The levers
DelPulse assembles proven practices rather than reinventing them. Each lever is pulled where it fits. SAFe is used only for coordination at network scale.
Every lever and where it shows up
| Lever | What DelPulse takes | Where it shows up |
|---|---|---|
| Lean thinking | Value, flow, waste removal and continuous improvement. | |
| Kanban | Visual boards, WIP limits, explicit policies, classes of service and flow metrics. | |
| Scrum | Two-week sprints, the Product Owner, sprint events and Definition of Done. | |
| Lean portfolio management | Funding products not projects, investment guardrails and portfolio Kanban. | |
| User-centred design | Discovery, user research, prototyping and testing with users. | |
| DevSecOps | Automated testing, environment control, security built in, small releases. | |
| ITIL 4 | Change enablement, standard changes, service requests, incidents, problems and service levels. | TriageDemand ManagerRequest formTriageCaptureSafe change pipelineService boardService Desk LeadService Desk AnalystProblem ManagerService HuddleProblem ReviewMajor Incident ReviewService ReviewService catalogueKnowledge baseService deskService agreementsGet help portalService life and healthEngageLogRouteRestoreLearnImproveReviewEarly Life Support LeadELS HuddleELS Exit ReviewHandover ReviewEarly life support planCutover plan and runbookGo / No-Go DecisionEarly life supportGo-livePrepareStabiliseChange ManagerService OwnerChange AuthorityChange requestOperational acceptance criteriaPost-implementation reviewCutover LeadCutover RehearsalTest LeadTest strategy and exit reportHandover packReadiness ReviewAdoption ReviewBusiness change recordArchitecture decision record |
| Safety and compliance | Hazard identification, safety risk management and Safety and Compliance Officer sign-off. | |
| OKRs | Short-cycle objectives with measurable key results. | |
| Cost of delay | Prioritising by the cost of waiting. | |
| Benefits realisation | Benefit profiles, baselines and tracking. | |
| PRINCE2 | Stage-based project control: continued business justification, defined roles, management by stages and by exception, focus on products, learning from experience, and tailoring. | Project ManagerProject BoardGate ReviewWeekly CheckpointProject initiation documentation (PID)RAID logLessons Learned ReviewProject closure reportProposeDefineDesign and buildPrepareEarly life supportStabiliseHandover and closeSenior Responsible OwnerSenior UserSenior SupplierProject AssuranceProject SupportProject briefHighlight reportException reportEnd stage reportBusiness caseBenefits realisation planTest strategy and exit reportHandover packHandover Review |
| MSP | Programme management: a vision, the Senior Responsible Owner, benefits-led programmes and business change management. | |
| GovS 002 project delivery standard | The UK Government Functional Standard for portfolio, programme and project delivery: governance, assurance and lifecycle gates. | |
| Five Case Model | The HM Treasury business case structure: strategic, economic, commercial, financial and management cases. | |
| Data security and protection standards | Your sector’s data security and protection standard (for example ISO 27001 or Cyber Essentials), and the data protection impact assessment it expects. | |
| SAFe at scale | Used only at network scale: synchronised planning, a facilitator role, cross-team sync and inspect and adapt. |
How the levers combine
Teams choose Scrum or Kanban. Product and network layers always use Kanban for flow. Portfolio decisions use lean portfolio management. SAFe-style synchronisation switches on only when several organisations share a roadmap.