SAFe
DevOps
®
Optimizing Your Value Stream
6.0
Workbook
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
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For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
Table of Contents
Privacy Notice.................................................................................10
Course Introduction.......................................................................11
Lesson 1: Introducing DevOps.......................................................13
Lesson 2: Mapping Your Value Stream..........................................39
Lesson 3: Gaining Alignment with Continuous Exploration.........54
Lesson 4: Building Quality In with Continuous Integration.........78
Lesson 5: Reducing Time-to-Market
with Continuous Deployment.....................................................101
Lesson 6: Delivering Business Value
with Release on Demand.............................................................124
Lesson 7: Taking Action................................................................143
DevOps Health Radar...................................................................151
Lesson 8: Practicing SAFe............................................................158
SAFe Glossary...............................................................................164
Workbook
9
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© Scaled Agile, Inc.
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Workbook
10
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© Scaled Agile, Inc.
SAFe® DevOps
Optimizing Your Value Stream
SAFe® Course - Attending this course gives learners access to the
SAFe DevOps Practitioner exam and related preparation materials.
6.0
© Scaled Agile. Inc.
Logistics
► Course meeting times
► Breaks
► Facilities
► Technology requirements
► Working agreements
1-2
© Scaled Agile. Inc.
Workbook
11
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
Duration
Activity: Access the Class Page
►
Step 1: Navigate to the Class Page
in SAFe Studio
►
Step 2: Select Learn, then My
Classes, then SAFe DevOps (6.0)
►
Step 3: Click on the link to
Download the SAFe DevOps (6.0)
workbook (PDF)
5
min
Visit the DevOps Class Page
to download the workbook
https://bit.ly/Studio-MyClasses
1-3
© Scaled Agile. Inc.
Duration
Activity: Create an experience matrix
►
+5 Years of
DevOps Experience
Step 1: Individually identify and
mark your experience level on the
matrix in terms of:
—
—
Experience with DevOps
Experience with SAFe, including
certifications and courses
►
Step 2: Form groups with a mix of
experience levels.
►
Step 3: Discuss your SAFe and
Agile experience in your group. Ask
questions and share experiences.
-2 SAFe
Courses
+2 SAFe
Courses
-5 Years of
DevOps Experience
1-4
© Scaled Agile. Inc.
Workbook
5
min
12
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
Course outline
► Lesson 1: Introducing DevOps
► Lesson 2: Mapping Your Value Stream
► Lesson 3: Gaining Alignment with Continuous Exploration
► Lesson 4: Building Quality In with Continuous Integration
► Lesson 5: Reducing Time-to-Market with Continuous Deployment
► Lesson 6: Delivering Business Value with Release on Demand
► Lesson 7: Taking Action
► Lesson 8: Practicing SAFe
1-5
© Scaled Agile. Inc.
Lesson 1
Introducing DevOps
SAFe® Course - Attending this course gives learners access
to the SAFe DevOps Practitioner exam and related
preparation materials
© Scaled Agile. Inc.
Workbook
13
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© Scaled Agile, Inc.
Lesson Topics
1.1 The problem to be solved
1.2 DevOps and its benefits
1.3 Continuous security and
testing
1.4 SAFe's CALMR approach
to DevOps
1-7
© Scaled Agile. Inc.
Learning objectives
At the end of this lesson, you should be able to:
► Explain the problem to be solved
► Define DevOps and its benefits
► Explain continuous security and testing
► Summarize SAFe’s CALMR approach to DevOps
1-8
© Scaled Agile. Inc.
Workbook
14
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© Scaled Agile, Inc.
1.1 The problem to be solved
1-9
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
The problem to be solved
Businesses with waterfall-style software delivery processes tend to
struggle to compete effectively in the digital era.
► Every Enterprise must be able to validate the wants and needs of
Customers quickly
► Every Enterprise must be able to release digitally-enabled Solutions
when Customers need them
1-10
© Scaled Agile. Inc.
Workbook
15
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© Scaled Agile, Inc.
Those who master large-scale software
delivery will define the economic
landscape of the 21st century..."
—Mik Kersten, Project to Product
Project to Product by Mik Kersten.
Portrait of Mik Kersten. Photo used with permission from Mik Kersten.
© Scaled Agile. Inc.
1-11
Technological revolutions change society
Installation Period
Turning Point
1793-1801
1771
Industrial
Revolution
Canal Mania (UK)
Great British Leap
1848-1850
1829
Age of Steam
and Railways
Railway Mania (UK)
The Victorian Boom
1890-1895
1875
Age of Steel and
Heavy Engineering
1929-1943
1908
The Roaring Twenties
Post-War Golden Age
2000-2010
1971
Age of Software
and Digital
Dotcom and internet mania;
Global finance and housing bubbles
You are here!
Reference: Perez, Technological Revolutions and Financial Capital
1-12
© Scaled Agile. Inc.
Workbook
Belle Epoque (Europe)
Progressive Era (USA)
London funded global market
infrastructure build-up
Age of Oil and
Mass Production
Deployment Period
16
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© Scaled Agile, Inc.
Duration
Discussion: The impact of the digital age
►
Step 1: With your group, discuss
the impact of the digital age on
your industry
►
Step 2: Talk about the challenges
and opportunities
you anticipate
►
Step 3: Be prepared to share with
the class
5
min
1-13
© Scaled Agile. Inc.
Terrific Transport Corporation
The story of Deb and Hops
Episode 1 – Welcome to Terrific Transport Corporation (TTC)
1-14
© Scaled Agile. Inc.
Workbook
17
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© Scaled Agile, Inc.
Welcome, I’m Mel! I’m a Business Owner in
the software engineering division of TTC.
TTC is stressed.
We’re having some challenges
responding to changes in our
industry and really need help.
Let me introduce you to our team.
1-15
© Scaled Agile. Inc.
Hello! My name is Deb. I'm the development lead.
I'm innovative, a risk-taker, and a singer.
The Development Team is responsible for
designing, building, and testing the Solution.
On this team, we:
• Are action-oriented
• Use the latest development tools
• Build new Features fast
1-16
© Scaled Agile. Inc.
Workbook
18
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© Scaled Agile, Inc.
Hi, I'm Hopper, but people call me Hops.
I'm the operations lead. I'm detail-oriented
and reliable, and I play bass guitar.
The Operations Team is responsible for maintaining
the stability and security of TTC's deployed Solutions.
It's imperative that we:
• Have a controlled change process
• Maintain reliable infrastructure
• Minimize defects and vulnerabilities
1-17
© Scaled Agile. Inc.
Recently Terrific Transport has experienced
quality and stability issues, including:
• Production defects
• Security vulnerabilities
• System outages
We need help!
1-18
© Scaled Agile. Inc.
Workbook
19
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© Scaled Agile, Inc.
Duration
Discussion: Deb and Hops
5
min
► Step 1: Individually review the episode in your workbook. Think about the
leadership qualities of Deb and Hops. Consider your own experience. What
challenges have you seen between Development and Operations Teams?
► Step 2: With your group, discuss the following questions
–
How might Deb’s and Hops’s goals naturally conflict with one another?
–
What ideas might Deb have for solving the recent quality and stability issues?
–
What ideas might Hops have?
► Step 3: Discuss the challenges you've seen between Development and
Operations Teams.
1-19
© Scaled Agile. Inc.
1.2 DevOps and its benefits
1-20
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
20
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© Scaled Agile, Inc.
Activity: What does DevOps mean to you?
Part 1
Prepare
5
min
Share
5
min
► Step 1: Individually, think about
single words or short phrases that
define what DevOps means to you
► Step 2: Capture your ideas on notes
and add them to the board
► Step 3: Be prepared to share with
the class
1-21
© Scaled Agile. Inc.
Duration
Video: What is DevOps?
2
min
https://bit.ly/Video-WhatisDevOps
1-22
© Scaled Agile. Inc.
Workbook
21
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© Scaled Agile, Inc.
DevOps
DevOps is a mindset, culture, and set of technical practices that support the
integration, automation, and collaboration needed to effectively develop and
operate a Solution.
Sec
DevOps
1-23
© Scaled Agile. Inc.
Lack of alignment impedes progress
► Different groups in the
organization have different
goals and directions
=0
► The lack of Alignment means
their different efforts cancel
each other out
► This creates a feeling of
constant work with little
or no progress
Building Alignment is a critical goal of
DevOps.
Reference: Moore, Dealing with Darwin
1-24
© Scaled Agile. Inc.
Workbook
22
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© Scaled Agile, Inc.
What is DevOps?
Operations
Compliance
Dev
Dev
Development
Ops
Ops
Dev
Ops
…
Architecture
Security
Business
Optimized for
development speed
Optimized for
stability
Working together for
speed and stability
1-25
© Scaled Agile. Inc.
The history of DevOps
2009
San Jose, CA
O'Reilly Velocity
Conference
Continued
conversation
on Twitter
#DevOps
2009
Ghent, Belgium
First DevOps
Days Conference
2012 - 2014
Vendors
took
DevOps
mainstream
New
tools
emerged
2011
Global
movement
spawned
Gartner
predicted
enterprise
adoption
2014 - 2015
DevOps
handbook
2014
DevOps
enterprise
summit
2016
DORA metrics
are published
on the State of
DevOps report
2015
DevOps is
incorporated
into SAFe
2018
Google Cloud
acquires DORA
Source: Edwards, Damon, “The (Short) History of DevOps.”
Jancito, Andrea, “When did DevOps start?”
1-26
© Scaled Agile. Inc.
Workbook
23
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© Scaled Agile, Inc.
DevOps benefits
Teams with high DevOps maturity have significantly faster flow and
higher Solution quality than those that do not.
7x
Lower
change
fail rate
2019
208x
More frequent
deploy frequency
106x
Faster lead
time
2604x
Faster time to
restore service
Source: Forsgren et al, Accelerate
1-27
© Scaled Agile. Inc.
SAFe® is the world’s leading
framework for Business Agility.
SAFe integrates the power of
Lean, Agile, and DevOps into a
comprehensive operating
system that helps Enterprises
thrive in the digital age.
1-28
© Scaled Agile. Inc.
Workbook
24
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© Scaled Agile, Inc.
1-29
© Scaled Agile. Inc.
The Continuous Delivery Pipeline (CDP) accelerates value flow
Continuous Delivery Pipeline
AGI LE RELEASE TRAIN
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release on Demand
1-30
© Scaled Agile. Inc.
Workbook
25
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© Scaled Agile, Inc.
The DevOps Health Radar is a more detailed view of the CDP
Four aspects of the CDP
►
►
Continuous Exploration
Continuous Integration
Continuous Deployment
Release on Demand
Sixteen activities; four in
each aspect
1-31
© Scaled Agile. Inc.
“But wait, our problems are different"
We aren’t building a website.
We aren’t hosted in the cloud.
Our Customers don’t want Continuous Delivery.
Our technology isn’t based on microservices.
Source: Kim et al, The DevOps Handbook.
1-32
© Scaled Agile. Inc.
Workbook
26
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© Scaled Agile, Inc.
Why focus on the principles?
“A common disease that afflicts management
and government administration the world over is
the impression that ‘Our problems are different.’
They are different, to be sure, but the principles
that will help to improve quality of product and of
service are universal in nature.”
—W. Edwards Deming, Out of the Crisis
Portrait of W. Edwards Deming. Photo courtesy of The W. Edwards Deming Institute®
1-33
© Scaled Agile. Inc.
DevOps in a legacy world
► As Enterprises grow over time, they inevitably add new
applications and services and adopt new technology stacks
► Enterprises still have to deal with legacy applications and systems
► Legacy and DevOps work perfectly well together
Source: Ensono, DevOps in a Legacy World.
1-34
© Scaled Agile. Inc.
Workbook
27
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© Scaled Agile, Inc.
1.3 Continuous security and testing
1-35
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
The role of continuous security
► Security is a key concept
Continuous
monitoring
in DevOps and should
be part of every DevOps
transformation
Threat
modeling
► DevSecOps concepts
present key principles for
value delivery
► Security affects every
aspect of the continuous
delivery cycle
Penetration
testing
1-36
© Scaled Agile. Inc.
Workbook
Application
security
28
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© Scaled Agile, Inc.
Security in SAFe
►
Security-related NFRs are applied
to all backlogs
►
Security is important at all levels
of SAFe
►
Security is implemented and
validated in each aspect of
the CDP
►
ARTs contain the skills to build and
release a Solution with security
built-in
►
Security is shifted left through
collaboration and automation
Sec
DevOps
1-37
© Scaled Agile. Inc.
