contributing to this situation?
  • What actions are underway to mitigate and get the Features / Epic “on track”?
  • Are these actions sufficient, or are further measures necessary? Are the right resources being applied?
  • Have the right stakeholders been notified of the current issues and measures being taken, and are their expectations managed effectively? Is further escalation required?
  • Is this Epic at risk for timing, outcomes delivered, or in any way jeopardizing the expected value of the Epic?
  • Are these probable impacts sufficient to warrant a Change/Stop decision for this Epic? (Yes, No)
  • What is the current risk profile of the upcoming release? Individual Epic?
  • Are the risk mitigation actions/plans that are currently in place sufficient? (Yes, No)
  • If “No,” what further actions are warranted at this time?
  • What are the impacts of the current Epic performance on upstream Feature / Epic Roadmap forecasts?
  • What are the action plans/RACI for the Portfolio Team to accomplish before the next Execution/Validation Meeting? 
  • What actions (if appropriate) must be accomplished BEFORE the next Portfolio Execution/Validation Meeting?
  • What communication regarding the in-progress Epics must be conveyed to the broader stakeholder audience?
  • What will be the timing and channel for that communication?​

Validation

Timing: 30-45 min

Outcomes:

  • “Walk the Kanban” discussing Initiatives/Epics (and child Features) undergoing validation
  •  Make action plans for escalation/mitigation steps that are necessary to ensure a timely validation
  • Document decisions. Create communication plan ​

​F – Portfolio Orchestrator     A – Business Product Manager     R – Product Line Team     I – Stakeholders​

Key Discussions and Decisions

  • Have the Epic’s child Features been completed successfully and validated (e.g., met the Feature Definition of Done?) (Yes, No)
  • If “No,” what steps are necessary to complete the gaps successfully?
  • Has the Epic passed any additional integration/validation checks with a Finish-Start dependency on child Feature Validation? (Yes, No)
  • Are there any issues or dependencies that must be resolved by the Portfolio Team (if appropriate) to complete Epic validation successfully? (Yes, No)
  • Do we have a shared understanding that the Epic meets the Definition of Done for Epic Validation?
  • What communication regarding the validated Epic needs to be conveyed to the broader stakeholder audience?
  • What will be the timing and channel for that communication?​

Portfolio Metrics

Timing: 15-30 min

Outcomes:

  • Review Portfolio Team metrics and supporting Product / Delivery Team metrics (as appropriate)
  • Assess metric trends and determine if acceptable or further investigation/mitigation steps to rectify are warranted 
  • Document decisions/action plans
  • Create communication plan

F – Portfolio Orchestrator     A – Business Product Manager     R – Product Line Team     I – Stakeholders​

Key Discussions and Decisions​​​​​​​​

  • What is the current overall Portfolio Team metrics performance? 
  • How are the underlying Product Team(s) metrics?
  • Are the metrics trending in the right direction?  If not, what steps must be taken to investigate and rectify root causes?​

Wrap Up/Close

Timing: 15 min

Outcomes:

  • Align on decisions and action items

F – Portfolio Orchestrator    A – Business Product Manager     R – Product Line Team     I – Stakeholders

Review decisions and action items.  Confirm RACI and timing for action items.  Confirm RACI and timing for follow-on communications.  Perform a brief retrospective on the session and decide what to do differently (if any) next time. ​+

Benefits Realization Review

Details 

Governance State: N/A

4 hours quarterly

 

F – Portfolio Orchestrator

R – Capability Owner     

A – Business Owner   

C – Solution Architect & Financial Analyst, Product Category Team, SMEs   

 I –  Stakeholders

Prerequisite Work​​​​

Portfolio Orchestrator,  Business Product Managers, Solution Architects, and Financial Analyst conduct due diligence to prepare for the working session

  • Solicit feedback from key stakeholders
  • Review financial performance data
  • Identify impacts to capability performance gaps
  • Update capability model and performance heat map
  • Prepare analysis and data for conversations with other Portfolio Team members​​​​​​​​

Activities can include: 

  • Review Performance
  • Upload Roadmaps
  • Update Collateral

Benefits Realization Review Agenda

​Opening

Timing: 15 min

Outcomes:

  • Announcements/updates
  • Establish Meeting Focus

​F – Portfolio Orchestrator     A – Business Product Manager

Open meeting with announcements or updates; share meeting focus (planned discussions and decisions); validate that the appropriate information is available to have those discussions and/or make the anticipated decisions​

​Review Performance

Timing: 60-120 min

Outcomes:

  • Review performance data
  • Review analysis​

F – Portfolio Orchestrator     A – Financial Analyst, Capability Owners     C – Business Owners, SME’s​

