The Enterprise represents the business entity to which each SAFe portfolio belongs.
- What customers and markets do we serve?
- What products and solutions do we provide?
- What unique value and resources do we bring to the endeavor?
- How will we extend these in the future?
Enterprise Portfolio Management (EPM)
Enterprise Portfolio Management Collaborations
- Enterprise Executives – the most senior executives of the organization.
- Portfolio leaders – those who lead the strategy and investment activities for each SAFe portfolio, including business owners and Enterprise Architects.
- Enterprise strategists – those who help enterprise executives and portfolio leaders identify long-term strategic goals through ongoing analysis and research.
- Portfolio Stakeholders – those with critical knowledge and insights needed to ensure the successful delivery of the solutions within each portfolio. The business unit and departmental executives often represent these.
- Enterprise Epic Owners – those responsible for shepherding cross-portfolio initiatives through the enterprise portfolio Kanban system.
Defining Enterprise Portfolio Strategic Themes
- How does the work of our value streams connect to the enterprise strategy?
- What is the future potential value of the portfolio?
- How should funds be spent to meet customer and stakeholder expectations?
- Which capabilities could enable positive revenue and value flow?
Allocating Portfolio Budgets
Coordinating Cross-Portfolio Initiatives
- All significant new cross-portfolio initiatives enter the funnel of the Kanban and progress through review and analysis in close collaboration with the portfolios that will do the work. It is critical to model very few items exiting the funnel. This maintains focus, reduces WIP, and accelerates value flow.
- Like portfolio epics, the epic hypothesis statement and the lean business case can be used to define and further elaborate enterprise epics.
- After the analysis is complete, a go/no-go decision is made.
- Approved enterprise epics are pulled into implementation by portfolios that create portfolio epics to describe their portion of the work.
- Measurement and Epic Owner involvement continue past this Kanban’s done state to progress the epic’s leading indicators and business outcome hypotheses.
- Modernizing the enterprise brand across all solutions
- Pulling disconnected experiences and architectures together to optimize technical flow and customer journeys
- Merging customer segments to create differentiated blended offerings
- Implementing emerging technologies, such as applying AI assistants, to enable roles and innovation across the organization.
Measuring Enterprise Portfolio Performance
- Measure each portfolio’s flow efficiency with value stream mapping activities. Use consolidated data to identify and improve systemic areas of delay and waste.
- Keep a healthy number of active items in the system. Use flow load to ensure the enterprise portfolio kanban system and the related portfolio kanban systems are manageable and ensure that capacity and demand are balanced.
- Review the enterprise portfolio flow distribution to track funding allocation across investment horizons and align work with the near- and long-term strategy.
- Business Unit Portfolio – Enterprises often find that their business units pursue different strategies against different market landscapes using distinct solutions to deliver relevant customer experiences. In these cases, the enterprise may create a portfolio specific to the business unit. This portfolio contains all the solutions needed to operate the business and pursue its strategy,
- Platform Portfolio – Larger enterprises often find that various business units rely on the same solutions for their core operations as they pursue strategies unique to each business unit. In these cases, the enterprise may create a portfolio responsible for operating and extending the core platform.
- Regional Operating Portfolio – Global enterprises often find that different operating regions must engage regional markets differently due to local customer expectations and competitive landscapes. In these cases, the enterprises may place all the solutions necessary to deliver and improve the business in their home region into a single portfolio and then establish a set of small portfolios aligned to a single country or geographical region.
- Regulatory and Risk Portfolio – Due to human safety, national security, anti-trust, or insider trading concerns, some enterprises operate highly regulated businesses. In these cases, the enterprise may create portfolios containing the solutions for the products and services sharing a regulatory context.
- Innovation Portfolio – Larger enterprises often find it challenging to create new business models that differ substantively from their prior successful businesses. In these cases, enterprises often create a new portfolio to provide the entire solution set for that emerging business unit.