The role of continuous testing
► Build quality into
Solutions by testing
early and often
Continuous
monitoring
► Include automated
Behavior-driven
Development
testing and quality
assurance in every
DevOps transformation
Test-driven
Development
Production
testing
1-38
© Scaled Agile. Inc.
Workbook
Test
automation
29
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© Scaled Agile, Inc.
Built-in Quality in SAFe
►
►
►
►
Built-in Quality practices drive
value creation
Different practices apply to
different domains
Quality is tested in each aspect of
the CDP
Testing is shifted left through
collaboration and automation
PRACTICES
Cyber-physical
Systems Quality
Agile Hardware
Eng. Quality
IT Systems
Quality
Business Quality
Standards
Agile Software
Dev. Quality
Agile Software
Dev. Quality
Agile Hardware
Eng. Quality
Agile Software
Dev. Quality
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Business
Functions
Software
Applications
Hardware
Cyber-physical
Systems
DOMAINS
IT
Systems
Built-in
Quality
1-39
© Scaled Agile. Inc.
1.4 SAFe's CALMR approach to DevOps
1-40
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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© Scaled Agile, Inc.
A CALMR approach to DevOps
C
Culture
Establish a culture of shared
responsibility for development,
deployment, and operations.
A
Automation
Automate the Continuous
Delivery Pipeline.
Lean flow
M
Measure the flow through
Measurement the pipeline. Implement
full-stack telemetry.
R
Recovery
of shared
responsibility
Recovery
Automation
reduces risk &
preserves value
Keep batch sizes small,
limit WIP, and provide
extreme visibility.
L
Culture
Architect and enable low-risk
releases. Establish fast
recovery, fast reversion, and
fast fix-forward.
of continuous
delivery pipeline
Lean Flow
Measurement
accelerates
delivery
of flow, quality
& value
1-41
© Scaled Agile. Inc.
Culture
► Adopt a culture of shared
Culture
responsibility for development
and deployment
of shared
responsibility
► Tolerate failure and rapid recovery
Recovery
reduces risk &
preserves value
► Share discoveries, practices, tools,
Automation
of continuous
delivery pipeline
and learning across silos
Measurement
of flow, quality
& value
accelerates
delivery
1-42
© Scaled Agile. Inc.
Workbook
Lean Flow
31
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© Scaled Agile, Inc.
Automation
► Manual steps reduce quality
and result in slow delivery.
► Automate as much of the
CDP as possible with an
integrated toolchain.
► Automate healthy processes.
If the underlying process is
broken, fix it before
automating it.
1-43
© Scaled Agile. Inc.
Lean Flow
Flow is a state that occurs
when there is a smooth, linear,
and fast movement of work
product from step to step in a
Value Stream.
► Identify bottlenecks to the flow
of value
Culture
of shared
responsibility
Recovery
reduces risk &
preserves value
► Apply flow accelerators to make
Measurement
value flow without interruption
of flow, quality
& value
of continuous
delivery pipeline
Lean Flow
Lean Flow
accelerates
accelerates
delivery
delivery
1-44
© Scaled Agile. Inc.
Workbook
Automation
32
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© Scaled Agile, Inc.
Duration
Video: How batch size affects delivery speed
1
min
https://bit.ly/Video-BatchandDeliverySpeed
1-45
© Scaled Agile. Inc.
Prepare
Discussion: Flow
►
10
min
Share
5
min
Step 1: With your group, review the
flow of work represented in the
image. Discuss the following:
– How would you feel if you were on the
Agile Team making products in batches
of 10?
– How would you feel if you were on the
team with a batch of 1?
– What is a large batch in your context?
– How can you improve flow?
►
Step 2: Be prepared to share with
the class.
1-46
© Scaled Agile. Inc.
Workbook
33
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© Scaled Agile, Inc.
Measurement
►
SAFe contains three measurement
domains
– Outcomes
Culture
of shared
responsibility
– Flow
Recovery
– Competency
►
►
Automation
reduces risk &
preserves value
of continuous
delivery pipeline
Optimize flow Metrics to accelerate
Measure outcomes to ensure
value
Measurement
M
ofeasurement
flow, quality
Lean Flow
accelerates
delivery
of flow, quality
&
value
& value
1-47
© Scaled Agile. Inc.
Recovery
► Adopt a stop-the-line
Culture
of shared
responsibility
mentality
Recovery
► Plan for failures and
reduces
risk &
Recovery
reduces riskvalue
&
preserves
rehearse failures
preserves value
Automation
of continuous
delivery pipeline
► Build the environment for
roll-back and fix-forward
Measurement
of flow, quality
& value
accelerates
delivery
1-48
© Scaled Agile. Inc.
Workbook
Lean Flow
34
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© Scaled Agile, Inc.
Activity: What does DevOps mean to you?
Part 2
Prepare
5
min
Share
5
min
► Step 1: Individually, revisit the board
from Part 1 at the beginning of this
lesson. Categorize your previous
notes to match a CALMR principle.
► Step 2: As a class, review each note
and its CALMR principle.
► Step 3: Review the board as a
whole and discuss the following:
–
–
Which CALMR concepts are strongly
represented?
Which concepts are underrepresented?
Why?
1-49
© Scaled Agile. Inc.
Lesson review
In this lesson, you learned how to:
► Explain the problem to be solved
► Define DevOps and its benefits
► Explain continuous security and testing
► Summarize SAFe's CALMR approach to DevOps
1-50
© Scaled Agile. Inc.
Workbook
35
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© Scaled Agile, Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► “DevOps”
https://scaledagileframework.com
/devops/
► "CALMR”
https://scaledagileframework.com
/calmr/
► "Continuous Delivery Pipeline”
https://scaledagileframework.com
/continuous-delivery-pipeline/
► "Built-in Quality”
https://scaledagileframework.com
/built-in-quality/
1-51
© Scaled Agile. Inc.
Continue your SAFe journey with the following resources
Watch the three-minute video Navigating
the Big Picture to help you navigate the
Framework by understanding how it is
put together.
Watch the five-minute video Continuous
Delivery Pipeline to give you an overview of
how it facilitates the on-demand release of
value to the end user.
https://bit.ly/Video-NavigatingtheBigPicture
https://bit.ly/Video-StudioCDP
1-52
©©Scaled
Scaled Agile.
Agile, Inc.
Inc.
Workbook
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© Scaled Agile, Inc.
References
Deming, W. Edwards. Out of the Crisis. Cambridge: The MIT Press, 2000. 23.
Edwards, Damon. “The (Short) History of DevOps,” YouTube, September 17, 2012.
https://www.youtube.com/watch?v=o7-IuYS0iSE.
Ensono. “DevOps in a Legacy World,” YouTube, December 19, 2017.
https://www.youtube.com/watch?v=8s46nFCzbck.
Forsgren, Nicole, Dustin Smith, Jez Humble, and Jessie Frazelle. Accelerate: State of DevOps 2019. DORA
and Google Cloud. 2019. 12. https://services.google.com/fh/files/misc/state-of-devops-2019.pdf.
Izrailevsky, Yury, and Ariel Tseitlin. “The Netflix Simian Army.” The Netflix Tech Blog. July 19, 2011.
https://netflixtechblog.com/the-netflix-simian-army-16e57fbab116.
Jancito, Andrea. “When did DevOps start? The history and its future.” StartechUP. March 7, 2023.
https://www.startechup.com/blog/history-of-devops.
1-53
© Scaled Agile. Inc.
References (continued)
Kersten, Mik. Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow
Framework. California: IT Revolution Press, 2018.
Kim, Gene, Jez Humble, Patrick Debois, and John Willis. The DevOps Handbook: How to Create WorldClass Agility, Reliability, & Security in Technology Organizations. Oregon: IT Revolution, 2016.
Moore, Geoffrey A. Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution.
New York: Penguin Group, 2008.
Perez, Carlota. Technological Revolutions and Financial Capital: The Dynamics and Bubbles and Golden
Ages. United Kingdom: Edward Edgar Pub, 2003.
1-54
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
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Lesson 2
Mapping Your Value Stream
SAFe® Course - Attending this course gives learners
access to the SAFe DevOps Practitioner exam and
related preparation materials
© Scaled Agile. Inc.
Lesson Topics
2.1 Why map your
Value Stream?
2.2 How healthy is
your Value Stream?
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Learning objectives
At the end of this lesson, you should be able to:
► Explain the purpose of mapping a Development Value Stream
► Analyze the health of a Development Value Stream
2-3
© Scaled Agile. Inc.
2.1 Why map your Value Stream?
2-4
©©
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Agile.
Inc. Inc.
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What is a Development Value Stream?
Development Value Streams contain all the activities, people, systems,
information, and material necessary to deliver value.
Flow Time
Define
Build
Validate
Release
Feature
request
New increment
of value
R E PEAT F O R PR O D U CT LIF ETIM E
2-5
© Scaled Agile. Inc.
Why map your Development Value Stream?
►
Understand how work flows through the organization to create value
►
Measure process quality and organizational efficiency
►
Identify bottlenecks to the flow of value
►
Understand how to improve the flow of value
2-6
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The 8 properties of flow-based systems
Flow occurs when there is a smooth, linear, and fast movement of work product from step
to step in a Value Stream.
6
1
Queue
Feedback
4
Work-in-Process (WIP)
!
8
Policies
Bottleneck
3
Worker
2
Hand-off
5
7
Batch
2-7
© Scaled Agile. Inc.
Flow properties described
Flow property
Description
Work in Process (WIP)
There is always some work in process in the system; if there were not,
there could be no flow of value.
Bottlenecks
A bottleneck occurs when the rate at which work enters a step in the
Value Stream exceeds the rate at which the step can process it. This
constrains flow throughout the entire system.
Handoffs
Handoffs wouldn’t be necessary if one person did all the work. But in any
significant Value Stream, many individuals and teams are involved, each
applying different skills to move work items through the system.
Feedback
Frequent Customer and stakeholder feedback is integral to efficient
and effective outcomes. Feedback loops should exist throughout the
Value Stream.
2-8
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Flow properties described (continued)
Flow property
Description
Batches
Because the Value Stream has finite capacity, not all the work can be
done at once. Work moves through the system in batches that should be
optimized for fast flow and value delivered.
Queues
A queue is the set of work items committed to be completed. The
longer the queue, the longer the wait time for the set of work items to
be delivered.
Workers
People do the critical work of moving work items through the Value
Stream. They need adequate time and skills to work productively.
Policies
Policies are integral to flow, governing how work is performed within and
around the Value Stream. Policies should be tuned to enable fast value
flow while also managing risk.
2-9
© Scaled Agile. Inc.
DevOps Transformation Canvas
1
Value Stream
Trigger
3
Future State Metrics
Total Active Time (ATt)
(Sum of all ATs)
Customer
Flow Time (FT)
(Sum of all ATs and WTs)
First Step
Total % Complete and Accurate (%C&At)
(Product of all %C&As)
Demand Rate
Flow Efficiency (FE)
(ATt / FT)
Last Step
Flow Velocity (FV)
(Items deliverable over unit of Demand Rate time)
2
Current State Metrics
4
Critical Flow Properties
Total Active Time (ATt)
(Sum of all ATs)
Flow Time (FT)
(Sum of all ATs and WTs)
Total % Complete and Accurate (%C&At)
(Product of all %C&As)
Critical Improvements
Flow Efficiency (FE)
(ATt / FT)
Flow Velocity (FV)
(Items deliverable over unit of Demand Rate time)
2-10
© Scaled Agile. Inc.
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Duration
Video: DevOps Transformation Canvas
3
min
https://bit.ly/Video-DevOpsTransformation
2-11
© Scaled Agile. Inc.
DevOps Transformation Canvas (Example)
1
Value Stream
Trigger
Autonomous Vehicle Controllers
Enhancement request
Customer
First Step
Mel (Business Owner)
Analyze the Request
Demand Rate
Last Step
6 per quarter
Total Active Time (ATt)
(Sum of all ATs)
11 days
Flow Time (FT)
(Sum of all ATs and WTs)
17.5 days
Total % Complete and Accurate (%C&At)
(Product of all %C&As)
66%
Flow Efficiency (FE)
(ATt / FT)
63%
Flow Velocity (FV)
(Items deliverable over unit of Demand Rate time)
Deploy the Change
2
Current State Metrics
16 days
Flow Time (FT)
(Sum of all ATs and WTs)
108 days
Total % Complete and Accurate (%C&At)
(Product of all %C&As)
5%
Flow Efficiency (FE)
(ATt / FT)
15%
1.