Key Discussions and Decisions

​Review benefits, effectiveness, and improve assumptions, decision-making criteria, etc. based on what has been observed for Epics completed in the:​​​

  • last quarter
  • last year
  • other significant timeframes as needed​

Update Roadmaps

Timing: 45-60 min

Outcomes:

  • Modify/update Epics & Roadmap

​F – Portfolio Orchestrator     A – Business Product Managers, Financial Analyst, Capability Owners     ​C – Business Owners, SME’s​

Key Discussions and Decisions

  • Modify any value propositions, cost of delay, or other capability performance data points in existing or future Epics based on data and lessons learned

Update Collateral

Timing: 45-60 min

Outcomes:

  • Update collateral material

F – Portfolio Orchestrator     A – Business Product Managers, Financial Analyst, Capability Owners     C – Business Owners, SME’s

Key Discussions and Decisions​

  • Prepare and share collateral materials for broader consumption

Wrap Up/Close

Timing: 15 min

Outcomes:

  • Align on decisions and action items

F – Portfolio Orchestrator     A – Business Product Manager     R – Product ​​​​​​​Line Team     I – Stakeholders

Review decisions and action items. Confirm RACI and timing for action items. Confirm RACI and timing for follow-on communications. Perform brief retrospective on session and decide what to do differently (if anything) next time.

Portfolio Retrospective

The entire Portfolio Team participates to review how the delivery system is working and plan improvements. The Portfolio Orchestrator facilitates or may bring in a facilitator if desired.

Details 

Governance State: N/A

1 hour monthly operations review and retrospective; 4 hour quarterly working session

 

F – Portfolio Orchestrator

R – Capability Owner     

A – Business Owner   

C – Solution Architect & Financial Analyst, Portfolio Team, SMEs   

 I –  Stakeholders

Prerequisite Work​​​​

Portfolio Orchestrator,  Business Product Managers, Solution Architects, and Financial Analyst conduct due diligence to prepare for the working session

  • Solicit feedback from key stakeholders
  • Review financial performance data
  • Identify impacts to capability performance gaps
  • Review Team Agile Stage Assessment​

Activities can include: 

  • Review Data
  • General Insights
  • Decide What to Do

Portfolio Retrospective Agenda

​Opening

Timing: 15 min

Outcomes:

  • Announcements/updates
  • Establish Meeting Focus

​F – Portfolio Orchestrator

Open meeting with announcements or updates; share meeting focus (planned discussions and decisions); validate that the appropriate information is available to have those discussions and/or make the anticipated decisions

Operations Review – Review Action Items from last month’s Operations Review & Retrospective

Quarterly System of Delivery Review – Review Key Performance Indicators / Improvement Objectives (desired)

​Reviewing Data

Timing: variable

Outcomes:

  • Review performance data and analysis

F – Portfolio Orchestrator     R – Capability Owner     A – Business Owner     C – Solution Architect, Financial Analyst, Product Category Team, SMEs​

Operations Review – Review current performance metrics and trends, effectiveness of decisions, impacts on current flow of work etc.  Leverage facilitation techniques such a SAMLO etc. (For more information see Retrospective Activity Document)

Quarterly System of Delivery Review – Review Capacity, Skills, Size of Epics, Decision Rights, “Extraneous” Processes/Approvals, Recurring Risks

​General Insights

Timing: variable

Outcomes:

  • Review performance data and analysis

F – Portfolio Orchestrator     R – Capability Owner     A – Business Owner     C – Solution Architect, Financial Analyst, Product Category Team, SMEs​​

Operations Review – Seek to identify the source of the issue(s); Leverage facilitation techniques such as “5-Whys”, “Fishbone,” or “Brainstorming” (For more information, see Retrospective Activity Document)

Quarterly System of Delivery Review – Seek to identify the source of the impediments to the items reviewed by leveraging the facilitation techniques listed above.

​General Insights

Timing: variable

Outcomes:

  • Evaluate different options to address issues
  • Decide on a course of action
  • Create action plan

F – Portfolio Orchestrator     R – Product Category Team

Operations Review – Identify and plan actions to be taken before next month’s meeting

Quarterly System of Delivery Review – Identify action items to:

  • Lean out the delivery system (SoD)
  • Improve the performance of the delivery system
  • Improve the performance of the core capabilities​

Wrap Up/Close

Timing: 15 min

Outcomes:

  • Align on decisions and action items

F – Portfolio Orchestrator     A – Business Product Manager     R – Product ​​​​​​​Line Team     I – Stakeholders

Review decisions and action items. Confirm RACI and timing for action items. Confirm RACI and timing for follow-on communications. Perform a brief retrospective on the session and decide what to do differently (if anything) next time.