Page Comparison

...

The aim of this course is to support the setting-up of Lean Portfolio Management (LPM) for your enterprise or a full-fledged business unit. LPM is significantly different from “traditional” portfolio management as it has much shorter learning cycles and incorporates entire value streams in a flow-based deliverysystem.

Many organizations implement Lean-Agile ways of working on Team and Value Stream levels, whereas the top executives keep on doing business planning more or less unchanged. A so-called Portfolio implementation on a level without the ultimate authority could lead to a mismatch in the ways the business development is lead.

Portfolio management is about strategic choices for your business like market positioning, diversification, investment horizons, and many other decisions normally taken by business managers and executives who understand the enterprise’s financial, technical, and business contexts.

In this course, you will learn the most critical and practical aspects of Lean Portfolio Management, and you will get the opportunity to align your strategies with Value Stream funding and Lean Governance. Unlike open classes and other off-the-shelf courses, exercises will target your environment, and you will get the time to create real content as well as setting up your organization.

...

The course days are further amplified by a at least one preparation day, intended to make sure that the needed prerequisites are in place. The training cannot be carried out unless there is a mutual agreement that the necessary preconditions will be fulfilled.

A cost price, in combination with an optional value-based price, will ensure the training will not just be an expense for you. This pricing model means that there is a compelling mutual incentive to achieve measurable business benefits. Without business benefits, the course fee will be market record low. However, when you can observe sustainable improvements, you possibly potentially want to pay an additional fee, calculated as a fraction of the value increase.

...

The individuals with the highest level of decision-making and financial accountability need to participate only at days one and four. Who is needed needs to participate in days two and three will be determined from practical prerequisites to drive the collaboration throughout the organization.

The advanced article Applied Enterprise Workflow with the SAFe Portfolio Kanban at the SAFe webpage gives some insights into the practical work. InfoThe people who fulfill the LPM function have various titles and roles and are often distributed throughout the organization’s hierarchy. Because LPM is critical to the Lean Enterprise, these responsibilities are held by business managers and executives who understand the enterprise’s financial, technical, and business contexts. They are the people who are responsible for their outcomes.”

The overall objective is the collective knowledge and the value creation of the whole group.