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spire Building Strategic Agility for the Fast-Moving World!
Introducing SAFe for Lean Enterprises
28 September 2017 - IIBA
www.ap3m.com
Be the best. It’s the only market that isn’t crowded!
Minds are like parachutes.
They function best when open.
Introducing:
Strategic Agility & Adaptive Capacity
Why?
What is it?
It is NOT a spectator sport – Experience it!
How can I use/apply it?
- Adoption 1-2-3
- [the dreaded] Change Management [taken care of!]
What’s in it for me (Business Analyst)
Kanban
On-A-Page
Create your Name Tent
Your Name
Your Role Your experience with enterprise Agility
3
C = External Consultant 5 = Expert
4 = Very experienced
3 = Experienced
2 = Some experience
1 = Very little/no experience
A = Internal Change Agent
L = Leader/Manager
L
Darren Radford Executive Advisor | PPM | P3O | Enterprise Agility Transformation Strategist
Business and IT-enabled Transformation Strategy & Business Planning P3O (Portfolio, Program, Project Offices) P3M (Portfolio, Program, Project Management) Enterprise Agile (SAFe, Kanban) Governance & RIO Management
MBA (Oxford) - Strategy & Business Transformation MSc – Project Management & Leadership LL.B (Hons) Law MoP (Management of Portfolios) MSP (Managing Successful Programs) PRINCE2, PMP & DSDM (Project Management) SPC4 (Scaled Agile Program Consultant) SASM (SAFe Advanced Scrum Master) AHF - Agility Health Certified Facilitator
A change leader and business transformation specialist that
enables organizations manage change and build strategic
agility.
With twenty two years' business and IT-enabled transformation
experience in both private and public sectors, Darren typically
enables the effective organization of large scale or critical
initiatives.
Reputation is built on enabling new capability development,
change or solution/initiative delivery predictably, in the shortest
sustainable lead time.
Core competence centres on Strategy, Portfolio Program
Management (PPM), Enterprise Agile Operating Models and
Enterprise P3Os/Governance. Darren has implemented more
than a dozen Enterprise P3Os and start-up companies, steered
numerous large scale transformations, programs, projects and
organizational initiatives.
Qualifications Highlights
Executive and Board-level advisory (inc. Fortune 500 companies)
Member, Institute of Corporate Directors
Keynote Speaker & Published Author (Leading & executing large scale change)
Boeing 2014 Hallmark Award - Digital Aviation program management approach method
Leadership roles in 4 multi-year transformation initiatives ($50m - >$1bn)
First Scaled Agile Gold Partner and APMG-International Accredited Organisation in Canada
Designed and implemented organizational structures, P3Os, business and IT operating models
Experience creating and managing high-performance Enterprises in Europe, Canada and the US
Experience
Written
Expertize
Setting the Scene (and Opening of Minds)
Would you believe me if…
Why? Avoid retrospectives like this:
VUCA environment
Customer doesn’t
always know what they
want
Solutions/requirements
difficult to define in
advance
Ensure “backlog” of
desired work reflects
current need/direction
Focus on finishing
work/delivering value
vs doing work
What is SAFe for Lean Enterprises
70% US Fortune 100 enterprises have
SAFe certified professionals
1.7 million Annual visitors to SAFe
and Scaled Agile websites
130 Scaled Agile Partners
in 35 countries
130,000 SAFe certified
professionals
in 100+ countries
Fastest Growing Method
11th Annual State of Agile Survey by VersionOne
28% cite SAFe as preferred method for scaling
Agile, making SAFe the most popular scaling
method above Scrum and Scrum of Scrums 28% Annual Gathering
Configurable
SAFe is able to accommodate enterprises
of all sizes and industries
SAFe is a
framework of
mindset, principles,
and practices for
scaling Lean-Agile
development
throughout the
enterprise
Pledged 1%
Scaled Agile stock
equity & employee time
to Pledge 1% campaign
Freely Available
SAFe’s body of knowledge is freely
available at scaledagileframework.com
Model to deliver change (Projects/Initiatives?)
or
Business Operating Model?
4.10 © 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Define Agile
Summary description of “Agile”
Select from those that were 3 or above
on Agile awareness poll ()
Use post-it to capture definition
Be prepared to explain
5 min
What – Essential SAFe
Essentials
Vision & Backlog and Economic
Prioritization deliver business results
by focusing on the right initiatives.
Lean-Agile Leadership – educating
management to enable them to lead
the adoption of different ways of
working.
Initiatives organized around Value
Streams and comprising Agile Teams
that frequently produce integrated
increments of value to stakeholders.
Program Increment Planning,
Demonstration and Inspect & Adapt
assure the teams plan together,
deliver together and routinely
improve processes.
Architectural Runway provides just
enough foundation/ infrastructure
and/or technical enablement to keep
program velocities high and avoid
excessive redesign.
