Transitioning from Waterfall to SAFe® An Insider’s View of ... Master PMO Planning Procurement WBS DBA TFS Project Manager PI Planning Monitor & Control Load MicrosftProject Tester

Transitioning from Waterfall to SAFe®

An Insider’s View of a Multi-Million$ SAFe®

September 17, 2019

Randy Shumpert MBA, PMP, CSM, CSP, ACP, SPC, RTE Agile Leader at Sagitec Solutions, LLC

BTII Institute. West Orange NJ

©2019 BTII Institute


2

● Contrast Waterfall vs. Agile vs. SAFe®

● The strategic planning process in SAFe® and how it maps to Waterfall

● How SAFe® initiatives are funded vs. Waterfall

● Lessons learned from the trenches

● Tips for leveraging your PMP® for transitioning to an Agile/SAFe®

environment

TOPICS

An Insider’s View of a Multi-Million$ SAFe® Program

09/17/2019



3

● Hold questions until the end

● Please remain seated and quiet during this presentation

● Place your cell phones on vibrate.

Ground Rules & Courtesies

An Insider’s View of a Multi-Million$ SAFe® Program

09/17/2019

©2019 BTII Institute 4

Survey

How would you describer your project management work

environment?

go to: pollev.com

user: randyshumper133

Go

09/17/2019


VersionOne Survey: State of Agile

Primary reasons companies

adopt Agile.

Accelerate

software

delivery 74%

Enhanced ability to manage changing priorities 62%

Increased Productivity

51%

Improved business/IT alignment 50%

Enhance software quality 43%

Enhance delivery

predictability

43%

Reduce project cost 41%Of the Agile frameworks, Scrum

and SAFe® continue to be most

popular and used across a wide

variety of industries.

for more info: stateofagile.com

509/17/2019


Methods for Scaling Agile

VersionOne Survey: State of Agile

Scrum of Scrum

Scaled Agile Framework (SAFe®)

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Digital disruption is now.

Scrum Master

PMO

PlanningProcurement

WBS

DBA

TFS

Project Manager

PI Planning

Monito

r & C

ontro

l

Lo

ad

Microsft Project

TesterP

rod

uct O

wn

er

CarryOver

Knowledge Areas

Business Analyst

Phase G

ate

Ris

k M

gm

t

Taskin

g

Earned Value

Critical Path

UI/UX

Kanban

Continuous Improvement

Scrum of Scrum

Earned Value

Tim

elin

e

SPI, CPI

Scaled Agile©

CV, SVFixed Price

Feature Data Sheet

Backlog

Lean

PI Objectives

DevOps

User Story

Scope Creep

Technical Architect

Fast T

rack

Developer

Program Manager

Crashing

PI D

em

oPMI

Project Charter I&A Workshop

Sto

ry P

oin

ts

Agile-MindsetRTE

Metric

s

System

Scope Management

Sprint Phase

Team RetrospectiveProduct Management E

nable

r

ChartCapacity

Culture

Spike

LessonsLearned

QC/QA PMP

Sprint Demo

Contingency

Vision

Defects

Planned Value

CAPM

PMBOK

Actual Cost Prin

cip

les

SDLC

Release

Roadmap

Epic

Budget at Completion

709/17/2019


Where is your current role?

Actual Cost

PMO

Planning

Procurement WBS

Project Manager

Monito

r & C

ontro

l

Microsoft Project

Knowledge Areas

Phase G

ate

Ris

k M

gm

t

Portfolio Manager

Critical Path

Earned Value

Tim

elin

e

SPI, CPI

CV, SVFixed Price

Scope Creep

Fast T

rack

Program Manager

Crashing

PMI

Project Charter

Scope ManagementLessonsLearned

QC/QAPMP

Contingency

Planned Value

CAPM

PMBOK

SDLC

Sponsor

Waterfall

Scrum Master

DBA

TFS

Epic Owner

Tester

Product Owner

CarryOver

Business Analyst

Taskin

g

UI/UX

Kanban

Continuous Improvement

Scrum of Scrum

Scaled Agile®

Feature Data Sheet

Backlog

Lean

PI Objectives

DevOps

User Story

Technical Architect

Developer

PI D

em

o

Retrospective

Sto

ry P

oin

ts

Solution Architect

Release Train Engineer (RTE)

Metric

sSystem

Sprint

Phase

Agile CoachProduct Management

Enable

r

Chart

Capacity

Agile Project Manager

Spike

Sprint Demo

Vision

Defects

Prin

cip

les

Release

Roadmap

Epic

SAFe® Agile

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• The Agile tsunami is moving fast.

