4. Portfolio level in SAFe.
Value streams reflect strategic intent for each program.
Value
streams
Agile Release Trains
Typical 50-125 pers/train
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5. Portfolio level in SAFe.
Investment themes define intent and budget for each ART.
Value
streams
Investment
Themes
Agile Release Trains
Typical 50-125 pers/train
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6. Portfolio level in SAFe.
A special investment theme for the portfolio backlog.
Value
streams
Investment
Themes
Agile Release Trains
Typical 50-125 pers/train
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7. Portfolio level in SAFe.
Managed by Kanban systems with WIP limits.
Value
streams
Kanban
Investment
Themes
Portfolio
Backlog
Agile Release Trains
Typical 50-125 pers/train
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8. Portfolio level in SAFe.
Portfolio vision with budgets for ART`s and portfolio Epics.
Value
streams
Business
Drivers
Investment
Themes
Business
Kanban
Portfolio
Vision
Drivers
Portfolio
Backlog
Agile Release Trains
Typical 50-125 pers/train
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9. 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.
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10. Weighted Shortest Job First
User/Business Value + Time Criticality + RR/OE Value
WSJF = ------------------------------------------------------------------------Job Size
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11. 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.
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12. 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.
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13. 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
Project-controlled funding and control
Self organizing/managing Agile Release Trains
Objective, fact-based measures and mile stones.
Waterfall milestones
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14. 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
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15. Metrics
SAFe provides a set of objective,fact based measures.
Be careful, measures might hurt you!
http://scaledagileframework.com/metrics/
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