SAFe Product Owner/
Product Manager
®
Delivering Value through
Effective PI Execution
6.0.1
Workbook
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
Welcome to the course!
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For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
Table of Contents
Privacy Notice ................................................................................10
Course Introduction ......................................................................11
Lesson 1 : Exploring Product Owner/Product Management
Roles and Responsibilities ............................................................13
Lesson 2 : Preparing for PI Planning .............................................39
Lesson 3 : Leading PI Planning .....................................................75
Lesson 4 : Executing Iterations .....................................................99
Lesson 5 : Executing the PI ..........................................................141
Lesson 6 : Practicing SAFe®..........................................................162
SAFe Glossary ..............................................................................167
Workbook
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For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Privacy Notice
Your name, company, and email address will be shared with Scaled Agile, Inc. for course fulfillment,
including testing and certification. Your information will be used in accordance with the Scaled Agile
privacy policy available at https://www.scaledagile.com/privacy-policy/.
Workbook
10
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
SAFe®
i
i g
c tio
e
e
t o g
cti
SAFe® Course - Attending this course gives learners access to the
SAFe Product Owner / Product Manager exam and related
preparation materials.
6.0.1
© Scaled Agile. Inc.
Logistics
►
Course meeting times
►
Breaks
►
Facilities
►
Technology requirements
►
Working agreements
1-2
© Scaled Agile. Inc.
Workbook
11
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Duration
cti it
cc ss t
ss
►
Step 1 a igate to the Class age in
Fe tu io
►
Step 2 elect earn then y
Classes then ro uct
ner
ro uct anager
►
Step 3 Click on the link to o nloa
the ro uct
ner
ro uct anager
Work ook
F
g
5
min
COMMUNITY
https // it.l /Studio-M Classes
1-
© Scaled Agile. Inc.
o s o ti
►
esson
loring ro uct
an
es onsi ilities
ner an
►
esson
re aring or
►
esson
ea ing
►
esson
ecuting terations
►
esson
ecuting the
►
esson
racticing
ro uct
anagement
lanning
lanning
Fe
1-
© Scaled Agile. Inc.
Workbook
oles
12
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
cti it
g
o
ct
t
►
Step 1 ntro uce yoursel to
your grou
►
Step 2 n i i ually i enti y an
mark your e erience le el on the
an
gile matri in terms o
o
i
ct
Duration
5
c
ears o
Product Owner xperience
ears o
on-Agile
xperience
ears
Agile
xperience
Experience as a Product Owner or
Product Manager
Experience with Agile, including
SAFe certifications and courses
ears o
Product Management xperience
1-
© Scaled Agile. Inc.
Lesson 1
Exploring Product Owner and Product
anage ent ole and e pon i ilitie
SAFe® Course - Attending this course gives learners access to
the SAFe Product Owner / Product Manager exam and related
preparation materials.
© Scaled Agile. Inc.
Workbook
13
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
1.1 Introducing SAFe for
Product Owners and
Product Management
1.2 The Lean-Agile Mindset
1.3 Value Streams
1.4 Responsibilities of
Product Owners and
Product Management
© Scaled Agile. Inc.
L
i go
cti
s
t the en o this lesson you shoul
►
e ine
►
ummari e the ean
►
►
e a le to
Fe as it relates to ro uct
gile
ners an
ro uct
in set or ecision making
lain alue treams an their ene it
ummari e the res onsi ilities o
ro uct
ners an
ro uct
anagement
1-
© Scaled Agile. Inc.
Workbook
anagement
14
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Duration
i
o
isto
si
ss
o t
t
5
1-
© Scaled Agile. Inc.
1.1 Introducing SAFe for Product Owners and
Product anage ent
1-1
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
15
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
1-11
© Scaled Agile. Inc.
o
ct
s
o
ct
g
ti
t
t
t
e
1-12
© Scaled Agile. Inc.
Workbook
16
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o
ct
so
s o si i it
1-1
© Scaled Agile. Inc.
o
ct
g
t
so
s o si i it
1-1
© Scaled Agile. Inc.
