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The Lean Portfolio Management (LPM) function has the highest level of decision-making and financial accountability for the products and Solutions in a SAFe portfolio.

 

An effective LPM function is necessary for SAFe success, but it is typically a function, not an organization. The people who fulfill these responsibilities may have various titles and roles. But this function usually includes the business managers and executives who understand the Enterprise’s financial position and are ultimately responsible for portfolio strategy, operations, and execution.

 

Note: LPM is significantly different than traditional portfolio management. In many cases, an existing legacy mindset—with annual planning and budgeting cycles and traditional measures of progress—severely inhibits the enterprise’s transition to agility. In response, SAFe recommends seven transformational patterns to move the organization to the leaner, more effective approach described in the article Extend to the Portfolio. With this context in mind, we can move on to describing Lean portfolio management.

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After

 

The Lean Portfolio Management (LPM) has the highest level of decision-making and financial accountability. It usually includes business managers and executives who understand their enterprise. They are often responsible for portfolio strategy, operations, and execution.

 

Note: LPM is different than traditional portfolio management. In many cases, an existing legacy mindset can inhibit the enterprise’s transition to agility. For example, SAFe has different ways to plan, budget and measure progress. For further information, see the seven transformation patterns at Extend to the Portfolio, Figure 1. Evolving traditional mindsets to Lean-Agile thinking.

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