Program Increment Backlog

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backlogis a centralized storage area that contains a prioritized list of items that will be implemented. These operations can be features, epics, user stories, or tasks that are critical components of an organization’s strategic strategy that must be implemented. The Agile Release Train’s core is Program Increment (PI) Planning. Alternatively, to put it another way, it puts down the train tracks to ensure that all train cars travel in the same way. SAFe development on a large scale is a highly tuned process that must be managed. Program increment Backlog keeps track of all increment tasks.

Program Increment Backlog

The PI Planning event is a two-day intensive planning session that brings together all stakeholders, teams, and product owners/managers in one location to examine the program backlog and establish the business’s path. This event occurs every eight to twelve weeks on average, and it can be a huge issue for large teams that are dispersed across the county or even the globe. Backlog items (also known as features) represent parts of a solution in the program backlog.

Team’s backlog

A team’s backlog comprises items (user stories and other items) that they are working on. Items in the backlog are placeholders for future talks about achieving the desired outcome. The Team Backlog comprises items from the Program Backlog and stories exclusive to the team. It may also include other work items, reflecting all of the tasks that a team must complete advancing their section of the system. The Product Owner manages the backlog (PO).

Program Backlog vs. Team Backlog

  • The backlog of work to deliver value in the Program Increment, an Agile Release Train must incorporate these features and enablers. Team backlog contains iteration-specific Enablers and User Stories for the various Agile Release Train teams.
  • The Program Backlog belongs to Product Management. It is the responsibility of the Program Backlog’s Product Owner to keep track of the user stories in the team backlog. Features are decomposed into user stories in PI Planning.
  • In the program backlog, features are prioritized according to Weighted Shortest Job First (WSJF) principle. User stories in the team backlog predict using Fibonacci numbers in game planning.
  • A Kanban system manages the program backlog. Kanban or Scrum boards can manage the team backlog, depending on what works best for each team.
  • Capacity allocation in the Program backlog must consider both the requirements of the team and the agile release train at the same time. While keeping the teams and agile release train’s demands in mind, capacity needs to be correctly assigned to the team backlog.
  • Business owners, Customers, product owners, and system architects are all involved in creating features in the program backlog. Behavior-driven development (BDD) is employed in the team backlog to help clarify user stories.
  • Product managers can only update the program backlog. The team backlog is accessible to everyone on the team. PI objectives, capabilities, and research projects make up the backlog of a program. Iteration retrospective improvement stories may include in the team backlog.

Final Terms

The Program Backlog serves as a holding area for incoming Features for a single Agile Release Train to satisfy user needs and bring business benefits (ART). The Architectural Runway can be built with the help of these enabler characteristics. Solution Backlog holds Abilities and Enablers that span many ARTs and designs to advance and develop the Solution’s architectural runway. Having two backlogs simplifies tracking work and objectives. The inclusion of two independent backlogs in the Scaled Agile Framework can significantly impact the work’s visibility and progress. This improves predictability, visibility, and alignment with the goals of each team.

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