Program Portfolio Management
Introduction on what the SAFe framework says about it.
Fredrik Wiik
Roots of the Scaled Agile Framework

Core values
- Code Quality
- Program Execution
- Alignment
- Transperancy

2
In SAFe - the train is the thing!

3
Portfolio level in SAFe.
Value
streams

Business

Drivers

Investment
Themes

Business

Kanban

Portfolio
Vision
Drivers

...
Business Epic Portfolio Kanban System
1. Funnel

2. Backlog

3. Analysis

4. Implementation

-Product roadmap
-New busines...
Weighted Shortest Job First
User/Business Value + Time Criticality + RR/OE Value

WSJF = ---------------------------------...
Centralized Strategy and localized execution
-Investment Themes drive strategy.
-Portfolio backlog stitches the themes
Tog...
Program Portfolio Management
has the highest level decision-making responsibility in the framework
Program
Portfolio
Manag...
Program Portfolio Management
responsibilities

Strategy &
Investment Funding

Close the loop on
funding and program
execut...
Program Portfolio Management
SAFe provides transformational patterns to ”agilean” PPM
From traditional approach

to ”agile...
Agile Program Portfolio Management
enabling and fostering lean and agile practices for business results.

- Dencentralized...
SAFe portfolio management @ Knowit nov 28
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SAFe portfolio management @ Knowit nov 28

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A short introduction to SAFe (Scaled Agile Framework) portfolio management

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SAFe portfolio management @ Knowit nov 28

  1. 1. Program Portfolio Management Introduction on what the SAFe framework says about it. Fredrik Wiik
  2. 2. Roots of the Scaled Agile Framework Core values - Code Quality - Program Execution - Alignment - Transperancy 2
  3. 3. In SAFe - the train is the thing! 3
  4. 4. Portfolio level in SAFe. Value streams Business Drivers Investment Themes Business Kanban Portfolio Vision Drivers Portfolio Backlog Agile Release Trains Typical 50-125 pers/train 5
  5. 5. Business Epic Portfolio Kanban System 1. Funnel 2. Backlog 3. Analysis 4. Implementation -Product roadmap -New business opp -Cost savings -Problems needs solution -Refine understanding -Est CoD -Refine effort est -Relative ranking -Solution alternatives -Collaboration -Weighted rank -Business case -Ownership transitions -Teams begin implementing at release planning boundaries -Teams break Epics into features -Analyst support on pull basis - Effort size estimate - Value size estimate - Investment theme alignment Authority approves Epic Business analyst pulls Epic Portfolio Management Team/ Product Council Approval 6
  6. 6. Weighted Shortest Job First User/Business Value + Time Criticality + RR/OE Value WSJF = ------------------------------------------------------------------------Job Size 7
  7. 7. Centralized Strategy and localized execution -Investment Themes drive strategy. -Portfolio backlog stitches the themes Together. Portfolio Backlog Investment Theme Driven Strategy Portfolio Epics Architectural Features Customer / Value Stream Feedback Product Management Team Inputs Program Backlog Local program content decision-making based on domain knowledge, customer and team feedback. 8
  8. 8. Program Portfolio Management has the highest level decision-making responsibility in the framework Program Portfolio Management Typical roles -Senior executives -Senior solution managers -Line-of-Business owners -CTO -Senior Development Managers -Program Management Director • Executives who bring necessary knowledge around – – – – market knowledge technology awareness understanding of financial constrains understanding of market conditions • Stewards of Portfolio Vision. • Drive product and solution strategy; manage investments. • Operational assistance may be delegated to PMO. 9
  9. 9. Program Portfolio Management responsibilities Strategy & Investment Funding Close the loop on funding and program execution; measures and reporting compliance. Governance Allocate and assure funding to strategy Program Management Drive, assist or support program execution. 10
  10. 10. Program Portfolio Management SAFe provides transformational patterns to ”agilean” PPM From traditional approach to ”agilean” approach Centralized control Decentralized decision-making Project overload Demand management, continuous value flow Detailed project plans Light-weight Epic only business cases Centralized annual planning Decentralized, rolling wave planning Work Breakdown Structure Agile estimating and planning Self organizing/managing Agile Release Trains Project-controlled funding and control Objective, fact-based measures and MS`s. Waterfall milestones 11
  11. 11. Agile Program Portfolio Management enabling and fostering lean and agile practices for business results. - Dencentralized decision-making - Objective, fact-based measures and milestones Strategy & Investment Funding Governance Program Management - Demand management; continuous value flow - Light Weight Epic Business Cases - Decentralized, rolling-wave planning - Agile Estimating and planning - Self-managing Agile Release Trains 12
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