Innovation & Planning (IP) Iteration
is the extra oxygen in the tank;
without it, programs may start
gasping under the pressure of the
tyranny of the urgent, a plan that
forgives no mistakes, nor provides
dedicated time for innovation.
A synchronized Program Increment and
Iteration Cadence provides the
Operating Rhythm. Periodic
synchronization of all work across the
enterprise limits variance to a single
time interval.
SAFe Principles provide the basis for
every successful adoption and guide
decision making as the process evolves
and adapts.
What – Full SAFe for Large Enterprises
What – Approaches
Documents Solution
Predictive Life-Cycle
Adaptive Life-Cycle
P
D C
A
Attributes:
Plan-driven (BDUF)
Sequential
Fix Scope, Flex Time & Cost
Change resistant
Applied when:
Solution well understood
Full solution mandatory
Low risk/uncertainty
Attributes:
Change-driven (EDUF)
Iterative (PDCA)
Fixed Time & Cost
Assumes change
Applied when:
Solution difficult to define
Dynamic environment
High risk/uncertainty
WHY:
Early realization of value
Validated learning
Ensure “backlog” reflects need
What - Business Results over Method Debates
#1-Take an economic view
#2-Apply systems thinking
#3-Assume variability; preserve options
#4-Deliver incrementally with fast, integrated learning cycles
#5-Base milestones on objective evaluation of working solutions
#6-Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7-Apply cadence, synchronize with cross-domain planning
#8-Unlock the intrinsic motivation of knowledge workers
#9-Decentralize decision-making
Principles
based
approach
100 books
100 implementations
What - Operating Model
Portfolio
Backlog
Program
Backlog
Enter
Initiative
Justification
Made
visible by
Ka
nb
an
Prioritized
Capabilities
Enablers
Team
Backlog
Ka
nb
an
IPIP
Iterations
[8-12 week Increment]
Ite
rati
on
Pla
n
Demo
RetroI&A
Increment
Objectives
Increment
Planning
Business
Objectives
Portfolio Management
Strategic
Implementation
Delivery Planning
SelectBalancePrioritizeKanban
Intake
Strategic Management
Vision Direction Analysis Choice
Portfolio Kanban (Definition Cycle)
Strategic
Priorities
Budget
Translate
to
Business
Feature
Enablers
Review
Value Stream 1
E.g. Community Planning
Value Stream 2
E.g. Parks & Recreation
Value Stream 3
E.g. Moving People
Exe
cu
te
Delivery Execution
Team Execution
Initiative/Solution Delivery
Lightweight
Business CaseValue
Cost of Delay
MVS/MVP
Complexity
Size
Risk
Cost
Resource
Dependencies
Business Need
Pressure to Change
Vision Led
Emergent
New Strategic Themes
Long-Range Business Plan
Expressed
by
Off-Cycle Idea
EmergencyRefine
Understanding
Business Value Prioritization
Roadmap
| | | |
Next Program
Increment (PI)PI 2 PI3
100%
Committed
50-70%
Committed
30-50%
Committed
Definition
of Done
Mid-Iteration
Review
Acceptance
Criteria
Mid-PI
Review
Ka
nb
an
Cost of Delay
Sequencing
Delivery Schedule
Capacity Plan
Backlog Management
Refined Estimation
CapEx
OpEx
Prioritized
Features
Enablers
IPIP
Analyze
Not a Spectator Sport
Hands on Activities:
Relative Estimation
Economic Prioritization
Limit WIP to Improve Flow of Work
Large vs Small Batch Size
Decentralized Decision Making
4.18 © 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Relative size estimating
Use Estimating Poker to relatively estimate
the mass of a set of animals
As a team at your table, identify the
smallest animal and mark it as 1
Estimate the remaining animals using
values 1, 2, 3, 5, 8, 13, 20, 40, 100
Giraffe
Gorilla Hyena Elephant
Horse Crocodile
Chicken 5
min
3.19 © 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Economic Prioritization (Weighted Shortest Job First)
5 min
Scale for each parameter: 1, 2, 3, 5, 8,13, 20
Note: Do one column at a time, start by picking the smallest item and giving it a “1.”
There must be at least one “1” in each column!
The job with the highest WSJF provides the greatest economic benefit.
3.20 © 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Work in progress constraints
Consider the BVIR on the next page, then discuss:
What would the effect be of a three-story WIP constraint
on Development and Test?
Scenario: You’re a developer. You just finished story 6.
What would you do if:
a. There is no WIP constraint?
b. The three-story WIP constraint is in place?
Which scenario has the highest throughput?
5 min
Visualize and Limit WIP
How is this team doing? How do you know that?
Today
One team’s Big Visible Information Radiator (BVIR)
3.22 © 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Large batch push
Create groups of five people, with 10 coins per group.
