LEAN PORTFOLIO MANAGEMENT FUNDAMENTALS
Lean Governance dimension of Lean Portfolio Management - Answer -Coordinate
Value Streams, Establish Lean budgets and guardrails, Maintain a portfolio vision,
Coordinate continuous compliance
Lean-Agile leaders leading by example - Answer -By applying empathic design and
focusing on Customer Centricity, By acting with honesty, integrity, and transparency, By
mastering the seven core competencies of business agility, By shifting from a fixed
mindset to a growth mindset
Well-written Objective - Answer -Gradable, Specific, Inspirational, Understandable
Primary reason for change driving transformation - Answer -The competition has made
this change, Leadership has mandated this change with a specific completion date,
Customers are asking for changes to delivery processes, The existing way of working is
inadequate to achieve a new solution in time
Development Value Stream participants - Answer -Everyone that uses systems to do
their work, Everyone who builds Solutions, Everyone who is part of the operational
Value Stream
First SAFe Lean-Agile Principle - Answer -Agile economics, Deliver value
incrementally, Apply systems thinking, Apply cadence
SAFe second operating system enabling Business Agility - Answer -By replacing the
hierarchy with a network, By creating stability and hierarchy, By optimizing operational
value streams, By focusing on customers, products, innovation, and growth
Steps when teams have nothing to demonstrate at System Demo - Answer -Stop
working on any new functionality and fully integrate and test the system; adjust scope
based on learnings
Issue when organizing around hierarchical functions - Answer -It makes communication
difficult, It moves the decisions to where the information is
Legacy practice slowing move to Lean Portfolio Management - Answer -Centralized
work intake, Objective milestones, Demand management
Activity during management review at the end of PI Planning - Answer -Review the
team's plans and make appropriate changes, ROAMing risks, Assigning business value
to the teams' draft PI Objectives, Negotiating scope changes
Lean budget guardrails guiding Value Stream investment decisions - Answer -
Establishing capacity allocation, Planning work based on time criticality, Prioritizing work
Lean Governance dimension of Lean Portfolio Management - Answer -Coordinate
Value Streams, Establish Lean budgets and guardrails, Maintain a portfolio vision,
Coordinate continuous compliance
Lean-Agile leaders leading by example - Answer -By applying empathic design and
focusing on Customer Centricity, By acting with honesty, integrity, and transparency, By
mastering the seven core competencies of business agility, By shifting from a fixed
mindset to a growth mindset
Well-written Objective - Answer -Gradable, Specific, Inspirational, Understandable
Primary reason for change driving transformation - Answer -The competition has made
this change, Leadership has mandated this change with a specific completion date,
Customers are asking for changes to delivery processes, The existing way of working is
inadequate to achieve a new solution in time
Development Value Stream participants - Answer -Everyone that uses systems to do
their work, Everyone who builds Solutions, Everyone who is part of the operational
Value Stream
First SAFe Lean-Agile Principle - Answer -Agile economics, Deliver value
incrementally, Apply systems thinking, Apply cadence
SAFe second operating system enabling Business Agility - Answer -By replacing the
hierarchy with a network, By creating stability and hierarchy, By optimizing operational
value streams, By focusing on customers, products, innovation, and growth
Steps when teams have nothing to demonstrate at System Demo - Answer -Stop
working on any new functionality and fully integrate and test the system; adjust scope
based on learnings
Issue when organizing around hierarchical functions - Answer -It makes communication
difficult, It moves the decisions to where the information is
Legacy practice slowing move to Lean Portfolio Management - Answer -Centralized
work intake, Objective milestones, Demand management
Activity during management review at the end of PI Planning - Answer -Review the
team's plans and make appropriate changes, ROAMing risks, Assigning business value
to the teams' draft PI Objectives, Negotiating scope changes
Lean budget guardrails guiding Value Stream investment decisions - Answer -
Establishing capacity allocation, Planning work based on time criticality, Prioritizing work