2.
4
Handoffs
Policies
Critical Improvements
1.
2.
3.
~1 per quarter
Lean startup thinking
Build and test automation
Self-service deployment
2-12
© Scaled Agile. Inc.
Workbook
~5 per quarter
Critical Flow Properties
Total Active Time (ATt)
(Sum of all ATs)
Flow Velocity (FV)
(Items deliverable over unit of Demand Rate time)
3
Future State Metrics
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Activity: Identify the context for Value Stream
Mapping
With your group, fill in Region 1
of your DevOps Transformation
Canvas.
► Step 1: Identify the Development
Value Stream to use in this class,
its primary Customer, and
average Demand Rate.
► Step 2: Identify the Trigger, First
Step, and Last Step.
Prepare
10
min
Value Stream
Trigger
Customer
First Step
Demand Rate
Last Step
Share
5
min
► Step 3: Be prepared to share
with the class.
Reference: Martin and Osterling, Value Stream Mapping
2-13
© Scaled Agile. Inc.
2.2 How healthy is your Value Stream?
2-14
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Identify the steps
01
02
Prioritize
the change
Analyze the
request
T
05
03
Implement
the change
Design the
change
06
Test the
change
04
07
Integrate
the change
08
Test the
system
Deploy the
Change
2-15
© Scaled Agile. Inc.
Identify the people who do the work
01
Analyze the
request
T
02
Test the
change
Testing
Team
03
Steering
Committee
Product
Management
05
Prioritize
the change
06
Design the
change
UI/UX
Department
07
Integrate
the change
Test the
system
Business
Analysts
Operations
Team
Implement
the change
Development
Team
08
Deploy the
Change
Operations
Team
2-16
© Scaled Agile. Inc.
Workbook
04
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© Scaled Agile, Inc.
Duration
Activity: Visualize the Development Value
Stream
30
min
► Step 1: With your group, map your current Value Stream. Include the First Step
and Last Step identified in Region 1 of the DevOps Transformation Canvas.
► Step 2: Identify the people or team responsible for each step.
01
T
Step
02
People/Team
WT =
%C&A =
07
Step
08
WT =
Step
%C&A =
AT =
%C&A =
04
WT =
AT =
09
05
AT =
Step
10
WT =
%C&A =
AT =
06
Step
AT =
People/Team
WT =
AT =
%C&A =
11
People/Team
WT =
AT =
Step
Step
People/Team
%C&A =
People/Team
WT =
Step
People/Team
%C&A =
People/Team
WT =
AT =
AT =
Step
People/Team
%C&A =
People/Team
WT =
03
People/Team
WT =
AT =
Step
Step
%C&A =
12
Step
People/Team
WT =
%C&A =
AT =
People/Team
WT =
AT =
%C&A =
%C&A =
2-17
© Scaled Agile. Inc.
Prepare/Share
Adjust
15
15
Activity: Share your Value Stream map
min
min
► Step 1: With your group, identify a spokesperson to present your Current State
Value Stream map
► Step 2: Spokespersons, present your Current State Value Stream Map
► Step 3: During the presentations, take note of items that may be missing
from your Value Stream map
► Step 4: Discuss and adjust your Current State Value Stream Map with
your group
2-18
© Scaled Agile. Inc.
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Measure each step
Active Time (AT)
Active work time within a step
Step
Started
Step
Complete
50%
70%
Analyze the
Request
Prioritize
the Change
Design the
Change
Implement
the Change
Product
Management
Steering
Committee
UI/UX
Department
Development
Team
Step
Complete
Percent Complete and
Accurate (%C&A)
Step
Started
Wait Time (WT)
Percentage of output that the
next step can process as is
Wait time between steps
Reference: Martin and Osterling, Value Stream Mapping
2-19
© Scaled Agile. Inc.
Measure each step (example)
T
01
Analyze the
Request
02
WT =
Product
Management
WT =
4d
AT = 1d
30d
WT =
12d
Test the
Change
Testing Team
AT = 2d
%C&A = 60%
Steering
Committee
AT = 1d
%C&A = 60%
05
Prioritize
the Change
03
Design
the Change
04
Implement
the Change
WT =
UI/UX
Department
WT =
Development
Team
10d
%C&A = 75%
06
WT =
8d
07
Test the
System
08
WT =
Business
Analysts
WT =
10d
AT = 2d
%C&A = 75%
AT = 4d
%C&A = 90%
8d
Deploy the
Change
Operations
Team
AT = 1d
%C&A = 75%
2-20
© Scaled Agile. Inc.
Workbook
AT = 2d
%C&A = 80%
%C&A = 50%
Integrate the
Change
Operations
Team
AT = 3d
10d
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Calculate total Metrics
T
01
Analyze the
Request
02
WT =
Product
Management
WT =
4d
AT = 1d
30d
WT =
12d
Test the
Change
WT =
8d
AT = 2d
Design
the Change
04
Implement
the Change
WT =
UI/UX
Department
WT =
Development
Team
10d
AT = 3d
Operations
Team
Test the
System
08
WT =
Business
Analysts
WT =
10d
AT = 4d
%C&A = 90%
AT = 2d
%C&A = 80%
07
%C&A = 75%
Total AT = 16 days
10d
%C&A = 50%
Integrate the
Change
AT = 2d
%C&A = 60%
03
%C&A = 75%
06
Testing Team
Steering
Committee
AT = 1d
%C&A = 60%
05
Prioritize
the Change
8d
Deploy the
Change
Operations
Team
AT = 1d
%C&A = 75%
Flow Time = 108 days
Flow Efficiency = 15%
Total %C&A = 5%
Flow Velocity = ~1/quarter
2-21
© Scaled Agile. Inc.
How to calculate total Metrics
Total Active Time: (𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝒕𝒕𝒕𝒕 ) = 𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝟏𝟏𝟏𝟏 + 𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝟐𝟐𝟐𝟐 + … + 𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝒏𝒏𝒏𝒏
Flow Time: (𝑭𝑭𝑭𝑭𝑻𝑻𝑻𝑻) = (𝑾𝑾𝑾𝑾𝑻𝑻𝑻𝑻𝟏𝟏𝟏𝟏 + 𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝟏𝟏𝟏𝟏 ) + (𝑾𝑾𝑾𝑾𝑻𝑻𝑻𝑻𝟐𝟐𝟐𝟐 + 𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝟐𝟐𝟐𝟐 ) + … + (𝑾𝑾𝑾𝑾𝑻𝑻𝑻𝑻𝒏𝒏𝒏𝒏 + 𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝒏𝒏𝒏𝒏 )
Flow Efficiency: (FE ) = 𝑨𝑨𝑨𝑨𝑻𝑻𝑻𝑻𝒕𝒕𝒕𝒕 / 𝑭𝑭𝑭𝑭𝑻𝑻𝑻𝑻
Total Precent Complete & Accurate: (%𝑪𝑪𝑪𝑪&𝑨𝑨𝑨𝑨𝒕𝒕𝒕𝒕 ) = (%𝑪𝑪𝑪𝑪&𝑨𝑨𝑨𝑨𝟏𝟏𝟏𝟏 ) * (%𝑪𝑪𝑪𝑪&𝑨𝑨𝑨𝑨𝟐𝟐𝟐𝟐 ) * … * (%𝑪𝑪𝑪𝑪&𝑨𝑨𝑨𝑨𝒏𝒏𝒏𝒏 ) * 100
Where n is the number of steps in the Value Stream Map
Flow Velocity (FV ): Number of items the Value Stream can deliver in a given time
period. Use the time period expressed in the Demand Rate.
Example: Demand Rate = 6 requests per quarter. Flow Time = 108 days. There are
about 90 days per quarter, so Flow Velocity = about 1 enhancement per quarter.
(90 days per quarter / 108 days FT = ~1 enhancement per quarter)
2-22
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Duration
Activity: Measure the health of your
Development Value Stream
30
min
► Step 1: With your group, measure and record the Active Time (AT), Wait Time
(WT), and Percent Complete and Accurate (%C&A) for each step
–
If possible, ask those responsible for the next step about the %C&A of the
current step
► Step 2: Calculate the total Active Time, total Wait Time, Flow Time, total %C&A,
Flow Efficiency, and Flow Velocity
► Step 3: Record the data in Region 2 of your DevOps Transformation Canvas
2-23
© Scaled Agile. Inc.
Discussion: Present your Metrics
►
Prepare
Share
5
10
min
min
Step 1: With your group, choose someone to present the total Metrics. Prepare
by addressing the following questions:
– What is the Flow Time, Flow Efficiency, and Rolled %C&A?
– How does the Flow Velocity compare with the Demand Rate?
– Based on your Metrics, where are the biggest bottlenecks?
►
Step 2: Share your findings with the class.
2-24
© Scaled Agile. Inc.
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Lesson review
In this lesson, you learned how to:
► Explain the purpose of mapping a Development Value Stream
► Analyze the health of a Development Value Stream
2-25
© Scaled Agile. Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► “Development Value Streams”
https://scaledagileframework.com
/development-value-streams/
► “Measure and Grow”
https://scaledagileframework.com
/measure-and-grow/
► “Principle #6 – Make Value Flow
without Interruptions”
https://scaledagileframework.com
/make-value-flow-without-interruptions/
2-26
© Scaled Agile. Inc.
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Continue your SAFe journey with the following resources:
View this eight-minute video, Value Stream
Mapping, to learn how to map the current
state of the Value Stream with the goal of
better understanding the steps and how to
reduce inefficiencies.
Listen to this podcast, “Operational and
Development Value Streams,” to learn more
about how organizations practicing SAFe®
create Value Streams to accelerate time to
value delivery.
https://bit.ly/Video-ValueStreamMapping
https://bit.ly/Podcast-OVSandDVS
Use the “DevOps Transformation Canvas”
available through My SAFe Events in SAFe
Studio to build an action plan to move
new ideas through the end-to-end
delivery process.
Use the “Current State Value Stream Map
Canvas” available through My SAFe Events in
SAFe Studio to map the current state of your
Value Stream.
https://bit.ly/Template-CurrentStateCanvas
https://bit.ly/Template-DevOpsCanvas
2-27
©©Scaled
Scaled Agile.
Agile, Inc.
Inc.
References
Martin, Karen and Mike Osterling. Value Stream Mapping: How to Visualize Work and Align Leadership for
Organizational Transformation. New York: McGraw Hill, 2013.
2-28
© Scaled Agile. Inc.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
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Lesson 3
Gaining Alignment with
Continuous Exploration
SAFe® Course - Attending this course gives learners
access to the SAFe DevOps Practitioner exam and
related preparation materials.
© Scaled Agile. Inc.
Lesson Topics
3.1 Create a Solution
hypothesis
3.2 Collaborate and
research Solution ideas
3.3 Architect the Solution
for continuous delivery
2
3.4 Synthesize and
communicate a Solution
Vision
3-2
© Scaled Agile. Inc.
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Lesson objectives
At the end of this lesson, you should be able to:
► Create Solution hypotheses
► Summarize how to collaborate and research Customer needs
► Define how to architect the Solution for continuous delivery
► Demonstrate how to synthesize Solution ideas into ART Backlog Features
3-3
© Scaled Agile. Inc.
Terrific Transport Corporation
The story of Deb and Hops
Episode 2 – A Brilliant Idea
3-4
© Scaled Agile. Inc.
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The next generation of TTC autonomous delivery
vehicles, now with aquatic capabilities!
• New amphibious chassis
• New intelligent hardware
• New marine navigation systems
The investors will love it!
3-5
© Scaled Agile. Inc.
This is the future of TTC.
“Deb, we need to prioritize this
immediately…while honoring our
existing commitments.”
3-6
© Scaled Agile. Inc.
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Deb goes back to her team and explains that
they have more work to do.
“This order just came down, we
have no choice but to do it.”
“We have to fit this into our
schedule...somehow.”
“Does anyone here
know how to swim?”
x
3-7
© Scaled Agile. Inc.
Prepare
Activity: Role Play
5
min
Share
5
min
► Step 1: Individually review the episode in your workbook.
► Step 2: With your group, determine who will play which roles. One volunteer
role-plays Mel, and one volunteer role-plays Deb.
