Chapter 1 – SAFe POPM
Product Management areas of responsibility
- Delivering Value
- Exploring Markets and Users
- Connecting with the Customer
- Defining Product Strategy, Vision and Roadmaps
- Managing and Prioritizing the ART Backlog
Agile Team areas of responsibility
- Improve Relentlessly
- Connect with the Customer
- Plan the Work
- Deliver Value
- Get Feedback
Product Owner (PO) areas of responsibility
- Getting and Applying Feedback
- Connecting with the Customer
- Contributing to the Vision and Roadmap
- Managing and Prioritizing the Team Backlog
- Supporting the Team in Delivery Value
Scrum Master / Team Coach (SM/TC) areas of responsibility
- Facilitates PI Planning
- Supports Iteration execution
- Improves flow
- Builds high-performing teams
- Improves ART performance
Lean Thinking
- Precisely specify value by product
- Identify the Value Stream for each product
- Make value flow without interruptions
- Let the Customer pull value from the producer
- Pursue perfection
10 Lean Agile Principles
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
10) Organize around value
The Agile Manifesto principles
1.Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2.Welcome changing requirements, even late in development. Agile processes harness change for the
customer's competitive advantage.
3.Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the
shorter timescale.
4.Business people and developers must work together daily throughout the project.
5.Build projects around motivated individuals. Give them the environment and support they need and trust them
to get the job done.
6.The most efficient and effective method of conveying information to and within a development team is face-to-face
conversation.
7.Working software is the primary measure of progress.
8.Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9.Continuous attention to technical excellence and good design enhances agility.
10.Simplicity—the art of maximizing the amount of work not done—is essential.
11.The best architectures, requirements, and designs emerge from self-organizing teams.
12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior
accordingly
Key points:
1.Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2.Welcome changing requirements, even late in development
3.Deliver working software frequently.
4.Business people and developers must work together daily throughout the project.
5.Build projects around motivated individuals.
6.face-to-face conversation.
7.Working software is the primary measure of progress.
8.Agile processes promote sustainable development.
9.Continuous attention to technical excellence and good design enhances agility.
10.Simplicity is essential.
11.The best architectures, requirements, and designs emerge from self-organizing teams.
12.the team reflects on how to become more effective
Operation Value Streams
The sequence of activities needed to deliver a product or service to a customer.
Triggers  Steps  Values
Development Value Streams
The sequence of activities needed to convert a business hypothesis into a technology-enabled product or service that
delivers Customer value.
1) Define
2) Build
3) Validate
4) Release
Solution
- is a product, service, or system delivered to the Customer, whether internal or external to the Entreprise.
- each development Value Stream produces one or more Solutions that enable the Operational Value Stream.
Agile Release Train (ART)
- consists of virtual organization of 5 to 12 teams (50 to 125 individuals).
- has all the capabilities needed to define, implement, test and deploy new system functionality.
- operates with the goal of achieving continuous flow of value.
- synchronizes on common cadence.
- aligns to a common mission through the ART Backlog.
1) Define
2) Build
3) Validate
4) Release