• Be Ready. Be Agile. Be SAFe®

Career Planning

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Contrasting Waterfall vs SAFe©

Exploring SAFe®

Principles & Practices

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Knowledge Areas

Initiating Planning Executing Monitoring & Controlling Closing

Integration Management

4.1 DevelopProject Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work4.4 Manage Project Knowledge

4.5 Monitor and Control Project Work4.6 Perform Integrated Change Control

4.7 Close Project or Phase

Scope Management

5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

5.5 Validate Scope5.6 Control Scope

ScheduleManagement

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Durations6.5 Develop Schedule

6.6 Control Schedule

Cost Management 7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

7.4 Control Costs

Quality Management

8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality

Resource Management

9.1 Plan Resource Management9.2 Estimate Activity Resources

9.3 Acquire Resources9.4 Develop Team9.5 Manage Team

9.6 Control Resources

ProcurementManagement

12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements

. . . etc.

Stakeholder Management

13.1 IdentifyStakeholders

13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement

13.4 Monitor Stakeholder Engagement

5 Process

Groups

10

Knowledge

Areas

Traditional PMI Methodology

HeavyUpfront

Planning

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PROJECT

Project Managers

PROGRAM

Program Managers

PROJECT

Project Managers

PROGRAM

Program Managers

PROJECT

Project Managers

OTHER

PROGRAMSProgram Manages

PORTFOLIO

Portfolio Managers

STRATEGIC

PLANNINGExecutives

PORTFOLIO

Portfolio Managers

PROJECT

Project Managers

OTHER PROJECTS

& OTHER WORKProject Managers

Corporate Strategy

• Portfolio

Management

• Program

Management

• Project

Management

Corporate Strategy

Portfolio

SAFe®

Essential

SAFe®

Team Level

Agile

SAFe® - Scaled Agile Framework®

RTE, Architects, Product Managers

SCRUM MASTERS

Program Management Structure

Agile / SAFe®Waterfall

LEAN PORTFOLIO

MANAGEMENT

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Waterfall vs Agile: Deming Cycle

Plan Lean-Agile Cycle2-4 Week Sprints

Plan

DoCheck

Act

Deming CycleLong phases

The concept of ADJUST is critical to the understanding difference

between Waterfall and Lean-Agile delivery cycles.

Plan

DoCheck

Adjust

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Triple Constraint – Iron Triangle

SCOPE

• Heavy upfront planning & analysis

• The goal is to plan and fix the

scope, then determine the timeand cost.

Waterfall

Plan Driven

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Triple Constraint – Iron Triangle

Agile inverts the triple constraint.

The mindset is to fix schedule and cost and evolve the scope.

AgileSCOPE

Value Driven

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What is Agile?

16

“Agile” is an umbrella term that

refers to a number of Agile

frameworks. Most popular are

Scrum and XP.

Kanban is used for flow

All are supported by the Agile

Manifesto.KANBAN

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What is Agile?

17

Agile Manifesto

Individuals and interactions over processes and

tools

Working software over comprehensive

documentation

Customer collaboration over contract

negotiation

Responding to change over following a plan

Our focus today is on Scrum.

SCRUM

KANBAN

09/17/2019


The Scrum Framework

18

Scrum is lightweight and consists of short planning, execution and feedback cycles.

Product Backlog

Development

Team

Scrum

Master

`

Product

Owner

Sprint Planning

Sprint Backlog

Sprint Execution

Daily Standup

Burndown

Product Increment

Sprint Demo

Sprint Retrospective

Scrum Team

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The Scrum Framework

19

Subsequent iterations start with Sprint Planning, continues into Sprint Execution and adds value with each iteration.