► Step 3: The volunteers role-play a conversation between Mel and Deb
considering the following:
– Mel wants to introduce what she sees as a great idea to create a new
revenue stream as soon as possible.
– Deb and her teams already have a full commitment of work, and this adds to
their growing list of tasks. She also doesn’t fully understand why they are
making aquatic vehicles or how to get started.
– If you are observing, take notes.
– If time allows, swap roles and repeat with a different Mel and Deb.
► Step 4: Be prepared to share with the class.
3-8
© Scaled Agile. Inc.
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Activity: Role Play
Role-play 1
Mel:
Deb:
Role play conversation notes:
Mel:
Role-play 2
Deb:
Role play conversation notes:
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Continuous Exploration
Continuous Exploration (CE) is an
aspect of the Continuous Delivery
Pipeline (CDP) that drives innovation
and fosters alignment on what should
be built by continually exploring the
market and Customer needs, defining
a Vision, Roadmap, and set of
Features for a Solution.
5
4
3
2
1
3-9
© Scaled Agile. Inc.
3.1 Create a Solution hypothesis
3-10
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
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Hypothesize
►
Purpose: Define a Solution
hypothesis to be validated
through the CDP
►
Practices:
– Customer Centricity
– Lean startup thinking
– Innovation accounting
3-11
© Scaled Agile. Inc.
Customer Centricity
► Know the Customer
-
Identifies internal, external, direct, and indirect consumers
and stakeholders
► Empathize with the Customer
-
Uncovers their wants, needs, challenges, habits, and expectations
► Apply whole-product thinking
-
Focuses the hypothesis on the right level of Solution complexity
► Understand the Solution Context
-
Frames the hypothesis in terms of enhancing the
Customer experience
► Specify value
-
Ensures the hypothesis targets tangible business outcomes
3-12
© Scaled Agile. Inc.
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Lean startup thinking
► The Lean startup cycle
–
Focuses on identifying the viability of ideas
–
Follows the plan-do-check-adjust cycle (PDCA)
► Minimum viable product (MVP)
–
Delivers just enough functionality to test assumptions
–
Clearly defines desired outcomes
► Hypothesis evaluation
— If true, implement more Features
— If false, pivot to a new hypothesis or stop work on the Epic
Reference: Reis, The Lean Startup
3-13
© Scaled Agile. Inc.
Lean startup cycle in SAFe
SAFe Lean Startup Cycle
Create new Epic and hypothesis
Epic
Portfolio
Kanban
Approved Lean
business case with
a defined MVP and
business outcome
hypothesis
Epic state: Ready
Build and
evaluate MVP
Epic state: MVP
Hypothesis
proven?
No
Pivot?
Yes
No
Development continues
Epic state: Persevere
Note: Many
experiments
are possible
here!
or
If portfolio governance is
no longer required
Epic state: Done
Local features
and other epic
input
© Scaled Agile. Inc.
Workbook
Yes
61
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ART Backlogs
Stop
Development
stops
Continue
until WSJF
determines
otherwise
Epic state:
Done
3-14
© Scaled Agile, Inc.
Duration
Video: Innovation Accounting
3
min
https://bit.ly/Video-InnovationAccounting
3-15
© Scaled Agile. Inc.
Innovation accounting
►
Measuring new products and new
Features is difficult when using traditional
accounting standards
►
Use Metrics that will validate its success or
failure when defining an MVP
►
Focus on Metrics that demonstrate real
Customer engagement and not on vanity Metrics
►
Look for leading indicators: Actionable Metrics
that measure early results and are good
predictors of future business outcomes
Reference: Reis, The Lean Startup
3-16
© Scaled Agile. Inc.
Workbook
62
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© Scaled Agile, Inc.
Duration
Self-assessment: Hypothesize
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1
min
1. Sit
Ideas are vague or not defined.
2. Crawl
Ideas are defined as Epics or Features but do not
include hypothesis statements.
3. Walk
Some ideas are expressed as hypothesis
statements with measurable outcomes.
4. Run
Most ideas are expressed as hypothesis
statements with measurable outcomes and
include MVPs.
5. Fly
All ideas are expressed as hypothesis
statements with measurable outcomes and
include MVPs.
3-17
© Scaled Agile. Inc.
3.2 Collaborate and research Solution ideas
3-18
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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Collaborate & Research
►
►
Purpose: Collaborate across
roles and conduct research to
identify the minimum Feature set
that will test the hypothesis
5
4
3
2
1
Practices:
– Design Thinking
– Market and user research
– Lean User Experience (Lean UX)
3-19
© Scaled Agile. Inc.
Design Thinking
Is a Customer-centric approach to Solution development that ensures that
products and services are desirable, viable, feasible, and sustainable over
their life cycle.
Understand
the Problem
Design the
Right Solution
3-20
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Market and user research
►
Market research informs Solution strategy; user research informs design
Understand: Market research
Design: User research
• Focuses on the who and the what
• Evaluates what larger samples say
• Asks people about concepts,
•
•
•
•
•
opinions, and values
• Asks a market what they will buy
• Focuses on selling and marketing
the product
Primarily drives product strategy
Focuses on the how and the why
Evaluates what smaller samples do
Observes what people do
Determines how a market will use
Focuses on the requirements
of the product
Primarily drives product design
3-21
© Scaled Agile. Inc.
Lean UX
► Is a mindset, culture, and process
► Implements functionality in minimum viable increments
► Determines success by measuring results against a benefit hypothesis
► Breaks Epics down into minimum marketable features (MMFs)
Benefit
hypothesis
Collaborative
design
Evaluate
Build MMF
3-22
© Scaled Agile. Inc.
Workbook
65
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© Scaled Agile, Inc.
Duration
Self-assessment: Collaborate & Research
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1
min
1. Sit
Product Management roles and responsibilities
are not defined or followed.
2. Crawl
Product Management creates requirements
in large batches with little Customer or
development collaboration.
3. Walk
Product Management collaborates with businessside or development-side experts, but not both,
when defining requirements.
4. Run
Product Management regularly collaborates with
business-side, development-side, and operationside experts but does not define MMFs.
5. Fly
Product Management always collaborates with
business-side, development-side, and operationside experts and defines MMFs.
5
4
3
2
1
3-23
© Scaled Agile. Inc.
3.3 Architect the Solution for continuous delivery
3-24
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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© Scaled Agile, Inc.
Architect
►
►
Purpose: Define the minimum
amount of architecture that will
support the hypothesis and
enable continuous delivery
5
4
3
2
Practices:
1
– Architect for testability
– Separate deployment and release
– Architect for releasability
– Architect for operations
– Threat modeling
3-25
© Scaled Agile. Inc.
Architect for testability
►
Systems that can’t readily be tested can’t readily be changed
►
In a system that is designed for testability, all jobs require less time
Patterns that can accelerate value flow:
Test
Domain Driven Design (DDD)
Loose coupling and API-driven architecture
Cloud-native architecture
Microservices and containerization
Serverless architecture
System
Architect
Strangler pattern
3-26
© Scaled Agile. Inc.
Workbook
67
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© Scaled Agile, Inc.
Separate deployment and release
►
Deploy to production environments frequently
►
Release functionality to end users on demand
►
Hide new functionality behind Feature toggles
►
Implement Enabler Epics, Capabilities, Features,
and/or Stories to achieve separation
Deploy
Release
3-27
© Scaled Agile. Inc.
Architect for releasability
Modular architecture enables elements to be independently implemented
and released
End-user functionality
(released every 2 weeks)
Security updates
(released on demand)
Streamlet 1
Streamlet 2
Back-office functionality
(released every month)
Streamlet 3
Streamlet 4
Entire solution (major
release every quarter)
Solution
3-28
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Architect for operations
►
Simplify maintenance and support
►
Design for full-stack telemetry and logging
►
Allow functionality to be downgraded or removed in response to
production incidents
►
Enable fast recovery, roll-back, and fix-forward
Reference: Humble, Continuous Delivery in Agile
3-29
© Scaled Agile. Inc.
Threat modeling
►
Consider information security early when planning
►
Identify potential security threats and attack vectors
►
Architect to address security concerns
►
Capture security requirements as nonfunctional requirements (NFRs)
3-30
© Scaled Agile. Inc.
Workbook
69
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© Scaled Agile, Inc.
Duration
Self-assessment: Architect
►
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1
min
1. Sit
Architecture is monolithic and fragile; it is
difficult to change and involves managing
complex dependencies across many components
and systems.
2. Crawl
Architecture is predominantly monolithic, but
some applications/systems are loosely coupled.
3. Walk
Architecture is mostly decoupled but doesn't
allow Release on Demand.
4. Run
Architecture is aligned around value delivery
with few dependencies across components
and systems.
5. Fly
Architecture is built for Release on Demand
and operability.
3-31
© Scaled Agile. Inc.
3.4 Synthesize and communicate a
Solution Vision
3-32
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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© Scaled Agile, Inc.
Synthesize
► Purpose: Distill insights gained
through Continuous Exploration
into a cohesive Solution Vision
that will align ARTs and teams.
5
4
3
► Practices:
—
Solution Vision
—
Feature writing
—
Behavior-driven development
(BDD)
—
Economic prioritization
—
PI Planning
2
1
3-33
© Scaled Agile. Inc.
Solution Vision
Solution Vision
► Describes the future state of
the Solution
► Aligns the organization toward a
common goal
► Is aspirational yet achievable
► Is elaborated in purpose statements,
For:
Solution Intent, and backlogs
Who:
Our product:
Variable
Fixed
NFRs
That:
Unlike:
Purpose
Backlogs
3-34
© Scaled Agile. Inc.
Workbook
Solution Intent
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© Scaled Agile, Inc.
Feature writing
►
Define Features in the ART Backlog in
preparation for PI Planning
►
Include a benefit hypothesis and clear
acceptance criteria
►
Include nonfunctional requirements
(NFRs) based on operational constraints
►
Size each Feature to fit within one PI
►
Include just enough detail to inform
Solution design and implementation
WSJF
NFRs
ART Backlog
3-35
© Scaled Agile. Inc.
Behavior-driven development
►
BDD is a test-first approach to writing requirements
►
Acceptance criteria are written in the following structure
Given [a specific initial condition]
When [a specific action occurs]
Then [a specific result is expected]
►
BDD permits building executable specifications
►
Acceptance criteria become acceptance tests
3-36
© Scaled Agile. Inc.
Workbook
72
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© Scaled Agile, Inc.
Economic prioritization
► In the CDP, job sequencing is the key to economic outcomes.
► Give preference to jobs with shorter duration and higher cost of delay using
weighted shortest job first (WSJF)
► WSJF:
– Provides a way of understanding the cost of delay
– Focused on items that provide the best cost
of delay reduction in the shortest time
WSJF =
Cost of delay
Job duration
(Job size)
3-37
© Scaled Agile. Inc.
PI Planning
Planning Interval (PI) Planning is a cadence-based event that serves as the
heartbeat of the Agile Release Train (ART), aligning all teams on the ART to
a shared mission and Vision.
►
Two days every 8 – 12 weeks (10 weeks is typical)
►
Everyone plans together
►
Product Management owns Feature priorities
►
Development teams own Story planning and high-level estimates
►
System Architect and UX work as intermediaries for governance, interfaces,
and dependencies
3-38
© Scaled Agile. Inc.
Workbook
73
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© Scaled Agile, Inc.
Duration
Self-assessment: Synthesize
►
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1. Sit
The ART Backlog does not exist or is not shared.
2. Crawl
The ART Backlog exists, but the Features are
incomplete. Prioritization is an afterthought.
3. Walk
The ART Backlog contains fully defined Features
but are not prioritized using WSJF.
4. Run
Features in the ART Backlog are complete,
prioritized using WSJF, and calibrated to the
delivery capacity of the ART.
5. Fly
The ART Backlog is a collection of minimum
marketable features created using BDD and
prioritized using WSJF.
5
4
3
2
1
min
1
3-39
© Scaled Agile. Inc.
Activity: Apply Continuous Exploration to
your Value Stream
Prepare
Share
15
5
min
min
► Step 1: With your group, identify the practices in this
lesson that would improve the flow in your Value
Stream from idea capture to ready-to-code. Capture the
practices on stars.
► Step 2: Build the Future State Value Stream by reusing,
reordering, and replacing steps from the Current State
Value Stream, as necessary.
► Step 3: Place the stars on the steps the practices
would enable.
