All it takes to play baseball is a strong arm, good speed and the coordination to hit the ball. That’s it.

– Ryne Sandberg


Value Stream Coordination

Value Stream Coordination provides guidance for managing dependencies and exploiting the opportunities that exist in a portfolio.

Value Streams are the most fundamental organizational construct in SAFe. They establish the focus that allows a Lean-Agile Enterprise to comprehend the flow of value from concept to delivery. As an enterprise better understands its flow, it can organize its attention and resources around them, further optimizing them by reducing waste, unnecessary steps, and delays. In this way, the shortest sustainable lead time can be achieved and continuously reduced.

Although it’s sensible for value streams to be organized to be as independent as possible, some coordination of dependencies among value streams is typically necessary. More importantly, effective coordination can create a differentiated and unmatchable Solution offering. To this end, Lean-Agile leaders understand the challenge and opportunity their value streams provide. They make them as independent as possible, while simultaneously interconnect and coordinate them with the larger enterprise purpose.

Done well, this allows the enterprise to provide decentralized and autonomous value streams. This results in fast, independent, and free-flowing value delivery, substantially enhanced by exploiting opportunities that exist only in the interconnections.


By their very nature, value streams are long lived and largely independent of each other. For example, a systems or software company may sell a number of products and services, largely decoupled from each other in technology. More likely, however, is that they have dependencies between them. And while we typically think of dependencies in a negative sense, Systems Thinking informs us that value flows through these dependencies. Yes, there are challenges to be addressed, but there are also valuable opportunities to exploit.

Most importantly, this additional value is often unique and differentiated. Indeed, an enterprise may offer a set of Solutions via those very dependencies that cannot be matched by companies that do not provide an equivalent set. Or perhaps the competitor has not developed mastery in surfacing the unique and emerging capabilities that these coordinated value streams can provide.

Achieving this additional value requires the ability to coordinate value streams within a portfolio, as illustrated in Figure 1, and described in the sections below.

Figure 1. Cross-value stream coordination

Cadence and Synchronization

To start, Figure 1 illustrates how the principles of cadence and synchronization apply as well to the portfolio level as they do to large solutions. The merits are the same: making routine things routine—thereby lowering the transaction costs associated with change—and synchronizing the various aspects of multi-value stream solution development. Common cadence also provides the opportunity and the mandate for the portfolio-level solution (via business epics) to move forward in sync with assured planning and integration points. Each provides the occasion for objective evaluation of the solution set under development.

These points are the only true measure of portfolio velocity. The more frequent the points, the faster the learningt.

Injection of New Portfolio Level Work

Figure 1 illustrates another key point: The portfolio cadence determines the rate and timing by which new portfolio-level work can be injected into the system. During the course of each Program Increment (PI), the Solution Trains and Agile Release Trains (ARTs) are necessarily “heads down,” focusing on achieving the committed Objectives for that PI. Clearly, if new work is injected into the system in the interim, it causes substantial interruptions, task switching, realignment, and movement of people to new objectives. Since teams obviously can’t meet prior commitments and mix in significant unplanned work, the portfolio cadence provides a reliable metronome for introducing new portfolio work. It helps the programs achieve the predictability the enterprise depends on.

This portfolio cadence also establishes regular mechanisms for Epic Owners, Enterprise Architects and others managing epics through the Portfolio Kanban system. Any epic that is not ready for PI planning must wait for next one, even though resources may otherwise have been available. The timeboxing the cadence provides also limit work-in-process (WIP) for the new and substantial work that is going to be injected into the system.

Portfolio Roadmap

Clearly, at this level of the portfolio, a plan of intent must be evident. As Figure 1 illustrates, a portfolio Roadmap is a useful artifact that highlights how new content—primarily in the form of epics—contributes to the plan of intent. To communicate the larger picture to the enterprise stakeholders, this higher-level roadmap also provides the opportunity to integrate aspects of the lower-level roadmaps, and their associated Milestones, into a more comprehensive view.

Deployment and Release

Due to the nature of the value streams and dependencies, deployment of integrated value may also depend on effective DevOps capabilities at this level. In some cases Agile Release Trains provide all the DevOps capability that’s needed. In other cases, there are additional portfolio considerations. These may even require dedicated or Shared Services and Systems Teams that help integrate the solution into a portfolio-level release.


Last update: 17 August, 2017