The Lean-Agile Enterprise Awakens · Scaled Agile Partners in 35 countries 80,000 SAFe-trained practitioners in 105 countries 5,500 SPCs in 56 countries 35 SPCTs 30 - 75% Faster time

1© 2016 Scaled Agile, Inc. All Rights Reserved. 1.V4.0.0 V4.0.2© 2016 Scaled Agile, Inc. All Rights Reserved.

The Lean-Agile Enterprise Awakens:Scalable and Modular is the Future!

Richard KnasterPrincipal Consultant,SAFe FellowScaled Agile Inc.

@richardknaster

2© 2016 Scaled Agile, Inc. All Rights Reserved. 1.

About me

4SAFe Fellow, Principal Consultant and author:– SAFe White paper– SAFe Reference Guide– SAFe Distilled

4Over 25 years of industry experience in software and systems development in roles.

4Formerly IBM Chief Agile Methodologist; held various roles as CIO, CTO, Director of Development and various practitioner roles


The New Reality

“The world is now changing at a rate at which the basic systems, structures, and cultures built over the past century cannot keep up with the demands being placed on them.

Incremental adjustments to how you manage and strategize, no matter how clever, are not up to the job.

- John P. Kotter

– John P. Kotter


Enterprises can’t keep pace

Our methods must keep pace with an increasingly complex world.

4Business innovation is increasingly being delivered via software and systems, and companies must respond quickly to challenges and opportunities

4Agile has produced better business outcomes—however, it was developed for small, collocated teams

4Agile methods alone don’t address the top-down concerns of business strategy, as Agile teams work bottom-up.


A more scalable and modular approach is needed

SAFe synchronizes alignment, collaboration, and delivery for large numbers of teams

1. Built-In Quality

2. Program execution

3. Alignment

4. Transparency

Core Values

6© 2016 Scaled Agile, Inc. All Rights Reserved. 1. 6

What makes aframework

scalable and modular?


A scalable and modular pattern

1. Start simple and expand for large software & systems

2. Scale work across different levels of the enterprise

3. Adapt to different sized enterprises

4. Organized around value, not silos

5. Uses a scalable requirements model & content authority

6. Use principles and values to make it work in your context

7. Foster informal learning networks

8. Empower teams to chose their ways of working


You can start simple and lightweight…

Well suited for small to medium size, independent programs


And expand to large value streams

Well suited for the largest, most complex programs


Scale work across different levels of the enterprise

Portfolio

Value Streams

ProgramTeam

Communitiesof Practice

Systems thinking informs us that the entire system must be agile

11© 2016 Scaled Agile, Inc. All Rights Reserved. 1.111.

Agility at all levels


Team Level

Three Key Roles 1. Scrum Master (SM)2. Product Owner (PO)3. Agile Team

Three Key events1. Iteration Planning 2. Iteration Review 3. Iteration Retrospective

Key Artifacts1. User Stories, NFRs,

Enablers2. Team Backlog & Kanban3. Team PI Objectives


Program Level

Three Key Roles 1. RTE2. Product Mgmt3. System

Architect/Engineer

Three Key events1. PI Planning2. System Demos3. Inspect & Adapt

Key Artifacts1. Vision & Roadmap2. Features, Enablers, NFRs,

Epics3. Program Backlog & Kanban


Value Stream Level (optional)

Three Key Roles 1. VSE2. Solution Mgmt3. Solution

Architect/Engineer

Three Key events1. Pre- and Post- PI

Planning2. Solution Demo3. Inspect & Adapt

Key Artifacts1. Vision & Roadmap2. Capabilities, Enablers, Epics, NFRs3. VS Backlog & Kanban


Portfolio Level

Three Key Roles 1. PPM Team2. Epic Owners3. Enterprise Architect

Key eventsPLT meetings

Key Artifacts1. Vision & Roadmap2. Epics, Enablers, NFRs3. Lightweight Business Case4. Portfolio Backlog & Kanban


Single-ART Value Streams, Value Stream Level not needed (3-Level SAFe)

Smaller business

Multiple Value Streams, some with multiple ARTs; full Solution context needed (4-Level SAFe)

Largerbusiness

Multiple SAFe portfolios, some larger, some smaller(multiple instances of 3- and 4-Level SAFe)

Largestbusiness

Adapt the framework to different size enterprises


Legacy and Agile organizational structures don’t match

The organizational structure we use today is over 100 years old. It was not built to be fast and agile.– John P. Kotter

Source: Adapted from Accelerate John P. Kotter


Optimized for vertical communication

Most organizations are organized in silos

Friction across the silos

Location via function

Political boundaries between functions

Communication across silos does not happen with sufficient speed and effectiveness.


The ART “takes a systems view”

Business Product Mgmt

Hardware Software Testing

A G I L E R E L E A S E T R A I N

Agile Teams

PMO DeploymentSys Eng.

