6. For...Sixth, and finally, I’d explicitly weave OKR’s and OKR management/review into the model... This is already there, but I agree that it can be better developed. The link between strategy and execution starts with writing strategic themes as OKRs. OKRs use SMART format as best as they can. When there is a date ("T" in SMART) in the OKR, this is a PI Milestone that needs to be socialized by the Business Owner and presented as a such in their executive briefing in PI Planning. The Product Manager, who is responsible for the PI Roadmap, makes sure that the PI Milestone is on the draft PI Roadmap, which is part of their PI Planning briefing as well. These influence what epics, capabilities, and features are written and also impact the WSJF component of Time Criticality (and therefore prioritization). The teams then take all of this to build their PI Plan, which includes team PI objectives. Subsets of team PI objectives are used in creation of the team's iteration goals. Its already there...you just have to implement it :)
5. For...shift from ‘value-streams’ in complex internal-serving organizations to Yakyma’s ‘outcome chains.’... if the VS & ART Identification Workshop identifies the "external" customer associated with the operational value stream of the complex internal-serving organization, then you will have a greater opportunity for setting up your ART for outcomes rather than outputs.
4. For...a set of ceremonies that tie the ART PM’s and PO’s (and, ideally the teams themselves) into some conversations with customers... the SAFe Agile Product Management (APM5) course goes into great detail over the product management and design thinking methods, activities, and events to support this. Read the articles on the Agile Product Delivery competency, Customer Centricity, and Design Thinking for more info...all of these are on the big picture.
3. One of the guardrails in SAFe (listed in the portfolio level, but part of working agreements at each level) is for a capacity allocation agreement. You can dedicate a slice of the capacity pie to whatever you want, including "change" there.
2. PDCA cycle at all levels of the big picture allows for the feedback loop for change management. Scrum itself is used as a change management feedback structure for its own implementation and improvement (emergent practices).
6. For...Sixth, and finally, I’d explicitly weave OKR’s and OKR management/review into the model... This is already there, but I agree that it can be better developed. The link between strategy and execution starts with writing strategic themes as OKRs. OKRs use SMART format as best as they can. When there is a date ("T" in SMART) in the OKR, this is a PI Milestone that needs to be socialized by the Business Owner and presented as a such in their executive briefing in PI Planning. The Product Manager, who is responsible for the PI Roadmap, makes sure that the PI Milestone is on the draft PI Roadmap, which is part of their PI Planning briefing as well. These influence what epics, capabilities, and features are written and also impact the WSJF component of Time Criticality (and therefore prioritization). The teams then take all of this to build their PI Plan, which includes team PI objectives. Subsets of team PI objectives are used in creation of the team's iteration goals. Its already there...you just have to implement it :)
5. For...shift from ‘value-streams’ in complex internal-serving organizations to Yakyma’s ‘outcome chains.’... if the VS & ART Identification Workshop identifies the "external" customer associated with the operational value stream of the complex internal-serving organization, then you will have a greater opportunity for setting up your ART for outcomes rather than outputs.
4. For...a set of ceremonies that tie the ART PM’s and PO’s (and, ideally the teams themselves) into some conversations with customers... the SAFe Agile Product Management (APM5) course goes into great detail over the product management and design thinking methods, activities, and events to support this. Read the articles on the Agile Product Delivery competency, Customer Centricity, and Design Thinking for more info...all of these are on the big picture.
3. One of the guardrails in SAFe (listed in the portfolio level, but part of working agreements at each level) is for a capacity allocation agreement. You can dedicate a slice of the capacity pie to whatever you want, including "change" there.
2. PDCA cycle at all levels of the big picture allows for the feedback loop for change management. Scrum itself is used as a change management feedback structure for its own implementation and improvement (emergent practices).
1. formal ‘change-driving process’ in the BP itself....Kotter's OCM is built into the SAFe Implementation Roadmap which is a link on the big picture