Workbook
17
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
1.
e ean Agi e
indset
1-1
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
c t
L
gi
i
s t
Customer
i
Step 1
Step 2
e are uncovering etter wa s o developing
so tware
doing it and helping others do it.
Step 3
Solution
(value)
hrough this wor we have come to value
over processes and tools
Precisely specify value by product
over comprehensive documentation
Identify the Value Stream for each product
over contract negotiation
Make value flow without interruptions
over following a plan
Let the Customer pull value from the producer
5
That is, while there is value in the items on the right,
we value the items on the left more.
Pursue perfection
1-1
© Scaled Agile. Inc.
Workbook
18
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
gi
i sto
i ci
s
ur highest riority is to satis y the customer through early an continuous
eli ery o alua le so t are
Welcome changing requirements e en late in e elo ment
gile rocesses harness change or the customer s com etiti e a
eli er orking so t are requently rom a cou le o
months ith a re erence or the shorter timescale
Business eo le an
the ro ect
e elo ers must
antage
eeks to a cou le o
ork together aily throughout
1-1
© Scaled Agile. Inc.
gi
i sto
i ci
s
Buil ro ects aroun moti ate in i i uals i e them the en ironment an
su ort they nee an trust them to get the o one
The most e icient an e ecti e metho o con eying in ormation to an
ithin a e elo ment team is ace to ace con ersation
Working so t are is the rimary measure o
rogress
gile rocesses romote sustaina le e elo ment The s onsors
e elo ers an users shoul e a le to maintain a constant
ace in e initely
1-1
© Scaled Agile. Inc.
Workbook
19
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
gi
i sto
i ci
s
Continuous attention to technical e cellence an goo
enhances agility
im licity
the art o ma imi ing the amount o
The est architectures requirements an
organi ing teams
t regular inter als the team re lects on ho
tunes an a usts its eha ior accor ingly
esign
ork not one
is essential
esigns emerge rom sel
to ecome more e ecti e then
1-1
© Scaled Agile. Inc.
SAFe Lean-Agile Principles
a e an econo ic iew
Appl s ste s thin ing
Assu e aria ilit
preser e options
uild incre entall with fast, integrated learning c cles
ase Milestones on o ecti e e aluation of wor ing s ste s
Ma e alue flow without interruptions
Appl cadence, s nchroni e with cross do ain planning
nloc the intrinsic
oti ation of nowledge wor ers
ecentrali e decision
a ing
Organi e around alue
1-2
© Scaled Agile. Inc.
Workbook
20
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Duration
isc ssio
► Step 1
Think a out the
i g
Fe ean
L
gi
i
s t
gile rinci les
► Step 2
iscuss ho the
Fe ean gile rinci les might im act
your ecision making as a ro uct
ner or ro uct anager
1-21
© Scaled Agile. Inc.
1.
a ue Strea s
1-22
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
21
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
t is
t
Lead Time
ri
►
►
►
r
au
e resents the series o ste s an organi ation uses to eli er a ro uct or
ser ice to a Customer
ersists or as long as Customers continue to eri e alue
Contains the systems the eo le
an materials
ho o the
ork an the lo
o in ormation
1-2
© Scaled Agile. Inc.
tio
t
s
The sequence of activities needed to deliver a product or service to
a Customer
Examples: manufacturing a product, fulfilling an e-commerce order,
admitting and treating a patient, providing a loan, or delivering a
professional service
1-2
© Scaled Agile. Inc.
Workbook
22
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o s
o
tio
uick
rate
uote
ttract
Customer
Complete
loan
application
t
tend
loan
terms
ligibility
decision and
underwriting
ward
loan
Setup
payment
terms
Loan need
epay
money
Close
loan
epayment
plus interest
Loan
rigination
System
Channels
Credit
Scoring
System
Core
anking
1-2
© Scaled Agile. Inc.
o
t
t
s
The sequence of activities needed to convert a usiness h pothesis
into a technolog -ena led product or service that delivers
Customer value
Examples: designing and developing a medical device, developing
and deplo ing a Customer elationship anagement C
s stem,
or uilding an e-commerce e site
ead ime
Define
Build
P
T
Validate
P
CT LI
Release
TIM
1-2
© Scaled Agile. Inc.
