If you are already using Kendis for program boards, solution boards, and dependency management, you already understand one core truth: dependencies are unavoidable in scaled delivery. As teams grow, ARTs expand, and delivery spans multiple tools, dependencies stop being simple handoffs and start becoming one of the biggest risks to
If you are running SAFe® or Big Room Planning in 2025, you already know the biggest pain point isn't the event itself—rather the post event cleanup. The "Post-PI Hangover" is real. It’s the week-long struggle where Release Train Engineers (RTEs) and Product Owners frantically
The rise of Agile has transformed the way teams work, prioritizing collaboration, flexibility, and continuous delivery of value. For project managers transitioning to Agile environments, this shift can feel like a challenge but it’s also an opportunity to evolve into a new kind of leader. Agile isn’t about
To Program Managers, RTEs, Product Managers, Scrum Masters, and Product Owners, we need to talk about context. You’ve built your Agile Release Train (ART) or Department Collection, you've planned your work, and you’re managing dependencies perfectly in Kendis. But let's be honest: that crucial
Multiple ARTs are essential for large initiatives, but they bring complexity that is easy to underestimate. For Release Train Engineers , the stakes are high: interdependencies multiply risk, delays in one train can ripple through programs, and visibility gaps can hide critical problems. To navigate this, RTEs need a structured approach
Why so many organizations execute hard but deliver little—and what changes when focus becomes strategy. In most enterprises, the ambition behind strategy exceeds the system built to deliver it. Research shows that companies capture, on average, only about sixty percent of their strategies’ potential (Morris & Jamison, 2004). The
The implementation of Objectives and Key Results (OKRs) is often lauded as a powerful mechanism for strategic execution. Many organizations embrace them with the belief that team objectives linking back to overarching company goals signifies true alignment. This vertical alignment is indeed foundational, providing a clear top-down direction and ensuring
Microsoft's decision to retire Viva Goals by December 31, 2025, marks a critical inflection point for countless organizations committed to Objectives and Key Results (OKRs). While the sunsetting of any core strategic tool can introduce uncertainty, this mandatory transition is, in fact, an extraordinary opportunity. It is the
The Best Platforms to Continue and Strengthen Your OKR Practice When Microsoft announced that Viva Goals will be retired in December 2025, many organizations found themselves facing a critical question: Where will our OKRs live next? Viva Goals played an important role in helping teams align around measurable objectives. Its
Introducing a new Dependency Tracking experience, built for better visibility, faster filtering, and effortless management of cross-team dependencies.
We have explored how to define project phases and structure work across milestones. Now, the focus shifts to breaking down these phases into smaller, actionable work packages using a Work Breakdown Structure (WBS) A WBS allows project or product managers to decompose high-level phases into manageable tasks, ensuring alignment with
After defining the scope of your project, the next step is to outline the key phases that will guide its execution. These high-level phases provide a structured timeline, helping teams and stakeholders align on major milestones and expectations. While many industries have well-known standard phases, each project may require unique
Objectives and Key Results
“Definiteness of purpose is the starting point of all achievement” - W. Clement Stone How do you define your project? What is the first step in setting a clear direction? Addressing these uncertainties begins with creating a draft view that aligns with your objectives while identifying the areas of the
PI Planning
PI Planning is integral to the Scaled Agile Framework (SAFe). Typically it is a two-day event however, with new ways of remote working, PI Planning can last for more than two days. Each day follows an agenda of planned events. Ideally, it is best to have it face-to-face at a
PI Planning
The last event that wraps up the Scaled Agile Framework’s (SAFe) PI Planning, is the PI Planning Retrospective. Despite being the final event on the agenda, its significance cannot be understated. The goal of the Planning Retrospective is to reflect on the PI Planning process, capture feedback, and identify
Risks
Following the previous event, on the second or selected day on the PI Planning agenda in Scaled Agile Framework (SAFe), is planning Program Risks. What are Program Risks? Program risks are situations that can expose the product or projects to harm. Organizations spend a great amount of time understanding them
PI Planning
Kendis suggests reserving time to discuss Testing and Release strategies during the PI Planning event. Testing is a foundational and crucial aspect of software development that helps create high-quality and robust software to provide a trouble-free experience to the end user. Without it, the process of developing software is incomplete.
PI Planning
Planning Adjustments take place after the Draft Plan or Management Review and are usually the first event of Day 2 if you are following the two-day SAFe PI Planning. What are Planning Adjustments? Planning Adjustments are done to share any updates and communicate any high-level changes that may have been
PI Planning
As the dust settles after the exhilarating event of PI (Program Increment) planning, teams brace themselves for the journey ahead. PI planning marks the beginning of a new increment, filled with ambitious goals, collaborative efforts, and a shared vision. However, as the saying goes, The toughest challenges often reveal themselves
PI Planning
The event that concludes the first day of the PI Planning Agenda is called the Management Review. What is a Management Review? The Management Review aims to provide a platform for team leads, managers, and stakeholders to openly discuss any questions, challenges, or concerns regarding the PI Planning. The common
Scrum
In the ever-evolving landscape of Agile methodologies, the Scaled Agile Framework (SAFe) has recently made a significant terminology shift by rebranding Scrum Masters as "coaches." While this change signifies a broader scope of responsibilities and a more holistic approach to leadership, it also prompts a critical reflection on
PI Planning
The event that shows the results and summarizes the collective efforts of all the teams involved in the Team Break-Out sessions in the PI Planning Agenda, is called the Draft Plan Review. What is a Draft Plan Review? The Draft Plan Review is where teams give short presentations on their
PI Planning
As we approach halfway towards the first day of the PI Planning Agenda, after setting the Business Context,Product and Solution Vision, and Architectural Vision, the next recommended event that follows is the Planning Context. What is Planning Context? The Planning Context is when the planning processes and expected outcomes,
PI Planning
After establishing solid ground for PI Planning in the Scaled Agile Framework in the PI Planning Agenda with the Business Context and the Product and Solution Vision, the third recommended event that follows is the Architectural Vision. What is Architectural Vision? The Architectural Vision focuses on the technical aspects of