► Step 4: Provide new Active Time, Flow Time, Activity
Ration, and %C&A for each step and add them to
Region 3 of the DevOps Transformation Canvas.
Receive and
Prioritize
Design and
Architect
ART Triad
Design CoP
AT = 1d
AT= 2d
%C&A = 100%
%C&A = 100%
► Step 5: Be prepared to share with the class
3-40
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Lesson review
In this lesson, you learned how to:
► Create a Solution hypothesis
► Summarize how to collaborate and research Solution ideas
► Define how to architect the Solution for continuous delivery
► Demonstrate how to synthesize Solution ideas into ART Backlog Features
3-41
© Scaled Agile. Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► “Continuous Exploration”
https://scaledagileframework.com
/continuous-exploration/
► “Solution”
https://scaledagileframework.com
/solution/
► “Features and Capabilities”
https://scaledagileframework.com
/features-and-capabilities/
► “Lean UX”
https://scaledagileframework.com
/lean-ux/
3-42
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Continue your SAFe journey with the following resources:
Download and share the “DevOps Health
Radar Assessment” with your team to
determine where your organization is on
the Radar.
Watch this five-minute video, An Overview of
WSJF, to learn more about using Weighted
Shortest Job First, or WSJF, as a model for
prioritizing jobs.
https://bit.ly/Excel-DevOpsHealthRadar
https://bit.ly/Video-WSJFOverview
Watch the three-minute video, Introduction to
PI Planning: A Quick Overview, for a concise
overview of the PI Planning process.
https://bit.ly/Video-StudioPIPlanningOverview
3-43
©©Scaled
Scaled Agile.
Agile, Inc.
References
Humble, Jez. “Continuous Delivery in Agile.” Vimeo. Agile Alliance, August 29, 2023.
https://www.agilealliance.org/resources/videos/continuous-delivery-in-agile
Ries, Eric. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically
Successful Businesses. New York: Currency, 2011. Kindle Edition.
3-44
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
Workbook
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© Scaled Agile, Inc.
Lesson 4
Building Quality In with
Continuous Integration
SAFe® Course - Attending this course gives learners access
to the SAFe DevOps Practitioner exam and related
preparation materials
© Scaled Agile. Inc.
Lesson Topics
4.1 Develop the Solution
4.2 Build continuously
4.3 Test end-to-end
4.4 Validate on a
staging environment
2
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Learning objectives
At the end of this lesson, you should be able to:
► Explain how to develop the Solution
► Summarize how to build continuously
► Plan how to test end-to-end
► Summarize how to stage the Solution for deployment
4-3
© Scaled Agile. Inc.
Terrific Transport Corporation
The story of Deb and Hops
Episode 3 – Continuous Integration Problems
4-4
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
The Dev Team creates separate code branches
and works late evenings and long weekends to
implement all requested Features.
After several weeks, and under pressure
to finish all Features within the deadline,
the team skips unit testing and attempts
to merge both branches into the mainline.
4-5
© Scaled Agile. Inc.
Developing on multiple, long-lived branches
causes significant code drift, merge conflicts,
and test failures.
Deb has to tell
Mel that delivery
is stalled.
4-6
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Prepare
Discussion: Continuous Integration problems
Share
5
5
min
min
► Step 1: Individually review the episode in your workbook
► Step 2: With your group, discuss common challenges you see with the code
integration and testing
► Step 3: Be prepared to share with the class
4-7
© Scaled Agile. Inc.
Continuous Integration
Continuous Integration (CI) is an
aspect of the Continuous Delivery
Pipeline in which new functionality is
developed, tested, integrated, and
validated in preparation for
deployment and release.
1
2
3
4
5
4-8
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
4.1 Develop the Solution
4-9
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Develop
►
Purpose: Apply Agile Team and
technical practices to implement
high-quality code quickly
►
Practices:
–
Feature splitting
–
Basic Agile quality practices
–
Version control
–
Test-driven development (TDD)
–
Application telemetry
–
Threat modeling (see Architect)
4-10
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Feature splitting
Split Features into Stories that can be implemented quickly using these common patterns:
► Workflow steps
► Data methods
► Business rule variations
► Deferred system qualities
► Major effort
► Operations
► Simple/complex
► Use-case scenarios
► Variations in data
► Break out a spike
Reference: Leffingwell, Agile Software Requirements
4-11
© Scaled Agile. Inc.
Basic Agile quality practices
►
Any Agile Team can leverage
these to accelerate
development of any product:
Impact
Late discovery
– Shift learning left
– Pairing and peer review
– Collective ownership
– Definition of done
Problem
occurred
Shift left
Problem
discovered
Impact
– Workflow automation
Problem
occurred
4-12
© Scaled Agile. Inc.
Workbook
Problem
discovered
83
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© Scaled Agile, Inc.
Version control
► Maintain all Solution assets (requirements, code, infrastructure configurations,
tests, test data, and policies) under version control
► Establish clear check-in and check-out procedures
► Use version control to improve compliance traceability
4-13
© Scaled Agile. Inc.
Test-driven development (TDD)
1. Write a
test
2. Run all
tests and
observe
failure
5. Refactor
as necessary
4. Run all
tests and
observe pass
3. Write code
to pass tests
4-14
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Application telemetry
► Collects runtime data about user-facing parts of the Solution
► Enables faster identification of production issues
► Captures information that will be used to evaluate the hypothesis
► Must be built in at development time and traces to leading and
lagging indicators
4-15
© Scaled Agile. Inc.
Duration
Self-assessment: Develop
►
►
1
min
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
1. Sit
The Team Backlog does not exist or is not used
to manage daily work.
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
2. Crawl
Stories are either incomplete or too verbose; unit
tests are generally not written; peer reviews are
not conducted.
3. Walk
Stories are complete; most changes have unit
tests; peer reviews are usually conducted.
4. Run
Code is checked in daily; unit test coverage
is 80% or more; peer reviews are always
conducted.
5. Fly
Code is checked in multiple times per day; tests
are written before code (TDD); pair work and
other Built-in Quality practices are the norm.
4-16
© Scaled Agile. Inc.
Workbook
85
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© Scaled Agile, Inc.
4.2 Build continuously
4-17
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Build activity
►
Purpose: Merge changes into the
codebase, test the Solution for
Built-in Quality, and package
deployment artifacts
►
Practices:
–
Continuous code integration
–
Build and test automation
–
Trunk-based development
–
Gated commit
–
Application security
4-18
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Continuous code integration
Develop
Commit
Build
VC
Package
App
Test
End-to-End
Package
test
Test
Stage
Live
Idle
Deploy
Idle
Live
4-19
© Scaled Agile. Inc.
Build and test automation
►
Build often, preferably on every commit
►
Run unit tests as part of the build
►
Run static code analysis as part of
the build
►
Visualize and monitor the build and
test process
►
Report failures immediately
►
Address broken builds as the highest priority
Test
4-20
© Scaled Agile. Inc.
Workbook
Build
87
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© Scaled Agile, Inc.
Trunk-based development
►
Manage one
trunk for
all teams
►
Merge every
commit to main
►
Avoid long-lived
and multiple
open branches
Full system
integration at
least once per
iteration
System
Team
Agile
Team 1
System
demo
Story
Check out most
functionality
Check newest
changes back in
Trunk
Check in
each story
Story
Always current
trunk increases
velocity
Agile Team 2
4-21
© Scaled Agile. Inc.
Gated commit
► Ensures that broken code doesn’t
block developers or the pipeline
► Commits only changes that have
Build
passed all build and quality checks
to the repository
► Sends immediate feedback when
code has been rejected
Code
Repository
Test
4-22
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Application security
► Apply tools to automatically identify security vulnerabilities in the code during
the build process
► Assess open-source libraries continuously for known vulnerabilities to identify
risks during development or build processes
4-23
© Scaled Agile. Inc.
Duration
Self-assessment: Build
1
min
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
1. Sit
Builds are run fewer than once per Iteration or are
completely manual.
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
2. Crawl
Builds are run once per Iteration and are partially
automated; dev branches are open for a month or
more and builds break often.
3. Walk
Automated builds run once a day; broken builds
are corrected in two to four hours; manual unit
tests are run against each build; dev branches are
open for two to four weeks.
4. Run
Builds run automatically upon code commit;
broken builds are corrected within one hour;
automated unit tests are run against each build;
dev branches are merged to trunk every commit.
5. Fly
Builds run on every commit; builds include static
code analysis and security testing; gated commits
prevent defects from entering version control; dev
branches are merged to trunk on every commit.
4-24
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
4.3 Test end-to-end
4-25
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Test End-to-End
►
Purpose: Validate the Solution
against acceptance criteria in a
production-like environment
►
Practices:
–
Congruence between test and
production environments
–
Test automation
–
Test data management
–
Service virtualization
–
Nonfunctional requirements
(NFRs)
4-26
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Congruence between test and production environments
► Ensure test environments match production as much
as possible
► Maintain all configuration changes under version control
► Invest in production-grade systems and data for more
accurate testing
► Reduce complexity and cost with service virtualization
4-27
© Scaled Agile. Inc.
Test automation
► Functional testing
Automated
and manual
► Integration testing
Guide development
► Performance testing
► Security testing
► Penetration testing
►
Exploratory testing
(typically not automated)
Manual and
automated
• A/B tests
• Story tests
(written first)
• UX (User
Experience)
• Prototypes
• Simulations
• Exploratory testing
• Workflows
• System integration
(business oriented)
• Usability testing
• UAT (User
Acceptance Testing)
• Unit tests
• Component tests
(code level)
• Testing connectivity
• Performance testing
• Load testing
• Security testing
• Quality Attributes
(-ilities)
Automated
Technology facing
Critique the product
► Regression testing
Business facing
Automated
and tools
Source: Crispin and Gregory, More Agile Testing
4-28
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Test data management
►
Use production-grade data for all
types of tests
►
Synchronize data frequently
between production and
test environments
►
Store test data in version control
►
Carefully manage data privacy
and security
Test
Production
4-29
© Scaled Agile. Inc.
Service virtualization
►
Test environments that mimic production systems
►
System behavior is recorded and played back
►
Configurations are maintained in version control
Production
Virtual environments
4-30
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
NFRs
►
►
►
NFRs are system qualities
that support end-user
functionality and
system goals
NFRs
NFRs are constraints on
the backlog, not backlog
items themselves
Audit and control
Efficiency
Supportability
Reliability
Include NFR validation in
acceptance criteria
Robustness
Backup
Scalability
Usability
Testability
Deployment
Certification
Availability
4-31
© Scaled Agile. Inc.
Duration
Self-assessment: Test End-to-End
1
min
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
1. Sit
Testing is performed manually in environments
that do not mimic production; testing occurs in
large batches during a scheduled testing phase.
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
2. Crawl
Testing is mostly manual in non-production-like
environments; Stories are implemented and
tested separately.
3. Walk
Half the testing is automated and performed in
production-like or production-simulated
environments.
4. Run
The majority of tests are automated and run in
production-like environments; Stories are
integrated and fully tested every Iteration.
5. Fly
Successful builds trigger automatic deployment
to production-like test environments; all tests are
automated; tests run in parallel, and changes are
fully validated after every commit.
4-32
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
4.4 Validate on a staging environment
4-33
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Stage
►
Purpose: Determine
deployment readiness in a
production-like environment
►
Practices:
– Maintain a staging environment
– Blue/green deployment
– System Demo
4-34
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Maintain a staging environment
►
Maintain a staging environment to prepare
for moving to production
►
Deploy to staging at least every Iteration
and run System Demos from there
►
Ideally, deploy to staging automatically
after all builds and end-to-end tests
have passed
4-35
© Scaled Agile. Inc.
Blue/green deployment
►
Involves two identical environments: idle
and live
►
New functionality is deployed to the idle
environment continuously
►
Live
environment
At release time, the idle environment goes
live, and the previously live environment
goes idle
►
If issues arise, the configuration is
reversed, restoring the previously active
environment
►
Switching between environments is
typically done by redirecting traffic at the
load balancer
Idle
environment
Deploy
Idle
environment
Live
environment
Reference: Chandrashekar and Singh, “Blue/Green Deployment on AWS”
4-36
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
System Demo
►
Demo working, integrated
functionality every two weeks
►
Show new Features
working together with
existing functionality
►
Demo from a staging
environment that
resembles production
►
Full system
System
Team
Receive feedback from
ART stakeholders
4-37
© Scaled Agile. Inc.