Sprint 1 Sprint 2 Sprint N

But, Scrum projects at scale need a framework.

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Scaling Agile Teams

SAFe® Agile Release Trains consist of 5-10 teams ranging from 50 to 125 team members.

An Agile Release Train or “Agile Release Train or “Agile Release Train or “Agile Release Train or “ART” is a team of Agile teams.

Example: release train has 10 teams of seven members each

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Product Owner

Developer

Developer

Scrum Master

Tester

Tester

Developer

Team & SAFe Program Level Roles

Scrum Team Roles Program Level Roles

RTE Arch

UXSystem Team

Product Management

ReleaseManagement

Team

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What is SAFe?

22

Scaled Agile Framework*

The Scaled Agile Framework (abbreviated as SAFe®) is a set of organization and workflow

patterns intended to guide enterprises in scaling lean and agile practices.

SAFe ® promotes alignment, collaboration, and delivery across large numbers of agile teams. It

was developed to leverage three primary bodies of knowledge:

• Agile Software Development

• Lean Product Development

• Systems Thinking

SAFe® is made freely available by Scaled Agile, Inc., which retains the copyrights and

registered trademarks.

* Source: https://en.wikipedia.org/wiki/Scaled_agile_framework

09/17/2019


Scaled Agile Framework©

Role-based Certifications:SAFe Scrum MasterAdv. Scrum MasterSAFe PO/PMSAFe for Teams

Source: ScaledAgileFramework.com

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Certifications:SAFe PO/PMSAFe Solution Architects


2409/17/2019



Certifications:Lean Portfolio MgmtLeading SAFe


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Putting them side-by-side …

26

Waterfall SAFe©

Lead by a Program/Project

Manager

Lead by a Release Train

Engineer

Heavy upfront planning Plan for 10-12 weeks of work

Phased delivery 10-12 week delivery cycles

Adverse to change Change is welcome

Hours/Days used in estimation Story points used in estimation

Predictability through %Complete Predictability through Velocity

Quality is Planned-in Quality is Built-in

Cost Center Accounting Value Streams Funded

Scrum

Servant Leader, Scrum

Master

Plan for 2-4 weeks of work

2-4 week delivery cycles

Change is welcome

Story points used in estimation

Predictability through Velocity

Quality is Built-in

Focus on value delivery, not

cost

09/17/2019


Contrasting Waterfall vs SAFe©

Initiating, Planning, Funding and Executing

a SAFe® program

2709/17/2019


Initiating a Program/Project

28

Each framework agree on Chartering. • Provides justification

• Establishes a shared understanding

• Authorizes use of resources

SAFe

Scrum

CHARTER

09/17/2019


Initiating a Program

Strategic Planning• 3+ year growth vision

• Business initiatives are the output

• Portfolios launch initiatives/programs

Waterfall and SAFe® generally agree on strategic planning processes.

2909/17/2019


Initiating a Program

Strategic Planning• Waterfall: Cost center accounting

• SAFe®: Value Streams are funded

Funding is where the differences between

Waterfall and SAFe® start.

Waterfall and SAFe® disagree on how to fund, monitor and control programs.

3009/17/2019


Planning a Program

31

Scrum Master, Product Owner,

Developers, Testers

Iteration Planning: 2-4 weeks

Daily Planning: 15 mins

ProgramLevel

TeamLevel

PI-2PI-1

Iterations

2 3 4 IP1

RTE, Product SME’s, Architects

Program Planning: 10-12 weeks

Epic/Feature Planning for PI1

Elements of Agile Release Train

Planning

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Planning a Program

32

Themes

Epics

Features

Tasks

User Stories

Strategic planning

Visioning

Steering committees,

C-level execs, Business

Owners, Boards

Solution Planning Operating Executives,

SME’s, Exec Architects

Program Planning SME’s, Directors, Architects,

and Program Managers

Daily Planning

Iteration Planning Delivery teams; product

owners, developers, testers,

scrum masters.

