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Scaled Agile Framework - SAFe 5
Portfolio Kanban
Content Page. The Portfolio Kanban system is a method to visualize and manage the flow of portfolio Epics, from ideation through analysis, implementation, and completion.
I urge everyone—no matter how big their portfolio—to truly understand every suggestion they’re given before acting.
—Suze Orman
Portfolio Kanban
There are several Kanban systems used throughout SAFe, including the team, program, solution, and portfolio Kanban systems. Each kanban system helps improve the flow of value through the Continuous Delivery Pipeline. Each system:
The portfolio Kanban is particularly important in that it helps align strategy and execution by identifying, communicating, and governing the selection of the largest and most strategic initiatives () for a SAFe portfolio. The portfolio Kanban is operated under the auspices of who use the strategic portfolio review and portfolio sync events to manage and monitor the flow of work.
Details
The portfolio Kanban system describes the process ‘states’ that an epic goes through on its way from creation through completion. The advancement of the epic through the portfolio kanban is coordinated by the Epic Owner. Figure 1 highlights the benefits and structure of the portfolio Kanban system:
Figure 1. Benefits and structure of the portfolio Kanban system
The Portfolio Kanban System
Figure 2 illustrates a design and an approach to implementing a portfolio Kanban system.
Figure 2. Portfolio Kanban system and its typical collaborators
Each of the default portfolio Kanban states is described next. It’s important to note that these portfolio Kanban states represent an example process. The design of the Kanban may evolve to reflect improvements based on relevant portfolio experience. These improvements may include adjusting WIP limits, splitting or combining Kanban states, or adding classes of service to optimize the flow and priority of epics.
Funnel
The funnel is used to capture all new big business or technology ideas. These ideas may originate as strategic concerns, ideas from ARTs or teams, or suggestions from customers and partners. These ideas are anticipated to be large enough to exceed the epic threshold or perhaps have some other strategic or business model impact. If an initial review determines that an idea is not likely to exceed the epic threshold guardrail or be a portfolio concern, it is moved to the funnel of the Solution or Program kanban.
Portfolio Epics that arrive in the funnel are described simply with a short phrase, such as, ‘self-service for all auto loans.’ There are no WIP limits on this state as these are simply ideas that may deserve consideration.
While they can arise from any source, Figure 3 illustrates how epics typically flow into the funnel:
Figure 3. Feeding the portfolio funnel
Reviewing
Since epics are some of the most significant enterprise investments, someone needs to sponsor the epic and define its intent and definition. This happens in the reviewing state and is the responsibility of the Epic Owner.
When capacity is available, an Epic Owner pulls the Epic into this state where they work with other stakeholders to define the epic hypothesis statement (see
article). It has four main fields: WIP limits for this state (number of epics allowed) may be specified. Alternatively, the lack of an Epic Owner who is available to do the work can serve as an implicit WIP limit.
Preliminary size and cost estimates and a first
estimate relative to other items in the reviewing state is established. The epic is reviewed as part of the normal portfolio sync agenda. When there is sufficient knowledge and review, the epic may be approved as being ready for the analyzing state. If the epic does not appear sufficiently viable, it is simply moved to the done state, which frees capacity for more promising alternatives. Analyzing
When the Epic Owner has the necessary capacity, and there is room available within the WIP limit, promising epics are pulled into analyzing. Epics that make it to this state merit more rigorous analysis and further investment. This typically requires active collaboration among the following roles:
During the analysis state, the following activities typically occur:
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