Portfolio Backlog - The Highest-Level Backlog in SAFe®

SAFe® is an agile framework that is used to scale the agile process across the entire organization. It helps organizations to bring agility to their teams and their projects. Four backlog categories included in SAFe: Team, Solution, Portfolio, and Program. We will take an overview on Portfolio Backlog in this blog section.

Portfolio Backlog

This is the biggest backlog category in SAFe®. It contains a place to keep ideas that we haven’t figured out how to implement yet, and it encourages us to come up with more ideas to help the team.

Portfolio Epics can be visualized, created, and managed with a tool called Portfolio Kanban that is used to manage the epics across the portfolio process, from inception to final approval or rejection by LPM (Lean Portfolio Management).

Epics are placed in a portfolio backlog when they are approved, where they await implementation by one or more Solution Trains / ART (Agile Release Train).

Detailed View About Portfolio Backlog

The list of Portfolio Backlog items includes epics that have been approved and take precedence. The size and scope of epics typically results in a large investment and significant impact on solutions, business processes, and business results. To find out if a product is feasible, MVP (Minimum Viable Product), and Lean business case, analyze portfolio epics in the portfolio Kanban.

According to LPM, the Portfolio Backlog is a list of enabler epics that have been validated and are available for implementation capacity. Portfolio backlog gaps are periodically reviewed and rescheduled to accommodate those schedules that are affected by ART.

How To Manage Portfolio Backlog?

 

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Figure 1: Portfolio Backlog Exploded View (Source: Scaled Agile Inc.)

 

Figure 1 shows that portfolio lag can have several epics, so there are additional considerations to consider before planning an actual epic implementation.

For example, many companies generate more great ideas than they can finance, creating a portfolio prioritization challenge. The LPM and the participants in the different value streams work together to decide which epics to implement based on the results of participatory budgeting (Lean Budgets). These solutions also define how value stream budgets adjust over time to support enabler epics and key businesses.

 

Moving To Epic Implementation

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Figure 2: Epic Pulled To Program/Solution Backlog When Solution Train & ART Capacity Available

 

Epic Implementation also includes of considering work sequence, sizing, and epic ranking relative to each other, usually with a final Weighted Shortest Job First (WSJF). In addition, adjustments can also be made to align the agreed capacity allocation and investment period with solutions set in Lean budget Guardrails.

The available ART capacity should be taken into account as the runway duration used by WSJF is highly dependent on the available implementation capacity.

With the advent of affected ART capacity, epic priorities will move from portfolio backlog to portfolio Kanban’s implementation state. The Epic owner leads this process and works with Solution and Product Management and Solution & System Architecture / Engineering to break down Epics into capabilities/ features that are then managed by participating ART programs and solution channels.

 

Wrapping Up

In general, the backlog is the list of work that needs to be done for a project. The backlog is typically prioritized by business value and team capacity so that work with the highest priority can be started first.

SAFe certification is a good way to prepare for the agile world and to build a better future for oneself and for entire business growth. To know more on SAFe training requirements and SAFe Certification Cost, visit the webpage. Enjoy learning!

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