Article 11 in SAFe Implementation Roadmap series: Extend to the Portfolio

Article 11 in SAFe Implementation Roadmap series: Extend to the Portfolio

Implementation Roadmap SAFe Updates
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If you’ve been following the SAFe Implementation Roadmap series—or you’re engaged in a real world transformation—you’ll appreciate the effort and commitment it takes to reach the 11th ‘critical move,’ Extend to the Portfolio.

At this stage in the rollout, the new behaviors are becoming second nature to all the players, and the measurable benefits of time to market, quality, productivity, and employee engagement have become tangible and are demonstrating real progress.

The door is now open to expand across the entire Portfolio. This is a telling phase in the rollout, as it tests the authenticity of the organization’s commitment to transforming the business at all levels. As scrutiny is turned to the higher-level practices in the business, and the Portfolio feels pressure to address the remaining legacy challenges, there is a fork in the road. One road leads to business as usual, approaches are not modernized, and the enterprise is unable to escape the inertia of tradition. This leads to “Agile in name only,” and as you can imagine, the results are seriously compromised.

The other road follows the original intent behind adopting SAFe, which is to dig in and do the work necessary to complete the move from traditional approaches to the Lean-Agile way of working and thinking. That requires leadership. While much of the heavy lifting is handled by SAFe Program Consultants (SPCs) and Lean-Agile Leaders, we increasingly we see an emerging Lean-Agile Program Management Office (PMO) leading the charge. In doing so, they establish exemplary Lean-Agile Principles, behaviors and practices, which are covered in the latest article in the Roadmap series, Extend to the Portfolio. They include:

  • Lead the change and foster relentless improvement
  • Align value streams to enterprise strategy
  • Establish enterprise value flow
  • Implement Lean financial management and budgeting
  • Align portfolio demand to implementation capacity and Agile forecasting
  • Evolve leaner and more objective governance practices
  • Foster a leaner approach to contracts and supplier relationships

Read the full article here. As always, we welcome your thoughts so if you’d like to provide some feedback on this new series of articles, you’re invited to leave your comments here.

Stay SAFe!
—Dean and the Framework team

Author Info

Dean Leffingwell

Recognized as the one of the world’s foremost authorities on Lean-Agile best practices, Dean Leffingwell is an author, entrepreneur, and software development methodologist.

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