The Agile Portfolio is where decisions are made for how the organization can drive value iteratively through a collection of value streams. This team also owns and manages a backlog of epics for each of the Programs that operate within one of the value streams.

The Agile Portfolio is the senior most segment within the Digital Continuum as it will usually contain executives and senior leadership across business, architecture, user experience, and operations. It is the job of the Agile Portfolio to work in an iterative manner to determine the best way to drive value through the organization’s value streams. Atlassian highlighted one of the key differences between a traditional and an agile portfolio:

“Traditional portfolio management is focused on top-down planning with work laid out over long time periods, but agile portfolio management takes the concept of build-measure-learn cycles used by individual agile teams and applies it on a larger scale.”1

The Portfolio Kanban is continually being worked on within the agile portfolio. All of the elements focus on validating the value a specific epic will provide to the organization. From Business Case Creation to the Go/No-Go Decision, the epic is being validated to determine how it will ultimately drive value.

In this process many new ideas will enter, but the portfolio team will be responsible for leading the creation of a lightweight business case and validating the value that the idea will bring to the organization. Finally, the Agile Portfolio will be responsible for prioritizing all of these cases as potential work items for a program team.


The portfolio acts upon ideas generated through the idea generation segment. In many cases, individuals working within the agile portfolio participate in one of the Idea Generation elements.


The main output of the Agile Portfolio is a prioritized backlog of epics that are sent to the portfolio’s respective program segments.