Duration
Self-assessment: Stage
►
►
1
min
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
1. Sit
No staging environment exists, or we use a test
environment for staging.
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
2. Crawl
Features are deployed manually to a staging
environment once every PI.
3. Walk
Features are deployed to a staging environment
once per month and demonstrated to
Product Management.
4. Run
Features and infrastructure are auto-deployed to
a staging environment every Iteration and
accepted by Product Management.
5. Fly
Features, changes, and infrastructure are autodeployed to a staging environment, validated,
and immediately proceed to deployment.
4-38
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Activity: Apply Continuous Integration to your
Value Stream
Prepare
Share
15
5
min
min
► Step 1: With your group, identify the practices in this
lesson that would improve flow in your Value Stream
between ready-to-code and ready-to-deploy (or
equivalent). Capture the practices on stars.
► Step 2: Begin building the Future State Value
Stream by reusing, reordering, and replacing steps
from the Current State Value Stream, as necessary.
► Step 3: Place the stars on the steps the practices
would enable.
► Step 4: Provide new Active Time, Flow Time, Activity
Ration, and %C&A for each step and add them to
Region 3 of the DevOps Transformation Canvas.
Develop and
Component
Test
Integrate and
Acceptance
Test
Agile Dev Team
Agile Dev Team
AT = 2d
AT = 3d
%C&A = 90%
%C&A = 90%
► Step 5: Be prepared to share with the class.
4-39
© Scaled Agile. Inc.
Lesson review
In this lesson, you learned how to:
► Explain how to develop the Solution
► Summarize how to build continuously
► Plan how to test end-to-end
► Summarize how to stage the Solution for deployment
4-40
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► “Continuous Integration”
https://scaledagileframework.com
/continuous-integration/
► “Built-In Quality”
https://scaledagileframework.com
/built-In-quality/
► “Story”
https://scaledagileframework.com
/story/
► “Nonfunctional Requirements”
https://scaledagileframework.com
/nonfunctional-requirements/
4-41
© Scaled Agile. Inc.
Continue your SAFe journey with the following resources:
Watch this video, Quick Tips: The System Demo, to
learn more about this critical SAFe event and tips
and tricks for a successful System Demo.
Watch this 12-video playlist, Agile Software
Engineering, for an overview of this topic and to
learn more about how it results in more sustainable
delivery of business value by enabling small
releases to get Customer feedback.
https://bit.ly/Video-CoachingTipsSystemDemo
https://bit.ly/Playlist-SoftwareEngineering
Watch this two-video playlist, Stories, to learn more
about what Stories are and how to write them
effectively.
Download and share the “SAFe Story Writing and
Splitting Guide” to help you and your team write
and split Stories.
https://bit.ly/Video-StoriesPlaylist
https://bit.ly/Community-StoryWritingGuide
4-42
©©Scaled
Scaled Agile.
Agile, Inc.
Workbook
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© Scaled Agile, Inc.
References
Chandrashekar, Kirankumar and Shivansh Singh. “Blue/Green Deployment on AWS.” Amazon. July 2023.
https://aws.amazon.com/quickstart/architecture/blue-green-deployment.
Crispin, Lisa and Janet Gregory. More Agile Testing: Learning Journeys for the Whole Team. New Jersey:
Pearson, 2014.
Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and
the Enterprise. Addison-Wesley, 2011.
4-43
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
Workbook
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© Scaled Agile, Inc.
Lesson 5
Reducing Time-to-Market with
Continuous Deployment
SAFe® Course - Attending this course gives learners access
to the SAFe DevOps Practitioner exam and related
preparation materials.
© Scaled Agile. Inc.
Lesson topics
5.1 Deploy to production
5.2 Verify the Solution
5.3 Monitor the Solution
5.4 Respond to incidents
2
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Learning objectives
At the end of this lesson, you should be able to:
► Summarize how to deploy to production
► Explain how to verify the Solution
► Plan how to monitor the health of the Solution
► Explain how to respond and recover
5-3
© Scaled Agile. Inc.
Terrific Transport Corporation
The story of Deb and Hops
Episode 4 – Deployment Gone Wrong
5-4
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
After months of coding and fixing, Deb and her team are
finally ready to deploy their next-generation controller
Features for the autonomous delivery vehicle.
Deb wishes the next step was easier.
Deployments at TTC are stressful
for everyone.
• Deployment steps are in a 150–page
document and are executed manually
• Production environments don't match testing
and staging environments
• Roles and responsibilities are unclear
Something always breaks.
5-5
© Scaled Agile. Inc.
Our quality practices are error prone.
• Solutions aren’t designed for
scalability or reliability
• There are always vulnerabilities
and defects in the code
• Rolling back is painful
x
5-6
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Prepare
Activity: What would you do?
5
min
Share
5
min
► Step 1: Individually, review the episode in
your workbook
► Step 2: Imagine you are Deb or Hops and
brainstorm at least three steps you could take
to improve this situation and record them in
your workbook
► Step 3: Be prepared to share with the class
5-7
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Activity: What would you do?
Imagine you are Deb or Hops and brainstorm at least three steps you could take to
improve this situation and record them here:
Workbook
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© Scaled Agile, Inc.
Continuous Deployment
Continuous Deployment (CD) is
an aspect of the Continuous
Delivery Pipeline that automates
the migration of new functionality
from a staging environment to
production, where it is made
available for release.
1
2
3
4
5
5-8
© Scaled Agile. Inc.
5.1 Deploy to production
5-9
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
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© Scaled Agile, Inc.
Deploy
►
Purpose: Migrate functionality to
production with high frequency and
low risk
►
Practices:
— Dark launches
— Feature toggles
— Infrastructure as code
— Deployment automation
— Self-service deployment
— Selective deployment
— Version control (see Build)
— Blue/green deployment (see Stage)
5-10
© Scaled Agile. Inc.
Dark launches
►
►
►
Allows new functionality to be
deployed to production without
being exposed to end users
Feature
Feature
Helps separate deployment
from release
Feature
Feature
Enables testing and monitoring
system behavior in the production
environment before exposing new
functionality to users
Feature
Feature
Feature
Feature
Feature
Feature
Feature
5-11
© Scaled Agile. Inc.
Workbook
Feature
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© Scaled Agile, Inc.
Feature toggles
► Simple logic in the code that dynamically enables
and disables functionality
► Enable separation of deploy and release
► Enable rapid rollback of problem Features
► Should be tested in both on and off-position
Be careful of toggle overload and testing complexity.
5-12
© Scaled Agile. Inc.
Infrastructure as code
►
Automates environment setup
and teardown
►
Manages all infrastructure
assets and configurations in
version control
►
Accelerates and de-risks
deployment by provisioning gold
copy environments on demand
►
Enables infrastructure to always be
in a deployable state
5-13
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Deployment automation
►
Automates the migration of changes into production environments
►
Stores all environment information and package information in version control
►
Increases deployment speed and reliability
Staging
Production
5-14
© Scaled Agile. Inc.
Self-service deployment
►
Enables Agile Teams to deploy their changes to production safely
►
Is sometimes called push-button deployment
►
Often provides complete automation from code commit to production
deployment
►
Can be done in compliance with change management controls
Deploy
5-15
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Selective deployment
►
Enables deployment to select
production targets or environments,
such as:
— Servers
— Data centers
— Geographic regions
►
Enables more flexible and
sophisticated release strategies
5-16
© Scaled Agile. Inc.
Duration
Self-assessment: Deploy
►
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1. Sit
Features are deployed to production every 3+ months;
deployments are manual and painful; deployed
implies released.
2. Crawl
Features are deployed to production at PI boundaries;
deployments are mostly manual; deployed implies
released.
3. Walk
Features are deployed to production every Iteration;
deployments are mostly automated; some Features can
be deployed without being released.
4. Run
Features are deployed to production every Iteration
and fully automated through the pipeline; dark releases
are common.
5. Fly
Features are deployed continuously throughout each
Iteration; Dev teams initiate deployments directly via
pipeline tools; release is completely decoupled from
deployment; dark releases are the norm.
5-17
© Scaled Agile. Inc.
Workbook
1
min
110
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© Scaled Agile, Inc.
5.2 Verify the Solution
5-18
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Verify
►
Purpose: Ensure that the
Solution functions as expected
in production before it is
released to end users
►
Practices:
— Production testing
— Test automation (see Build)
— Test data management
(see Test End-to-End)
— Nonfunctional requirements
(see Test End-to-End)
5-19
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Production testing
► Verify and validate the Solution in
the environment it will be used in
► Smoke testing and sanity-checking
are common forms
► Comprehensive functional testing
in production requires higher
DevOps maturity
► Simulate end-user behavior with
synthetic transactions
5-20
© Scaled Agile. Inc.
Duration
Self-assessment: Verify
►
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1. Sit
Deployments are not verified in production before being
released to end users.
2. Crawl
Deployments are verified with manual smoke tests and/or
user acceptance testing (UAT); we address deployment
issues within a stated grace/triage/warranty period; we
often correct issues directly in production.
3. Walk
Deployments are verified with manual tests prior to
releasing to end users; rolling back is painful or
impossible; we do not make changes directly
in production.
4. Run
Deployments are verified using automated smoke tests,
synthetic transactions, and penetration tests prior to
release; we can easily roll back or fix forward to recover
from failed deployments.
5. Fly
Automated production tests run on an ongoing basis and
feed monitoring systems; failed deployments can be
rolled back instantly or fixed forward through the
entire pipeline.
5-21
© Scaled Agile. Inc.
Workbook
1
min
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© Scaled Agile, Inc.
5.3 Monitor the Solution
5-22
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Monitor
►
Purpose: Ensure that the Solution
is observable in production before
it is released to end users
►
Practices:
— Full-stack telemetry
— Visual displays
— Federated monitoring
— Artificial Intelligence for IT
Operations (AIOps)
5-23
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Full-stack telemetry
► Gather data from all systems
that comprise the Solution:
— Front-end usage data, page
analytics, and exceptions
— Back-end fetches, access requests,
and exceptions
— Infrastructure utilization, thresholds,
and exceptions
— Data tied to OKRs, KPIs,
Flow Metrics, and
hypothesis measurements
5-24
© Scaled Agile. Inc.
Visual displays
► Make telemetry visible, consumable,
and usable
► Place big visible information radiators
(BVIR) in prominent locations
► Emphasize data linked to the hypothesis
► Examples:
- Time since last outage
- Page response times
- Usage analytics
- Resource/compute utilization
5-25
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Federated monitoring
► Aggregates data from multiple
systems into focused dashboards
Federated Monitoring
► Monitors the health of the
Solution’s entire operating
environment
Front end
Network
► Often provides event and
transaction traceability through the
entire stack (from glass to metal)
Infrastructure
5-26
© Scaled Agile. Inc.
AIOps
►
►
DevOps monitoring produces a flurry
of data, events, and alerts
AIOps adds capabilities that:
- Aggregate, correlate, and analyze events
- Separate meaningful events from the noise
- Identify and predict root causes of issues
- Significantly reduce mean time to
restore (MTTR)
5-27
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Duration
Self-assessment: Monitor
►
Step 1: Individually, read the table and
think about where your organization or 1. Sit
group is for this activity on the radar
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1
min
No Feature-level production monitoring exists; only
infrastructure monitoring is in place.
Features only log faults and exceptions; analyzing
2. Crawl events involves manually correlating logs from
multiple systems.
3. Walk
Features log faults, user activity, and other events; data
is analyzed manually to investigate incidents and
measure business value of Features.
4. Run
Full-stack monitoring is in place; events can be
correlated throughout the architecture; data is presented
through system-specific dashboards.
5. Fly
Federated monitoring platform provides one-stop access
to full-stack insights; data is used to gauge system
performance and business value.
5-28
© Scaled Agile. Inc.
5.4 Respond to incidents
5-29
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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© Scaled Agile, Inc.
Respond
►
Purpose: Ensure that production
issues can quickly be detected and
fixed with minimal impact
on Customers
►
Practices:
— Chaos engineering
— Proactive detection
— Cross-team collaboration
— Rollback and fix forward
— Session replay
— Immutable infrastructure
— Version control (see Build)
5-30
© Scaled Agile. Inc.