Workbook
23
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o
t
ttra t
Customer
ui
rate
uote
t
Com lete
loan
li ation
a
li i ilit
e ision an
un er ritin
ss
ot
ten
loan
terms
Setu
a ment
terms
ar
loan
tio
e a
mone
t
e ati nal Value t ea s
Close
loan
oan nee
s
e a ment
lus interest
C annels
oan
ri ination
S stem
Cre it
S orin
S stem
Core
an in
De el
i
in
ent Value t ea s
i
80 US (Atlanta and Redmond)
230 India (Bangalore and Delhi)
150 US (Chicago)
in
30 Estonia
1-2
© Scaled Agile. Inc.
t is
o tio
olution is a product, service, or s stem delivered to the Customer,
hether internal or external to the Enterprise
Each evelopment alue tream produces one or more olutions that
ena le the perational alue tream
1-2
© Scaled Agile. Inc.
Workbook
24
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
tio
t
s o
esign, anufacture, and sell energ efficient,
long haul freightliners
esign, anufacture, and sell energ efficient,
local courier ans
esign, anufacture, and operate
autono ous ehicles on select ilitar
ases
esign, anufacture, and operate
autono ous ehicles for co
ercial deli er
on pu lic streets
1-2
© Scaled Agile. Inc.
t is
gi
s
i
►
Consists o a irtual organi ation o
►
as all the ca a ilities so t are har
nee e to e ine im lement test an
►
erates
to
teams
to
in i i uals
are irm are an other assets
e loy ne system unctionality
ith the goal o achie ing continuous lo
►
ynchroni es on common ca ence
►
ligns to a common mission through the
o
alue
T Backlog
AGILE RELEASE TRAIN DELIVERS SOLUTIONS
Define
© Scaled Agile. Inc.
Workbook
Build
Validate
epeat until further notice. Pro ect chartering not
re uired.
25
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
Release
1-
© Scaled Agile, Inc.
is
u in
c oss
ro u t
t
ar
ctio
ar
o t ar
urit
o ution
AGILE RELEASE TRAIN (ART)
Cross-functional
Agile Teams
1- 1
© Scaled Agile. Inc.
t is
►
gi
cross unctional sel organi ing team o
or e er eo le that e ines uil s tests
an eli ers olution unctionality
►
ses
Fe crum or
or Team gility
►
lies Built in uality ractices or
Technical gility
►
►
Fe Team an an
eli ers alue e ery teration
Functions as the asic uil ing lock o the
Fe nter rise
1- 2
© Scaled Agile. Inc.
Workbook
e e
26
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© Scaled Agile, Inc.
so
s o si i it o t
gi
1-
© Scaled Agile. Inc.
gi
s
t os
ci t
o s
Facilitates P Planning
Supports teration execution
pro es flow
uilds high perfor ing tea s
pro es A
perfor ance
onnects with the usto er
ontri utes to the ision and
Manages and prioriti es the
ea
ac log
Supports the tea in deli ering alue
ets and applies feed ac
1-
© Scaled Agile. Inc.
Workbook
oad ap
27
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
1.
es onsi i ities of
Product Owners and Product anage ent
1-
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
o
ct
g
t
Product Management
gi
Product Owner
s i
Agile Team
Facilitates Continuous
xploration
Connects with the Customer
Continuousl evolves
product design
uides the ision
and oadmap
Contri utes to the ision
and oadmap
mplements the ision
and oadmap
Manages and prioriti es the
A
ac log
Manages and prioriti es
the eam ac log
e ines and uanti ies value
Supports the team in
delivering value
All see and appl
© Scaled Agile. Inc.
Workbook
t
eed ac
or s rom the eam ac log
uilds tests and delivers
increments o value
re uentl
Customer
28
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
1-
© Scaled Agile, Inc.
so
s o si i it
1-
© Scaled Agile. Inc.
o
cti g
it t
sto
►
no
the Customer
►
no
the stakehol ers
►
enti y the ro lem to e sol e
►
e elo
hole ro uct olutions
1-
© Scaled Agile. Inc.