One person is the timekeeper. The remaining four people
process the coins.
Person by person, flip all coins one at a time,
recording your own results (heads or tails)
Pass all coins at the same time to the next person
Time keeper records time from the start of the first flip to the
completion of the last flip for the group 5 min
3.23 © 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Small batch pull
Similar four person process
Each person flips each coin one at a time and
records the result
But, passes each coin as flipped
The time keeper records the time from the start of the
first flip to the completion of the last flip
5 min
3.24 © 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Decentralize decision-making
Consider three significant decisions you are currently facing
Rate each item using the table below
Would you centralize or decentralize the decision?
Decision Frequent?
Y=2 N=0
Time-critical?
Y=2 N=0
Economies of
scale?
Y=0 N=2
Total
Scale: 0-2 (Low to high) Then add the total: 0-3: Centralize; 4-6: Decentralize 10 min
How – Embrace Lean Agile Values
House of Lean
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Manifesto
LEADERSHIP
Re
spe
ct
for
pe
op
le a
nd
cu
ltu
re
Flo
w
Inn
ova
tio
n
Re
len
tle
ss
imp
rove
me
nt
VALUE
Value delivered predictably in the
shortest sustainable lead time
That is, while there is value in the items on the right, we value the items on the left more.
We are uncovering better ways of [developing software] by doing it and helping others do it. Through this work we have come to value:
How?
Framework comprising behaviors, principles, practices and techniques and proven
adoption roadmap with integrated enterprise change management.
Remember: Proven success patterns…
…follow the recipe and the cake will rise!
Adoption1-2-3
Orientation/Training Build Capability Delivery Excellence LAY THE FOUNDATIONS DEVELOP & PREPARE THE ORGANIZATION PREDICTABLE, SUSTAINABLE, REPEATABLE DELIVERY
1 2 3
LOW risk: Pilot on a single, small team/initiative and let the team report back…scale as/when needed…
Adoption Model = Enterprise Change Management
Step 4Communicate the vision for buy-in
Step 8
Step 2Create the guiding coalition
Step 3Develop a change vision
Step 6Generate short term wins
Step 7Never let up
Inco
rpo
rate
ch
an
ge
in
to t
he
cu
ltu
re
Step 1Establish a sense of urgency
Step 5Empower broad based action
Create a
Climate for
Change
Engage & Enable
the Whole
Organization
Implement
& Sustain
Change
Kotter’s Change Model
(includes Prosci ADKAR) SAFe Enterprise Change Management Baked-in via adoption
WIIFM?
Kanban
Backlog
Priortization Cut-Line
| | | |
Next Program
Increment (PI)PI 2 PI3
100%
Committed
50-70%
Committed
30-50%
Committed
RoadmapStrategic
Themes10
9
8
8
8
7
6
5
5
Cost of Delay Prioritization
PI 1
PI 2, 3, n
Business Value Prioritization
Dependency/Risk Prioritization
Relentless Improvement Prioritization
POAnalyze & PlanSolution
(Design/Options)
Committed Ready In Progress
Generate [Experiment, Deliverable, Recommendation] Accepted
Fix
ed
Da
te
4 3 3 2 3 2Ready/Validated
Learning
Exp
ed
ite
Sta
nd
ard
In Progress Done
Primary
Enabler
Progress Board
POWhat went well?[continue doing]
What could have gone better?[do different, stop doing, try doing]
Actions[improvement & appreciations]
To Do WIP Implemented
Prioritized – Move to Backlog
Kanban for work to do to be able to
prioritize/add to backlog if prioritized
Recognition
Improvement Board
Attributes of KanbanModel activity/workflow
Low cost holding pattern
Classification: Standard, fixed date, expedite
Enables self-organization
Balances urgent vs date-driven work
Optimal demand management
Welcome changing priorities/new items
Focus on finishing work before starting new work
WIP limits increase flow/productivity
Plan Do Check Adjust (PDCA) Cycle
Benefits of KanbanVisibility – all can see what’s happening
Enables stakeholders to question, ask for/offer to help
Sustainable and light-weight
Outcome/Results/Action orientated
Proven to get things done
Informs all of true capacity to get work done
Informs planning/forecasting
Identifies patterns and type of ‘demand’
Validated learning by doing
Enables evolutionary capability development
· Nothing is off the board
· See something you don’t understand/agree with -ask a question!
· Everything in backlog first
· Priority score is visible on committed work – challenge welcome!
