Many ways of working
A healthy mix for teams. A harder portfolio to plan.
Disciplined Agile’s core advice is to choose your way of working (WoW) to fit your context. One team runs the Agile lifecycle, another Lean, a large effort runs the Program lifecycle, and somewhere a team still works in serial phases because that is right for now. It is a sensible, people-first stance. It also means the portfolio holds work planned in different ways, at different levels of detail.
The Portfolio Management process blade takes a broad view: the portfolio is every potential and existing initiative, including projects, programs, product teams, service teams and the operational work behind them. That is an honest definition. A product team isn’t free because its roadmap has a gap, and a service team handles tickets every day. Plan only the projects, and everything else shows up as unexpected overload.
Inception feels this directly. Align with Enterprise Direction asks whether an initiative fits the strategy; Secure Funding asks whether the organization can afford it, in money and in people, next to everything already committed. The business case shows what the initiative costs. It rarely shows what it displaces. And the temptation grows to standardize every WoW just so the portfolio report looks consistent.