Chaos engineering
► Breaks systems deliberately to identify and learn
from weaknesses
► Issues random failures and anomalies to simulate
real-world events
► Builds detailed knowledge of the complete
Solution ecosystem
► Builds resiliency to catastrophic failures
► Inspired by chaos theory
5-31
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Duration
Discussion: Chaos engineering
5
min
► Step 1: Individually, think about the description of chaos
engineering and how it applies to your context
► Step 2: As a class, discuss the following:
– Does your organization practice chaos engineering?
– Would your systems survive a major cloud or data center failure?
– How can an organization get started applying chaos engineering?
5-32
© Scaled Agile. Inc.
Proactive detection
► Detect issues before Customers do
► Invest in full-stack monitoring to identify
anomalies before they become issues
► Proactively scan for issues and practice
recovery procedures
► Coordinate DR simulation events with Failure
Mode Effects Analysis (FMEA)
5-33
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Cross-team collaboration
► Responding to production issues is a crossfunctional responsibility
► Developers should be able to support their
code in production
► Teams across the Value Stream should
work together to detect, resolve, and learn
from incidents
5-34
© Scaled Agile. Inc.
Rollback and fix forward
► Rolling back removes production issues by
restoring the production environment to a
previous, stable state
► Fixing forward resolves production issues by
deploying fixes to the production environment
► Each must be done quickly to minimize service
disruption and MTTR
► Each is performed via the pipeline, not directly
against production systems
5-35
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Session replay
► Records Customer sessions and replays them on demand
► Aids in reproducing, analyzing, and fixing production issues
► Can be performed in production, testing, and development environments
► Requires careful attention to data security, privacy, and retention policies
5-36
© Scaled Agile. Inc.
Immutable infrastructure
Production
► Prohibits changes from being made
directly on production systems
► Forces all changes to be deployed
through the Continuous Delivery
Pipeline
► Minimizes configuration drift
between production and nonproduction environments
Change
© Scaled Agile. Inc.
Workbook
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5-37
© Scaled Agile, Inc.
Duration
Self-assessment: Respond
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1. Sit
1
min
Customers find issues before we do; resolving highpriority issues is time-consuming and reactive; Customers
have low confidence in our ability to recover from
production issues.
Operations owns production issues; Development
2. Crawl involvement requires significant escalation; teams blame
each other in times of crisis.
3. Walk
Development and Operations collectively own the incident
resolution process; recovering from major incidents is
reactive but a team effort.
4. Run
Our monitoring systems detect most issues before our
Customers do; Dev and Ops work proactively to recover
from major incidents.
5. Fly
Our monitoring systems alert us to dangerous conditions
based on carefully designed tolerance thresholds;
developers are responsible for supporting their code and
proactively issuing fixes through the pipeline before users
are affected.
5-38
© Scaled Agile. Inc.
Activity: Apply Continuous Deployment to
your Value Stream
Prepare
15
min
Share
5
min
► Step 1: With your group, identify the practices in this
lesson that would improve the flow in your Value
Stream from ready-to-deploy to ready-to-release (or
equivalent). Capture the practices on stars.
► Step 2: Build the Future State Value Stream by reusing,
reordering, and replacing steps from the Current State
Value Stream, as necessary.
► Step 3: Place the stars on the steps the practices
would enable.
► Step 4: Provide new Active Time, Flow Time, Activity
Ration, and %C&A for each step and add them to
Region 3 of the DevOps Transformation Canvas.
Deploy and
Validate
Agile Dev Team
AT = 2d
%C&A = 90%
► Step 5: Be prepared to share with the class.
5-39
© Scaled Agile. Inc.
Workbook
121
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© Scaled Agile, Inc.
Lesson review
In this lesson, you learned how to:
► Summarize how to deploy to production
► Explain how to verify the Solution
► Plan how to monitor the health of the Solution
► Explain how to respond and recover
5-40
© Scaled Agile. Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
►
“Continuous Deployment”
https://scaledagileframework.com
/continuous-deployment/
►
“DevOps Practice Domains”
https://scaledagileframework.com
/devops-practice-domains/
5-41
© Scaled Agile. Inc.
Workbook
122
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© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
Workbook
123
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© Scaled Agile, Inc.
Lesson 6
Delivering Business Value
with Release on Demand
SAFe® Course - Attending this course gives learners access
to the SAFe DevOps Practitioner exam and related
preparation materials.
© Scaled Agile. Inc.
Lesson topics
6.1 Release Value to
Customers
6.2 Stabilize the Solution
6.3 Measure the business
value
6.4 Learn and improve
2
© Scaled Agile. Inc.
Workbook
124
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© Scaled Agile, Inc.
Learning objectives
At the end of this lesson, you should be able to:
► Explain how to Release value to Customers
► Summarize how to stabilize the Solution
► Explain how to measure the business value
► Summarize how to learn from feedback and relentlessly improve
6-3
© Scaled Agile. Inc.
Terrific Transport Corporation
The story of Deb and Hops
Episode 5 – Sink or Swim
6-4
© Scaled Agile. Inc.
Workbook
125
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© Scaled Agile, Inc.
This isn’t right; aquatic vehicles are sinking!
A field tester reported that the new buoyancy control
logic is failing. Overnight, Deb prepares an emergency
patch for Hops to push directly to the vehicles.
There is
no time for
testing!
6-5
© Scaled Agile. Inc.
Soon after patching Hops receives an alert.
All TTC’s Autonomous
vehicles have shut down!
After hours of troubleshooting, his team
discovered that deploying the emergency
patch inadvertently disabled the central
navigation system!
6-6
© Scaled Agile. Inc.
Workbook
126
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© Scaled Agile, Inc.
The Dev and Ops teams are now
trying to figure out:
•
•
•
•
What to tell Business Owners?
How to bring vehicles back online?
Who is going to do the work?
Who is responsible?
6-7
© Scaled Agile. Inc.
Prepare
Discussion: Analyze TTC’s failure
5
min
Share
5
min
► Step 1: Individually, review the episode in
your workbook
► Step 2: With your group, answer the following
questions:
–
What could Deb have done differently?
–
What could Hops have done differently?
–
Who is at fault for the buoyancy control
logic failure?
–
Who is at fault for the complete system failure?
► Step 3: Be prepared to share with the class
6-8
© Scaled Agile. Inc.
Workbook
127
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© Scaled Agile, Inc.
Release on Demand
Release on Demand is an aspect of
the Continuous Delivery Pipeline that
releases new functionality
immediately or incrementally based
on business and Customer needs.
5
4
3
2
1
6-9
© Scaled Agile. Inc.
6.1 Release Value to Customers
6-10
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
128
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© Scaled Agile, Inc.
Release
►
Purpose: Make the Solution
available to end users all at
once or incrementally
►
Practices:
– Canary releases
– Feature toggles (see Deploy)
– Decouple release elements
(see Architect)
– Dark launches (see Deploy)
6-11
© Scaled Agile. Inc.
Canary releases
► Release the Solution to a subset of users to
minimize the impact of unforeseen issues
► Add or remove user segments based on
business decisions
► Combine with selective deployment to enable
incremental rollouts
6-12
© Scaled Agile. Inc.
Workbook
129
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© Scaled Agile, Inc.
Duration
Self-assessment: Release
►
►
1
min
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
1. Sit
Releases are tightly coupled to deployments and
Customers are extremely dissatisfied with the
frequency of releases.
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
2. Crawl
Releases are tightly coupled to deployments, but
Customers are somewhat dissatisfied with the
frequency of releases.
3. Walk
Release and deployment are coupled but both
occur continuously or on demand.
4. Run
Release is decoupled from deployment; deployed
Features are released to the end user population
based on business readiness.
5. Fly
Deployed Features can be released to individual
segments of the user population; Feature toggles
are refactored when no longer used.
5
4
3
2
1
6-13
© Scaled Agile. Inc.
6.2 Stabilize the Solution
6-14
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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© Scaled Agile, Inc.
Stabilize
►
Purpose: Assure sustainably
high levels of business continuity,
application service levels, and
data protection
►
Practices:
–
Site reliability engineering (SRE)
–
Failover/disaster recovery
–
Continuous security monitoring
–
Architect for operations
(See Architect)
–
Nonfunctional requirements
(See Test End-to-End)
6-15
© Scaled Agile. Inc.
Site reliability engineering (SRE)
Ensures Solutions are highly reliable and scalable
►
All operations activities are approached as a software concern
►
Dev and Ops share responsibility for production environment
►
SREs have development and operations expertise
►
Service Level Indicators (SLIs) and Service Level Objectives
(SLOs) are closely managed
6-16
© Scaled Agile. Inc.
Workbook
131
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© Scaled Agile, Inc.
Failover/disaster recovery
Failures will occur. Develop the ability to recover quickly.
► Disaster recovery must be planned, architected, and practiced
► Failover allows for continuous availability of service
Disaster
Recovery Site
6-17
© Scaled Agile. Inc.
Continuous security monitoring
► Detect intrusions and attacks on production services and
infrastructure (detective controls)
► Use preventive controls, such as security as code and
penetration testing, to focus on preventing known
vulnerabilities from getting into production
► Test services continuously for newly discovered and
reported vulnerabilities
6-18
© Scaled Agile. Inc.
Workbook
132
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© Scaled Agile, Inc.
Duration
Self-assessment: Stabilize
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1
min
1. Sit
We experience frequent unplanned outages
and/or security breaches with long
recovery times.
2. Crawl
We experience occasional unplanned outages
but recover within our service level agreements.
3. Walk
We have very few unplanned outages;
availability, security, and disaster recovery
measures are effective.
4. Run
We have no unplanned outages; we plan and
rehearse failure and recovery.
5. Fly
We maximize resiliency by deliberately injecting
faults into our production environment and
rehearsing recovery procedures.
5
4
3
2
1
6-19
© Scaled Agile. Inc.
6.3 Measure the business value
6-20
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
133
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© Scaled Agile, Inc.
Measure
► Purpose: Collect feedback
from production to determine
the Solution’s actual
business value
► Practices:
– Evaluate the hypothesis
– Innovation accounting
(see Hypothesize)
6-21
© Scaled Agile. Inc.
Evaluate the hypothesis
►
Analyze application telemetry to evaluate the business results of
a hypothesis
►
Measure leading and lagging indicators
►
Identify the correlation between actual business outcomes and
the hypothesis
6-22
© Scaled Agile. Inc.
Workbook
134
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© Scaled Agile, Inc.
Duration
Self-assessment: Measure
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1. Sit
We don’t define or measure the value of
Features.
2. Crawl
We’ve defined what value is but don’t know how
to measure it.
3. Walk
We capture qualitative feedback from the
business about the value of our Features.
4. Run
We capture qualitative and quantitative feedback
from the business and our monitoring systems
about the value of our Features.
5. Fly
We aggregate the quantitative and qualitative
feedback to objectively validate the original
hypothesis and inform pivot-or-persevere
decisions.
5
4
3
2
1
min
1
6-23
© Scaled Agile. Inc.
6.4 Learn and improve
6-24
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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© Scaled Agile, Inc.
Learn
►
Purpose: Apply knowledge
gained to make decisions
about how to improve the flow
of value to Customers
►
Practices:
– Lean startup (see
Hypothesize)
– Relentless Improvement
– Value Stream Mapping
6-25
© Scaled Agile. Inc.
Relentless improvement
►
Identify needed improvements
with retrospectives and
Inspect & Adapt (I&A) events
►
Focus on the biggest
bottleneck and its root causes
Transparency
Alignment
Continually optimize the
Continuous Delivery Pipeline
to improve value flow
Relentless Improvement
6-26
© Scaled Agile. Inc.
Workbook
Respect for People
►
136
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© Scaled Agile, Inc.
Value Stream Mapping
► Evaluate the
performance of
the end-to-end
Value Stream
► Re-map the current
state to identify new
flow issues
► Re-map the future
state to establish
new performance
targets
01
Analyze the
Request
02
WT =
Product
Management
WT =
4d
30d
AT = 1d
%C&A = 60%
05
WT =
12d
Prioritize
the Change
Steering
Committee
AT = 1d
03
Design
the Change
04
Implement
the Change
WT =
UI/UX
Department
WT =
Development
Team
10d
%C&A = 75%
Test the
Change
06
WT =
Testing Team
8d
AT = 2d
Integrate the
Change
Operations
Team
AT = 2d
%C&A = 60%
%C&A = 75%
AT = 3d
10d
AT = 2d
%C&A = 80%
%C&A = 50%
07
Test the
System
08
Deploy the
Change
WT =
Business
Analysts
WT =
Operations
Team
10d
AT = 4d
%C&A = 90%
8d
AT = 1d
%C&A = 75%
6-27
© Scaled Agile. Inc.