Workbook
29
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o ti
ti g to t
isio
►
n erstan market orces
►
e resent the en user
►
ssist
►
ith
o
T Backlog rioriti ation
ucate the
T uring
lanning
1-
© Scaled Agile. Inc.
gi g
io iti i g
c og
NFRs
►
ui e tory creation
►
rioriti e acklog items
►
cce t tories
►
u
ort rchitectural
1-
© Scaled Agile. Inc.
Workbook
un ay
30
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o ti g t
t
i
► Balance stakehol
►
er ers ecti es
la orate tories
► Foster Built in
►
i
uality
artici ate in team an
T e ents
1- 1
© Scaled Agile. Inc.
tti g
i g
c
► Test
►
ene it hy otheses
tain ee
ack rom Customers
an stakehol ers
►
hare ee
►
ol e olution esign
ith the
T
1- 2
© Scaled Agile. Inc.
Workbook
ack
31
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o
ct
g
Product Management
t go
A T
c
o t
t
t o it
ac log
▸
▸
▸
▸
▸
Product Owner
Team
ac log
▸
▸
▸
▸
▸
▸
1-
© Scaled Agile. Inc.
r
cti it
►
►
i g
1 Indi iduall thin about the
responsibilities of the PO and how the
appl in our conte t
Connecting
with the
Customer
Supporting
the eam in
elivering alue
e prepared to share with the class
Contri uting
to the ision
and oadmap
Managing and
Prioriti ing the
eam ac log
1-
© Scaled Agile. Inc.
Workbook
5
etting and
Appl ing
Feed ac
2 On the mind map draw lines
and note specific wa s each
responsibilit applies
3
ar
s o si i iti s
For e ample ho are our ustomers and
how could ou connect with them
►
ar
32
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Activity: Applying PO responsibilities
Step 1: Individually, think about the responsibilities of the PO and how they apply
in your context
Step 2: On the mind map, draw lines and note specific ways each responsibility applies
For example: Who are your Customers and how could you connect with them?
Step 3: Be prepared to share with the class
Getting and
Applying
Feedback
Connecting
with the
Customer
You
Supporting
the Team in
Delivering Value
Contributing
to the Vision
and Roadmap
Managing and
Prioritizing the
Team Backlog
Workbook
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© Scaled Agile, Inc.
o
o tio
it ot
o s
e
elea e Train ngineer
T
tem Arc itect
tem Team
u ine
Owner
1-
© Scaled Agile. Inc.
ctio
oi gt
s o si i iti s
Duration
o s
5
n i i ually think a out the ollo ing questions an ans er them in the
ction lan in your ork ook
–
s you shi t to a ean gile in set in your ractices
things you lan to o i erently
–
o can you hel others in your organi ation think an act
ean gile in set
hat are some
ith a
– Consi er ho your organi ation is organi e What ste s coul you
take to im ro e ho the organi ation organi es aroun alue
1-
© Scaled Agile. Inc.
Workbook
34
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Action Plan
Exploring the PO/PM
roles and responsibilities
Workbook
35
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
L sso
i
n this lesson you
►
e ine
►
ummari e the ean
►
►
Fe as it relates to ro uct
laine
gile
ners an
anagement
in set or ecision making
alue treams an their ene it
ummari e the res onsi ilities o
ro uct
ners an
i t is
ro uct
anagement
1-
© Scaled Agile. Inc.
tic s s
ro uct
sso
ea these Frame ork articles to learn more a out to ics co ere in this lesson
►
Product Manage ent
https www scaledagilefra ewor co
product anage ent
►
Product Owner
https www scaledagilefra ewor co
product owner
Product
Mgmt
►
usto er entricit
https www scaledagilefra ewor co
custo er centricit
Product
Owner
1-
© Scaled Agile. Inc.
