How do you manage dependencies and risks across multiple product development teams and value streams in SAFe?

Value Streams and Agile Release Trains (ARTs) are crucial components of SAFe. They enable teams to work in a synchronized rhythm, aligned with the actual business needs. However, it's important to strike a balance between structure and flexibility, as overemphasis on structure can hinder agility and impede value delivery. I believe it's essential to maintain rigor while also ensuring the necessary flexibility to achieve success.

In my journey, I've witnessed a common pitfall – teams falling short on planned Program Increments (PIs). The root cause? Often, it's the omission of the very individuals driving the work from the planning process. This not only results in execution issues but also breeds a team lacking in trust and enthusiasm. Picture it as a silent cancer, corroding the organization from within. Let's pivot towards a solution: Engage the entire team in PI planning sessions. Beyond fostering the right culture, this dynamic involvement propels teams towards resounding success. By integrating the insights and expertise of every team member, you not only fortify trust and enthusiasm but also unearth innovative solutions.

The Program Increment meeting is the nurturing cradle for identifying and visualizing dependencies - the initial steps. After that, the reduction of dependencies begins within teams and then we can address cross-team dependencies. Sounds easy, right? Actually no, because everybody has a different pair of glasses on. For instance, Anita may be unaware of a pending research contract crucial for database access in internal processing, known to Berta. Meanwhile, Anita focuses on design elements for customer testers via social media, an area unfamiliar to Berta. The key is recognizing that dependency management requires teamwork, as relying on one person can lead to significant disruptions.

Program Increment (PI) Planning plays a pivotal role in projects that necessitate collaboration across multiple teams. In our scenario, this includes major features that span backend, frontend, and data science development. By the time PI planning commences, the architecture, requirements, and UX design should already be finalized, paving the way for teams to engage in joint planning. This could involve aligning the availability of backend components with client sprints in the appropriate environment. A crucial aspect of planning is defining the success criteria, whether it’s an internal release or a market launch date. This allows us to reverse engineer a logical schedule based on the defined success criteria.

The Program Board and ROAMing risks provide a visual representation of dependencies and uncertainties, but there is a possibility of oversimplifying complex risks. Therefore, it is crucial to delve deeper into these visual aids to identify and address the nuanced, often inconspicuous layers of risk.

System Demos and the I&A events are fundamental for feedback and continuous improvement. However, their value is diminished if not all stakeholders are engaged or if feedback is not acted upon. True progress requires these events to be more than just procedural checkmarks.

The Solution Train addresses complexity in large solutions but can become a bureaucratic layer if not carefully managed. It's crucial to ensure that this level adds clarity and acceleration rather than becoming a bottleneck in the delivery process.

In my experience with Lean Portfolio Management, value stream funding stands out as a crucial tool. Prioritizing value streams ensures critical initiatives receive the necessary resources. A well-structured value stream budget acts as a quick reference, enabling agile resource reallocation to overcome unforeseen challenges efficiently. This approach, shared across the team, enhances strategic foresight, fostering a culture of agility and responsiveness. Value stream funding is not just financial strategy; it's a strategic lever for organizational resilience, steering teams towards impactful outcomes in the face of uncertainty. #LeanPortfolioManagement #ValueStreamFunding #Agility

Synchronizing the portfolio is a vital component of software delivery. During the Program Increment (PI), it’s rare for a specific segment of the project to shift from a green to a red status. Typically, risks emerge that can be effectively communicated during the sync. This enables the collaborative team to recalibrate plans and address outstanding issues, ensuring the project remains on course and ultimately delivers value.

Keep in mind that adhering to a process for its own sake doesn’t contribute to value. As our CTO aptly pointed out, the challenges we encounter while implementing SAFe are not exclusive to us; they’ve been faced by others as well. It’s crucial to tailor the process to suit your specific circumstances to ensure it delivers tangible business value, rather than merely meeting SAFe metrics.