It avoids the start-stop-start of project delays

It is the foundation of the House of Lean

It provides the shortest sustainable lead time

It ensures delivery of valuable products

Run the meeting in front of the program board

Facilitate the meeting using a focused and visible agenda and timebox

Address the most important questions for Program Increment (PI) execution

Review individual team performance

Inspect and Adapt event

Iteration retrospective

Product Owner sync

Release management meeting

To ensure that the SAFe House of Lean is reflected in standard operating proce-dure

To build an understanding of why the lean-agile practices work

To make sure that no modifications are made by the adopters of SAFe

To maintain a central control of key decision-making

Determine the RTE's capacity for attending meetings and do not exceed it

Make status available at the end of every other Iteration rather than every Itera-tion

Delegate some program reporting and meeting attendance to Scrum Masters on the train

Encourage interested parties to attend the System Demo

Feature estimates are rolled up into Epic estimates

Refinement is necessary when estimating the effort needed to implement an Epic

WSJF is used to assign Epics to Value Streams

Product Owner

Product Management

Release Train Engineer

Business Owner

There is strong alignment between business and marketing

Planning decisions have been centralized

Prioritization by Product Management was performed autonomously not collaboratively

There is no social network that Solution development relies on

Microsoft project schedule

Agile lifecycle management software

Program board

Team velocity comparison report

Features

Stories

Capabilities

Ensure the team gives accurate estimates

Ensure everyone on the team participates

Provide information about customer needs

Limit discussion to manage timeboxes

Ensuring compliance with process standards

Understanding and exhibiting the values, principles and practices

Emphasizing the enterprise objectives and KPIs

Keeping roadmaps to no more than a single PI

Eliminate impediments

Support the Product Owner

Manage and optimize the Release on Demand process

Manage and optimize the flow of value through the Agile Release Train

Products are more robust when individuals on teams have specific skill sets

Agile Teams can manage daily interruptions

Teams are more productive than the same number of individuals

Changes in team composition do not impact productivity

Completed Epic acceptance criteria

Capacity allocation

Team Backlog prioritization

Establishing Features and benefit hypotheses

Managing risk, helping to ensure value delivery, and driving continuous improvement

Working with business stakeholders and Solution and System Architects to implement holistic technology across Value Streams

Lean-Agile Leadership

Enterprise Solution Delivery

Team and Technical Agility

Agile Product Delivery

Coach the Scrum Masters on good retrospective techniques and ensure teams are defining and taking a systems view approach to improvements

Share the quantitative measurement results with Product Management and lead-ership and ask for their input

Diagnose the differences between the measurements and the results and suggest improvement items to each team

Work with the team that is struggling the most to discover patterns that can be ap-plied to the other teams

To build objectives for the Program Increment

To assess progress of the Program Increment and adjust scope and priority as needed

To align with the scrum of scrums participants on the status of the Program Increment

Transparency

Program Execution

Alignment

Update team Program Increment (PI) Objectives when shipping a time critical re-lease

Empower knowledge workers to manage their dependencies with other teams

Evaluate the strategy for the Value Stream

Change the cadence of the Agile Release Train

Analyze value streams and transform them using lean-agile principles

Build and deliver customer value with minimal dependencies on other teams

Promote better flow of communications between leadership, trains and teams

Use process-mapping to identify and eliminate process bottlenecks

Business Owners

Lean-Agile Leaders

Objective Owners

Solution Managers

Prioritize the Features

Distribute the PI Planning agenda to the Agile Teams

Purchase sugary snacks

Ensure the facilities are set up appropriately

Wear the RTE visor