Workbook
36
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Continue your SAFe journey with the following resources:
tt
it l
log ProductOwner
tt
it l Podca t
tt
it l
oleo POPM
, The Lean-Agile
Mindset,
tt
it l
ideo eanAgileMind et
tudio ProductManager rou
1-
©©Scaled
Scaled Agile.
Agile, Inc.
Inc.
c s
gile
ani esto
ani esto or gile o t are
htt s agilemani esto org
e elo ment
1-
© Scaled Agile. Inc.
Workbook
ate
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© Scaled Agile, Inc.
Lesson 1 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 2
Preparing for PI Planning
SAFe® Course - Attending this course gives learners access to
the SAFe Product Owner / Product Manager exam and related
preparation materials.
© Scaled Agile. Inc.
Lesson Topics
2.1 PI Planning
2.2 The Solution Vision
2.3 Solution and PI Roadmaps
2.4 Customer-centric Features
2.5 ART Backlog and Kanban
© Scaled Agile. Inc.
Workbook
39
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© Scaled Agile, Inc.
earning o e i e
At the end of this lesson, you should be able to:
Summarize PI Planning
Explain the Solution Vision
Illustrate how to forecast work through Roadmaps
Plan beneficial Features
Identify how to manage the ART Backlog and Kanban
2-
© Scaled Agile. Inc.
Preparing for PI Planning
A
S nc
ART Events
Team Events
Do
Coach Sync
PO Sync
Do
Plan
Plan
Iteration
Planning
PI
Planning
Iteration
Retro
Team
Sync
Iteration
Review
Check
Backlog
Refinement
System
Demos
Check
Adjust
Inspect
and Adapt
Adjust
2-4
© Scaled Agile. Inc.
Workbook
40
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
2.1 PI Planning
2-
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
i eo
ea
PI Planning
ra elpor
e Po er of
Du at on
5
https bit l Video-Po ero PIPlanning
2-
© Scaled Agile. Inc.
Workbook
41
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
a i a Planning In er al PI
2-
© Scaled Agile. Inc.
a i PI Planning
A cadence based e ent that ser es as the heartbeat of the ART, aligning all
teams on the ART to a shared mission and Vision
► For every PI (8
12 weeks), everyone plans together:
– Two days for in-person
– Three to four days for virtual
► Product Management owns Feature priorities
► Agile Teams own Story planning and high-level estimates
► Architect and UX work as intermediaries for governance, interfaces, and dependencies
2-
© Scaled Agile. Inc.
Workbook
42
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
P
an Pro
anage en are e
en ial o PI Planning
ART
PI Objectives
Create update Vision
and Roadmaps
Team A PI
Objectives
Team B PI
Objectives
Team C PI
Objectives
Team J PI
Objectives
ART Backlog
Feature
Feature
Feature
Enabler
Feature
Feature
Feature
Sociali e the top
Features to set
e pectations or the PI Planning e ent
Product anagement
negotiates scope and
contributes to business
alue scores
eam and A
P O ectives and
A
planning oard
2-
© Scaled Agile. Inc.
e enefi
of PI Planning
Aligns de elopment to business goals with the business context, Vision,
and Team ART PI b ecti es
Identifies dependencies and fosters cross team and
cross ART collaboration
Establishes personal communication across all team members
and stakeholders
Pro ides the opportunity for ust the right amount of architecture and ean
ser Experience
guidance
atches demand to capacity and eliminates excess work in process
IP
Enables fast decision making
2-
© Scaled Agile. Inc.
Workbook
43
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o a PI Planning agen a
a
ne Agenda
a T o Agenda
A ter commitment
2-
© Scaled Agile. Inc.
2.2
l i n i i n
2- 2
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
44
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
a i a ol ion i ion
A description of the future state of the product or Solution
Co
on o
ats
olling wave riefings
ision document
Preliminary data sheet
raft press release
2-
© Scaled Agile. Inc.
Infl en e of
ra egi
e e
Strategic Themes influence the Solution Vision
Portfolio Vision
Portfolio Kanban and Portfolio Backlog
Vision for Solution Train, ART, and Team Backlogs
Value Stream Budgets
P
o
o
a ac
Alloca o
Lean Budget Guardrails
b
e
rt l
t re
l
WSJF
A
o
a
© Scaled Agile. Inc.