Cross-functional Train

Cross-functional Teams


ART roles that support scaling teams

Release Train Engineer acts as the Chief Scrum Master for the train

Business Owners are the key stakeholders on the Agile Release Train

Product Management owns, defines, and prioritizes the program backlog

System Architect-Engineering provides architectural guidance and technical enablement to the teams on the train

The System Team provides process and tools to integrate and evaluate assets early and often


Use a scalable requirements model & content authority

4Epics are large initiatives and replace the need for Projects

4Capabilities describe the higher level behaviors of a Solution

4Features are services that fulfill user needs

4User stories are statements of intent

PPM Mgmt

VSMgmt

ProductMgmt

Product Owner


The business and IT must steer the train together

At scale, a single person cannot handle product and market strategy while also being dedicated to an Agile team

2..4 11..21

Product Manager owns Program Backlog

Product Owner owns Team Backlog

Team implements value


Scalable flow of value through enterprise Kanban

Epics

Capabilities

Features


Program Kanban for flow and feature readiness

BacklogAnalysisFunnel Implementing

AnalysisReviewFunnelWIP limit

Program Epics

Features

Breakdown of epics

Done

WIP limit

WIP limit✓ ✓

✓✓

✓

Individual Features


SAFe teams have a choice of methods

4Most teams use Scrum, but Scrum is not exclusive

4Some teams—especially maintenance teams, DevOps, and System Teams—often apply Kanban as their base practice

4Scrum teams can apply Kanban to visualize work, establish WIP limits, and illustrate bottlenecks

Scrum


New Foundation layer enables adoption in your context

4 Lean-Agile Leaders

4 Communities of Practice

4 Core Values, Lean-Agile Mindset, and SAFe Principles

4 Implementing 1,2,3


Foster Informal Learning Networks (CoP)

An informal group of individual collaborators and other experts, acting within the context of a portfolio, that has a mission of sharing and advancing practical knowledge in one or more relevant domains

Team A

Team B

Team M

Team N

Communityof Practice

(CoP)


SAFe is a principles based, adaptable framework

#1 Take an economic view#2 Apply systems thinking

#3 Assume variability; preserve options#4 Build incrementally with fast, integrated learning cycles

#5 Base milestones on objective evaluation of working systems#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


Embrace Lean-Agile Mindset

LEADERSHIP

Res

pect

for

peop

le a

nd c

ultu

re

Flow

Inno

vatio

n

Rel

entle

ssim

prov

emen

tVALUE

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


More ways to adapt the framework to your enterprise needs


Empowerment/governance with Lean-Agile Budgeting

Traditional:▶ Project cost

accounting; projects are the basic unit of work

▶ People are “brought to the work”

▶ Measure peoples “compliance” to inherently uncertain work

Result: - Friction and high

overhead- Us vs. them- Low throughput,

productivity- Low morale

Fund Value Streams, not projects

Empower Value Stream content authority

Approve Epic Level initiatives

Exercise fiscal governance with dynamic budgeting

Lean-Agile:

Beyond project cost accounting with SAFe

Provide objective evidence of fitness

for purpose

3

4

51

2

GOVERNANCE

EMPOWERMENTResult: - Full control of total spend- No budget surprises

- Higher throughput- Higher morale


Use what you need from the Value Stream


Spanning palette increases flexibility

4 Most often applied at the Value Stream and/or Program Levels

4 Some can apply to the Portfolio or Team Levels (e.g., Metrics, Vision, Roadmap, etc.)

4 Use only what is needed for each SAFe® level in your Enterprise

This is a floating surface for roles and artifacts that can apply to multiple levels of SAFe. It is an essential part of the configurability and modularity of the framework.

Spanning Palette


All Agile teams are on the train

PO

PO

PO

SM

Dolphins(Ride control)

Iguanas(Feature team)

Bears (Player portal)

Eagles(Feature team)

PO

Plan together

Integrate and demo together

Learntogether

Synchronize

Pro

gram

Incr

emen

tPI

Pla

nnin

g

Pro

gram

Incr

emen

tPI

Pla

nnin

g

SM


4 All teams participate in PI Planning, and commit to Team PI Objectives and plan delivery of dependencies to other teams

4 Teams publish Iteration Goals every Iteration

4 Teams participate in Scrum of Scrums and PO Sync meetings (or the combined ART Sync)

4 Teams continuously integrate with all other teams. The teams participate in the fortnightly System Demo, PI System Demo and Solution Demo (large Value Streams) to prove successful solution integration.

4 Teams are part of the Inspect and Adapt workshop, improving the train as a whole

4 Teams help forecast by estimating Epics,Capabilities and Features in story points

Scale from team to train


Primary aspects of Coordination

4Cadence and synchronization

4 Injection of new Portfolio Level Epics, and Enablers

4Program/content management and enterprise architecture

4Portfolio Roadmap

4Deployment and Release


70% US Fortune 100 Enterprises have SAFe-trained practitioners

Global Fortune 500 Enterprises have SAFe-trained practitioners 10%

102Scaled Agile Partnersin 35 countries

80,000SAFe-trained

practitioners in105 countries

5,500 SPCs in 56 countries35 SPCTs

30 - 75%Faster time to market:SAFe Case Studies

PLEDGED 1%Scaled Agile Stock Equity & Employee Time to Pledge 1% Campaign

12 millionannual pageviewsacross SAFe & Scaled Agile websites

1.3 million websites users

20-50%Increase in productivity:SAFe Case Studies

Is it SAFe to adopt?

DENVER, CO | OCTOBER, 2016AN

NU

AL

25,000Social Media Followers


Gain the Knowledge

Explore the SAFe®

knowledge base and find free resources at:

ScaledAgileFramework.com

Leading SAFe®

with SA Certification

Implementing SAFe®

with SPC4 Certification

Find SAFe® trainingworldwide at:

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Questions?

Documents

The Lean-Agile Enterprise Awakens · Scaled Agile Partners in 35 countries 80,000 SAFe-trained practitioners in 105 countries 5,500 SPCs in 56 countries 35 SPCTs 30 - 75% Faster time