Artefacts

Integrated System Sample (System increments)

System increments are partial or full integrations of system versions that are verified by internal or external tests and (depending on the degree of regulation) by user or market tests. System increments are often created at cluster level, i.e. by integrating sub-products from the various Teams in a Cluster. For the System increment, P4 has…

Internally provided Services

Internal services are the result of Service Teams.   Common attributes of Teams The minimum requirement for a Team result is that it can be inspected, ie it must be presented in a form that makes it assessable for the Stakeholders (e.g. users of the result). The Definition of Done for the respective results and…

Lightweight Business Case (LBC)

The lightweight business case is borrowed from the SAFe framework and describes a feature in a lightweight way. It includes results of an initial analysis, such as effort and investment, as well as benefits and advantages to assess priority. Example of a LBC Description: What (is the problem?) What is the context? Stakeholders, Users, Markets:…

NABC

NABC is a method used for the development, assessment and presentation of ideas developed by the Standford Research Institute (SRI). The presented NABC-Canvas is a template to perform and write down the NABC procedure. NABC = Need, Approach, Benefit, Competition NABC Need describes the needs or problems of customers, stakeholders or users. Starting with the…

Usable Knowledge & Documented Decisions

Usable and documented knowledge is the basis of any system development. It makes it possible to make conscious design decisions. Usable Knowledge also represents the first stage of reuse (see principles). At a higher level, however, they also represens knowledge of the possibilities and limitations of integrated system solutions (Limits and Trade-offs). To achieve this,…

Organization DoD

The teams of all Clusters in the organization , the Cluster System Engineer Group , the Cluster Product Owner Group and the stakeholders must understand what it means when a backlog entry or a result is referred to as “done”. Although the Cluster DoDs can differ significantly from Cluster to cluster, there is only one…

Organisation Improvement Backlog

The Improvement Backlog describes the supply of improvements and is integrated into the work planning by the relevant group, self-organized. A rule that describes how much work the group spends on improvements (e.g. 10-20%) helps to keep the predictability of other Backlog Items high. The Improvement Backlog is the planning and structuring tool of the…

Organization Mission

Content of a Mission The mission covers the areas of responsibility (the What) and the culture and standards of behavior (the How). The mission clarifies the following points: What is our self-image. What is the purpose of the team? How does the team position itself within the cluster and the organization? How do we want…

Portfolio Backlog Item (PFBI)

Portfolio Backlog Items (PFBI) are the individual elements (Backlog Items) of a Portfolio Backlog and describe work for the entire Organization. The size of  a PFBI is initially not limited. It must be small enough in size or devided (refined in the Portfolio Backlog Refinement) into several individual items that can be done in one…

Portfolio Backlog, Portfolio Cycle Backlog & Portfolio Kanban

The top level of the Backlogs of the P4 framework, the Portfolio and Organizational level , describes all Applications and market variants of the Systems and Products to be develped in the entire Organization. Each of these variants is described by a set of System Requirements (feature set). In this way, the Application, systems &…