· Define what ‘good’ and ‘finished’ looks like
· Pull from Committed/Ready column NOT Backlog
· Only Executive can modify WIP Limits
· Min. monthly meetings to populate Committed or as needed to maintain WIP
· Add name on tasks if assigned or want to volunteer
Policies (examples)
Strategic Priorities (Roadmap)
Progress Board Improvement Board
Predictability & Sustainability
Building high performing teams through
continual improvement
Capture ideasUnderstand the
Business CaseRank and select the
right investments
Resource Planning &
Annual FundingExecution
Plan
Fast FeedbackAdjust
Teams conduct a short retrospective, then systematically
address the larger impediments that are limiting velocity
Problem Solving Workshop
The PI Predictability Measure shows whether achievements fall in
an acceptable process control band
Target: effective process
control range
Predictability sufficient
to run the business
Handles common
variations
Special causes may still
cause excess variation
PI 2 PI 3 PI 4PI 1 PI 5
The PI (Release) Predictability Measure shows whether
achievements fall in an acceptable process control band
Target: effective process
control range
Predictability sufficient to
run the business
Handle common
variations
Special causes may still cause
excess variation
Consistent
Objective
Repeatable
Comprehensive
Trending
Measurable (Growth)
Cross-team rollup
Cross-team analysis
Team Agility Assessment
Lean “Product Development Flow” and “Validated Learning”
What is our ability
to deliver?
Enforces Proven
Practice
Capability Inputs forPEOPLE
Capability Mapping
Growth Measurement GOVERNANCEPerformance Control
Learning Cycle Management
Decision Making
METRICSPortfolio, Program/Release and Team Level
Delivery Predictability Measurement
Shortest Sustainable Lead Time
Inspect & Adapt
Innovation & Planning
Benefits Realization
Business Goals & Objectives
Customer Feedback (Demo)
Operating
Rhythm
Essential Real-World
Feedback
How are we
doing?
Delivery Predictability Toolkit
PROCESSPerformance Cycle
Learning Cycle
Lean-Agile
Enterprise Delivery Capability
Delivery Predictability Toolkit
Requirements to Working Solution
Enters
Initiative
JustificationSelectBalancePrioritize
Kanban
Vision
Strategic
Themes
Translates to
Business
Feature
Enablers
Review
Institutional
Need
Informs
Portfolio
Definition
Pressure
to Change
Objectives Analyse
Requirements
Classification:
FEATURES
Program
Backlog
NFRs
Ka
nb
an
Requirements
Classification:
STORY
Team
Backlog
NFRs
Ka
nb
an
Features &
Enablers
IPIP
Iterations
[8-12 week Increment]
Ite
rati
on
Pla
n
Demo
RetroI&A
Increment
Objectives
Increment
Planning
Iteration
Goals
Exe
cu
te
Program
Delivery
Team
Execution
Portfolio
Backlog
NFRs
Program
Identification
Requirements
Classification:
Strategic Initiatives (EPICS)
Ka
nb
an
Capabilities &
Architectural Epics
The Enterprise Backlog Model comprises:
- Portfolio Backlog which contains high-level Institutional Initiatives and Enablers (broken down into capabilities where optional
value stream layer not warranted)
- Value Stream Backlog (optional) which comprises Capabilities typically around sub-portfolios of value
- Program Backlog which contains Features and Technology Enablers
- Team Backlog which contains Stories (Institutional Value & IT Enablers)
The backlogs contain prioritized functionality and enablers. Enablers are the exploration, architecture, and infrastructure needed to support the
desired functionality.
High-level desired strategic outcomes (Epics) are identified and progressively elaborated as they flow through the hierarchical Kanban system.
The Kanban system makes the strategic initiatives visible and brings a structured analysis process driven by economics/other balancing factors.
There are Kanban systems at all levels of the backlog model to manage the progressive elaboration.
Epics (large initiatives that typically cross organizational boundaries) are broken down into Capabilities.
Prioritization is guided by the Institutional Objectives, Solution Roadmap and Value Streams as align to the Institutions drivers.
Capabilities are broken down into Features.
Features are then broken down into Stories which are executed by delivery teams.
A Capability, Feature, or Story may emerge within the context of the Value Stream, Portfolio, Program or Team and not have a parent.
Management techniques, tools and templates are leveraged to effectively filter, prioritize, sequence, balance, plan (program increment and 2 week
delivery iterations) how work is decomposed, defined, organized and governed.
Requirements
Classification:
CAPABILITIES
Value Stream
Backlog
NFRs
Ka
nb
an
Program
Delivery
Capabilities &
Architectural Epics
Optional Layer to accommodate
sub-portfolios aligned by value
stream – e.g. R&D, Digital
Banking, Infrastructure etc.
Team Level Flow of Value
Scalable Definition of Done
“Essential” Reading
Strategic Management | Business Transformation | PPM | P3O | SAFe® | Kanban | Governance & Risk
PPM | SAFe® | ITSM | Enterprise Change Management | Cyber Resilience
Making People Effective
Building Enterprise Agility
www.ap3m.com [email protected]
1 (604) 351-2517