Duration
Self-assessment: Learn
►
Step 1: Individually, read the table and
think about where your organization or
group is for this activity on the radar
►
Step 2: Record your thoughts in the
matching activity area on the radar in
your workbook or DevOps Health
Radar template
1
min
1. Sit
Features are never evaluated post-release.
2. Crawl
Features are sometimes evaluated using
subjective information and/or unilateral opinions.
3. Walk
Hypotheses are evaluated using objective
measures, but actions are heavily influenced by
corporate politics.
4. Run
Hypotheses are objectively evaluated; pivot-orpersevere decisions are made without mercy
or guilt.
5. Fly
Continuous learning and experimentation are
ingrained in the DNA of the organization.
5
4
3
2
1
6-28
© Scaled Agile. Inc.
Workbook
137
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© Scaled Agile, Inc.
Activity: Apply Release on Demand to your
Value Stream
Prepare
15
min
Share
5
min
► Step 1: With your group, identify the practices in this
lesson that would improve the flow in your Value Stream
from ready-to-release and hypothesis tested. Capture the
practices on stars.
► Step 2: Build the Future State Value Stream by reusing,
reordering, and replacing steps from the Current State
Value Stream, as necessary.
► Step 3: Place the stars on the steps the practices
would enable.
Release on
Demand
► Step 4: Provide new Active Time, Flow Time, Activity
Ratio, and %C&A for each step and add them to Region 3
of the DevOps Transformation Canvas.
ART Triad
AT = 1d
%C&A = 90%
► Step 5: Be prepared to share with the class.
6-29
© Scaled Agile. Inc.
Terrific Transport Corporation
The story of Deb and Hops
Episode 5 – A Terrific Release
6-30
© Scaled Agile. Inc.
Workbook
138
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© Scaled Agile, Inc.
At last, after weeks of rework,
the autonomous aquatic vehicle fix was
successfully released!
That’s terrific!
6-31
© Scaled Agile. Inc.
Except no one researched market
demand for this capability or defined a
benefit hypothesis for the effort.
The technology is quite impressive, but
Customers don’t want it.
6-32
© Scaled Agile. Inc.
Workbook
139
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© Scaled Agile, Inc.
Prepare
Discussion: An unwanted Solution
Share
5
5
min
min
► Step 1: Individually, review the episode in your workbook
► Step 2: With your group, brainstorm ways TTC could have avoided developing
an unwanted Solution
► Step 3: Be prepared to share with the class
6-33
© Scaled Agile. Inc.
Lesson review
In this lesson, you learned how to:
► Explain how to Release value to Customers
► Summarize how to stabilize the Solution
► Explain how to measure the business value
► Summarize how to learn from feedback and relentlessly improve
6-34
© Scaled Agile. Inc.
Workbook
140
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© Scaled Agile, Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
►
“Release on Demand”
https://scaledagileframework.com
/release-on-demand/
►
“Lean-Agile Leadership”
https://scaledagileframework.com
/lean-agile-leadership/
►
“Organizational Agility”
https://scaledagileframework.com
/organizational-agility/
6-35
© Scaled Agile. Inc.
References
Wikimedia Foundation, Inc. “Site reliability engineering” Wikipedia. Updated August 21, 2023.
https://en.wikipedia.org/wiki/Site_reliability_engineering.
6-36
© Scaled Agile. Inc.
Workbook
141
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© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
Workbook
142
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© Scaled Agile, Inc.
Lesson 7
Taking Action
SAFe® Course - Attending this course gives learners
access to the SAFe DevOps Practitioner exam and related
preparation materials
© Scaled Agile. Inc.
Lesson topics
7.1 Your DevOps Action Plan
2
© Scaled Agile. Inc.
Workbook
143
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© Scaled Agile, Inc.
Learning objectives
At the end of this lesson, you should be able to:
► Utilize WSJF to prioritize a DevOps backlog
7-3
© Scaled Agile. Inc.
7.1 Your DevOps Action Plan
7-4
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
144
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© Scaled Agile, Inc.
Duration
Video: Calculating WSJF to Prioritize the
ART Backlog
6
min
https://bit.ly/Video-CalculatingWSJF
7-5
© Scaled Agile. Inc.
Prioritizing DevOps jobs with WSJF
Job sequencing is the key to improving economic outcomes in a flow system.
To calculate WSJF, we need to know two things:
►
The Cost of Delay (CoD) in delivering value
►
How long it will take to implement value
WSJF =
Cost of Delay
(relative)
Job Size
(relative)
Reference: Reinertsen, The Principles of Product Development Flow
7-6
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Example with equal CoD: Which job first?
A $$, 1 day
B $$, 3 days
C $$, 10 days
7-7
© Scaled Agile. Inc.
Example with equal duration: Which job first?
A
B
$$$, 3 days
C
$, 3 days
7-8
© Scaled Agile. Inc.
Workbook
$$, 3 days
146
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© Scaled Agile, Inc.
Duration
Activity: Prioritize your DevOps backlog
20
min
► Step 1: With your group, work to complete
a simple, four-column WSJF calculation
worksheet.
►
Step 5: Estimate the job size of the items in a
similar fashion. Assign the item with the smallest
job size a 1.
► Step 2: Copy the feasible improvement items
from your Future State Value Stream Map into
the Item column of the WSJF worksheet.
►
Step 6: Calculate WSJF for each item on
the worksheet.
►
Step 7: Document the three highest priorities in
the Critical Improvements section of Region 4 of
the DevOps Transformation Canvas.
► Step 3: Identify the item that offers the least
measurable benefit to your critical flow
properties and Value Stream Metrics. Mark this
item as 1 in the CoD column.
Item
CoD
Job size
WSJF
► Step 4: Estimate the CoD for all other items
relative to the item marked as 1.
– Use the modified Fibonacci sequence: 1, 2, 3,
5, 8, 13, 20
7-9
© Scaled Agile. Inc.
Activity: DevOps Transformation Canvas
Prepare
Share
5
15
min
min
► Step 1: With your group, identify a spokesperson to present your DevOps
Transformation Canvas. Be prepared to discuss the following:
– Your highest priority improvement items
– The impact of your improvement items on your Value Stream Metrics
► Step 2: Spokespersons, present your improvement items
► Step 3: During the presentations, review other teams’ DevOps Transformation
Canvases as they present to the class and ask questions where relevant
7-10
© Scaled Agile. Inc.
Workbook
147
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© Scaled Agile, Inc.
Terrific Transport Corporation
The story of Deb and Hops
Episode 7 – The End
7-11
© Scaled Agile. Inc.
A new path forward for TTC
Walls of confusion begin to come down as Dev, Ops,
and the Business agree to build more Alignment,
Transparency, and quality into the delivery process.
Hops clears the air.
"Deb, we need to find a way
to improve the quality of our
Solutions in production."
Deb builds empathy.
"Yes, Hops, and we need to be
able to get new ideas to market
quickly. Let's work together."
7-12
© Scaled Agile. Inc.
Workbook
148
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© Scaled Agile, Inc.
Deb’s ideas
Hops’s ideas
• BDD and TDD
• Immutable
infrastructure
• Trunk-based
development
• Application telemetry
• Application
security
• Production-like test
environments
7-13
© Scaled Agile. Inc.
Mel joins in,
“We’ll do a better job of
defining hypotheses,
researching Customer needs,
and prioritizing ideas too.”
7-14
© Scaled Agile. Inc.
Workbook
149
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© Scaled Agile, Inc.
Good luck, TTC!
See you next time!
7-15
© Scaled Agile. Inc.
Duration
Activity: DevOps Health Radar review
10
min
► Step 1: Individually, review your completed DevOps Health Radar
► Step 2: Identify two or three activities to improve
► Step 3: In your workbook, identify the improvements from “Prioritize your
DevOps backlog” that will improve these activities
7-16
© Scaled Agile. Inc.
Workbook
150
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© Scaled Agile, Inc.
DevOps Health Radar
Workbook
151
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© Scaled Agile, Inc.
Activity: DevOps Health Radar review
Identify the improvements from “Prioritize your DevOps backlog” that will improve the
activities you identified from your DevOps Health Radar and note them here:
Workbook
152
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© Scaled Agile, Inc.
Duration
Action Plan: Next steps
5
min
Individually, in your workbook, complete the following:
► Step 1: Consider your completed DevOps
Transformation Canvas.
► Step 2: What three actions can you take immediately
to put your plan into motion?
Prepare
► Step 3: Who can you work with to resolve challenges
and remove impediments?
7-17
© Scaled Agile. Inc.
Workbook
153
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© Scaled Agile, Inc.
Action Plan
Lesson 7: Next Steps
Workbook
154
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© Scaled Agile, Inc.
Lesson review
In this lesson, you learned how to:
► Utilize WSJF to prioritize a DevOps backlog
7-18
© Scaled Agile. Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► “ART and Solution Train Backlog”
https://scaledagileframework.com
/art-and-solution-train-backlogs/
► “Weighted Shortest Job First”
https://scaledagileframework.com
/wsjf/
7-19
© Scaled Agile. Inc.
Workbook
155
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© Scaled Agile, Inc.
Continue your SAFe journey with the following resources:
Join the SAFe DevOps Practitioner Community
Forum available in SAFe Studio to leverage
the power of the community and continue
your learning.
https://bit.ly/Studio-DevOpsForum
7-20
©©Scaled
Scaled Agile.
Agile, Inc.
References
Reinertsen, Donald G. The Principles of Product Development Flow: Second Generation of Lean Product
Development. Redondo Beach: Celeritas Publishing, 2009. 193–195.
7-21
© Scaled Agile. Inc.
Workbook
156
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© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
Workbook
157
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© Scaled Agile, Inc.
Lesson 8
Practicing SAFe
SAFe® Course: Attending this course gives learners access to
the SAFe DevOps Practitioner exam and related
preparation materials.
© Scaled Agile. Inc.
Duration
Video: SAFe Certification Benefits
3
min
https://bit.ly/Video-SAFeCertificationBenefits
8-2
© Scaled Agile. Inc.
Workbook
158
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
The Learning Plan is YOUR path to certification
Next Steps:
Download the workbook and access the
exam study guide and practice test
Take the Certification Exam and showcase your
Digital Badge to get recognized as a Certified SAFe
DevOps Practitioner
8-3
©©Scaled
ScaledAgile.
Agile, Inc.
Inc.
Feedback is a gift
Help us improve by
completing the Course
Feedback Survey
© Scaled Agile. Inc.
Workbook
159
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
Duration
Activity: My Learning Plan
►
7
min
Step 1: Individually, navigate to your learning plan via:
- https://safe.scaledagile.com/
►
Step 2: In your Learning Plan, navigate to and complete the course feedback
survey. The survey results will remain anonymous to the instructor.
►
Step 3: After completing the survey, review the rest of the certification prep
materials. Take special note of your exam deadline and plan your timeline to
prepare for and complete the exam!
8-5
© Scaled Agile. Inc.
Duration
Video: Welcome to SAFe Studio
3
min
https://bit.ly/Video-WelcomeSAFeStudio
8-6
© Scaled Agile. Inc.
Workbook
160
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
SAFe Studio Resources
Online Learning
Videos
Toolkits
My SAFe Events
SAFe FAQs
SAFe Assessments
SAFe Forums
8-7
© Scaled Agile. Inc.
Duration
Activity: SAFe Studio Exploration
►
7
min
Step 1: Using the sidebar navigation, explore each area of SAFe Studio to
locate the following:
- Identify a video about a SAFe event you’re curious to learn more about.
- Select an online learning of interest.
►
Step 2: Navigate to the SAFe Forum and make a post. You could introduce
yourself, ask a question from the class parking lot, or respond to a post from
another SAFe Studio user.
8-8
© Scaled Agile. Inc.
Workbook
161
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
Good luck on your
SAFe Practice
with SAFe Studio
https://safe.scaledagile.com/
© Scaled Agile. Inc.
Workbook
162
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
Workbook
163
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.
SAFe Glossary
📖
SAFe Glossary:
Visit the Scaled Agile Framework site (www.scaledagileframework.com/glossary/)
to download glossaries translated into other languages.
Workbook
164
For personal use only - Carl Rollon - Mar 14, 2024 (ID:0056T000008uiuqQAA)
© Scaled Agile, Inc.