09/17/2019


SAFe®Waterfall

• One-time event that starts after Program

Management Plan is complete

• All requirements must be known

• Execution continues until all

requirements are fully developed

• Value is delivered at the end of the

program or project

• Execution cycles start every 10-12 weeks

• Requirements are defined for 10-12

week of effort

• Execution continues for 10-12 weeks

• Incremental value is delivered in 10-12

week cycles

Executing a Program

3309/17/2019


SAFe ® AgileWaterfall

• Processes required to track, review, then

regulate performance

• Collect project performance data and

report on variances

• Evaluate Change Requests

• Take corrective action

• Daily Stand-up Meetings, Scrum of

Scrum, Product Owner Sync Meeting

• Collect objective metrics; Story Points,

Velocity, Burndown

• Variability is limited to a sprint cycle

• Team Demos, System Demos, Customer

feedback drives changes in next cycle

Monitoring and Closing a Program

3409/17/2019


SAFe ® AgileWaterfall

• Programs are not closed until all projects

are closed

• Then, program are formally closed

• Resources are reassigned

• Sprints are closed every 2-4 weeks

• Program Increments are closed every

10-12 weeks

Closing a Program

3509/17/2019


Implementing SAFe

How to implement SAFe®

Recent Transformation Experiences

Lessons Learned

3609/17/2019


SAFe© Implementation Roadmap

3709/17/2019


Agile Transformation – Recent Example

1

Waterfall

Scrum Hybrid

2012-2014

Tipping point

Alignment,

Scaling, Poor

Quality, and

Dependency

issues, Late

delivery.

2

Go SAFe

Develop

Implementation

Plan

Identify value

streams

Mar 2014

4

Determined

cadence

ART Launch

Readiness

Apr-May 2014

Identified teams

Prepare backlog

3

SAFe

Training

SAFe for PO/PM

Apr 2014

Leading SAFe

Executives,

Product Mgr, PO,

SM, Architects

5

Launch first

Program

Increment (PI)

Fear of change

June 2014

Chaotic

Excitement

3809/17/2019


Agile Transformation – Recent Example

6

PI1-PI9

Smooth

Feature Development

Limited dependencies

Jun 2014 - Jan 2019

7

PI10-PI13

Regression breaks

Refactoring

Velocity decreased

Root cause analysis:

Underlying issue: QUALITY

Increased integration

Feb 2019 – May 2019

Bumpy

8

PI14

Jul 2019

Refocus on SAFe’s built-in

quality practices

4 Dev Teams

1 Bug fix team

1 Prod support

Quality is Built-in

3909/17/2019


Lesson learned in the trenches

Putting SAFe Lean-Agile Principals into action

# 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

4009/17/2019


Putting SAFe Lean-Agile Principals into action

# 1 – Take an economic view

# 2 – Apply systems thinking

# 5 – Base milestones on objective

evaluation of working systems

Arriving at a decision to restructure an Agile Release Train

Agile Transformation

4109/17/2019


Lesson learned in the trenches

Program failed to follow SAFe® PI Planning Agenda.

• The metaphor “architectural runway” describes how functionality is added to

an application’s framework prior to when teams will need it.

• Updates are based on the program’s roadmap and planned with each

program increment.

4209/17/2019


How coaches address such problems?

43

Putting SAFe ® Lean-Agile Principals into action

The impression that ‘our problems are different’ is a common disease that

afflicts management the world over. They are different, to be sure, but the

principles that will help to improve the quality of product and service are

universal in nature.

—W. Edwards Deming


09/17/2019


Final thoughts

44

Now that we know little about Agile, let’s end with a short story.

09/17/2019


ProductOwner

Developer

Tester

Have fun… enjoy the agile culture.

4509/17/2019


Product Owner

Developer

Tester

Get those idiots

back here right

now!

Have fun… enjoy the agile culture.

4609/17/2019


Thank you PMINJ!

47

BTII Institute, 414 Eagle Rock Ave, West Orange, NJ

09/17/2019

Documents

Transitioning from Waterfall to SAFe® An Insider’s View of ... Master PMO Planning Procurement WBS DBA TFS Project Manager PI Planning Monitor & Control Load MicrosftProject Tester