Extend to the Portfolio

Stay committed to your decisions, but stay flexible in your approaches.”

Most of the things in implementing the SAFe roadmap have to be accomplished till now with the previous ten steps. SAFe is implemented and also broadens at different levels. ARTs and Value streams are also operated to develop the implementation of SAFe. The last article mentioned how the leaders, and SPCs broader the implementation of SAFe. Now implementation needs to be expanded to mature the lean portfolio management competency and fix new approaches regarding culture in enterprises. These extended ARTs and developed value streams create a buzz of working in a market it also puts pressure on portfolios and instigates changes to improve strategies. The issue related to them includes:

• The project defined funding and cost fiction etc.

• A load of demand versus capacity

• Lack of knowledge on applying capitalization in agile

• Over detailing due to delaying ROI projection

• Fixed scope, cost, and project dates

• Tradition way of supplier working

• Phase gate approval process where risk is alleviated and discourages incremental delivery.

These issues highlight that it is necessary to improve the way of approach while implementing agile to avoid reversing agile working and going back to the traditional way, if not by working then by mindset.

Leading Transformation Helping the SAFe workforce to accept the new way of working SPCs and leaders empowers an attitude to accept a new mindset. But as it is always better to lead the APMO takes an active role in transforming the practices and principles which are described as follows: Lead Change and Raise Improvement Along with Suppliers, SAFe enterprise also understands the importance of customers so including events such as inspection and adaptation, PI planning, system, system demo, etc. fresh roles, responsibilities, and behaviors. Align Development Value Streams and Enterprise strategies The development value streams are built to achieve the portfolio strategy goals. LPM ensures the strategy clarity and availability of resources. This LPM responsibility can be achieved with a regular cycle of establishing, refining, and communicating continuous portfolio strategy themes and vision through portfolio canvas. Create Enterprise Value Flow In the maturity cycle, the portfolio-level flow of work is initiated at the primary level. This includes the implementation of filling epic owner roles, portfolio backlog, and kanban system. It also involves enterprise architects creating enabler epics that will underpin common technologies and border used cases across the portfolio. Implement Lean Management in Finance While improving we must improve our ways and nature of what things we do making us move towards a more persistent flow-based model. This new approach must decrease the overhead giving strong drive and continuous value flow that should enable making decentralized decisions along with faster moves aligning with portfolio objectives. Portfolio Demand to Implement Capacity To avoid the overload SAFe enterprises limit the portfolio WIP until demand is matched to capacity. Whereas, in long rail commitment they apply agile estimation and fore-castings for creating a portfolio roadmap as a baseline of expectations for stakeholders. Advance Learners and Objective Governance Practices It is also necessary to evolve the practices from the traditional way of development like passing phase-gate milestones, paper-based measurements, etc. towards lean-agile ways of practices as explained in SAFe principle 5- A base milestone on objective evidence of the working system. Apply Lean Approach to Suppliers and Customers Lean agile enterprises have a long-term relationship with their suppliers, producing the lowest overall ownership cost. SAFe enterprises also help their suppliers in building lean-agile thinking and support them in their development. They set an example of how to treat the suppliers. Along with Suppliers, SAFe enterprise also understands the importance of customers so including events such as inspection and adaptation, PI planning, system, and system demo, etc. “Spend the time upfront to invest in systems and processes to make long-term growth sustainable.” Up to this step, we have learned to achieve business benefits, improvement in quality, market time, and employee engagement now in the next upcoming article we will know how to sustain these benefits for the long run. About Advance Agility We, at Advance Agility, are the new-age Agile Coaching, Consulting, and IT services company. We enable end-to-end Digital Transformation. Agile execution is integral to our being. We are doing SAFe implementation with small, medium, and large organizations across the globe. Our vision is to be the leading Agile execution player globally. To keep adding value at every process stage. We are on a mission to empower our clients and move from concept to cash in the shortest sustainable lead time by adopting the human-centric approach to business agility. Embracing change is in our DNA. Things that keep us apart are Quicker and Seamless execution with an End-to-end gamut of services. Our Global presence and Stellar Track Record give us an edge over our competitors. Connect with us at advanceagility.com to learn about SAFe and SAFe Implementation. Write to us at contact@advanceagilty.com for any agile training or consulting needs. We are always looking for competent agile trainers as well. So if you are a good trainer or want to become one, do get in touch with us to that we can learn, grow and achieve together.