Workbook
g
45
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
ca
WSJF
B
gag
2- 4
© Scaled Agile, Inc.
Pro
anage en
rea e
e i ion for
e
Product
wners contribute to the Vision, which e ol es from
ustomer feedback
Feedback evolves the Vision
Agile ea
Agile ea
Product
Owner
Product
Owner
Scrum Master /
Team Coach
Agile ea
Agile ea
Product
Owner
Product
Owner
Scrum Master /
Team Coach
Scrum Master /
Team Coach
Scrum Master/
Team Coach
Vision guides the train
2-
© Scaled Agile. Inc.
pre
ef
re
a e a a i ion
ow will our port olio o uture Solutions solve
the larger Customer pro lems
POSTCARD
e at
at tim .
..
g a gre
Havin m location
a drea
ow will these Solutions di erentiate us
hat is the uture context within which our
Solutions will operate
we
Wish e!
er
h
were
hat is our current usiness context and how
must we evolve to meet this uture state
Aspirational
et realistic and achieva le
Motivational enough to engage others on the ourne
Result ver one starts thin ing a out how to appl
their strengths in order to get there.
Switch
2-
© Scaled Agile. Inc.
Workbook
46
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Du at on
i eo
ll
an
5
https bit l Video-TTCAll ands
2-
© Scaled Agile. Inc.
Du at on
i
ion
ra egi
e e for
e an Progra
5
As a class, discuss how these Strategic Themes will influence the work of
P s and Product anagement on the Van Program
Strategic Themes
a e Streams
uck P o
Increase Truck Program sales olume b
a
btain gold sa et standard status
an P o
a
Triple Autonomous Vehicle Program re enue
months through commercial e pansion
Autono ous eh cle P o
a
Autono ous Del e
a
Po
ithin
Capture dominant autonomous deli er market share in
ones and
ithin
months
pand the
i ing- Program to all TTC ocations
2-
© Scaled Agile. Inc.
Workbook
ith Van Program
47
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Po
ar fro
ef
Dea
re for
e an
e
ans o t
c
Thank ou or creating the
Van aintenance Ad isor
aintenance schedules
customi ed to each an ha e
reduced our repair costs
increased dri er sa et and
increased re enue because
our ans are on the road
more and unction reliabl
ain enan e
To T
cT a
o
o
i or
o a o
ocal Courier Ser ices Inc
2-
© Scaled Agile. Inc.
2.
l i n an PI
a
2-2
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
a
48
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
ol ion
oa
ap pro i e a
Autono ous
lat o
nte at on
l i ear ie
th eh cle
e
c
Del e
n oad
test n
st eld
test
oute ollo n
and lane
ans o t
eh cle
Autono ous
eh cle auto
sho
ce t cat on
kee n
ilestones
GPS
pics and
Capabilities
Follow route
Surround cameras
Forward radar
Make turns
Stay in lane
Perform delivery spike
Obey traffic laws
Forward collision
Ultrasonic sensors
Perform delivery tests
Avoid obstacles
Go through intersection
Self-park
2-2
© Scaled Agile. Inc.
PI
oa
ap are
or er er
i
ore fi eli
Came a integ ation ith
vehicle p ototype
PS integ ated ith
vehicle p ototype
Ann al a tomotive
s pplie s event
PI 1
PI 2
▪
Selection o mapping so t are
▪
▪
Front camera
▪
Rear camera
▪
Radar components
▪
Follo
▪
Install communications on mule
▪
▪
Send real-time status
PI 3
PS
Surround cameras
▪
Change lane
straight path
etect i ed obstacles
Committed
oe
t
2-22
© Scaled Agile. Inc.
Workbook
▪
49
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
ar e
na i
infl en e ol ion an PI
oa
ap
Route following
and lane
keeping v1.0
Autonomous
platform integration
with vehicle
First field
test
On-road
testing
certification
Terrific Transport
Delivery Vehicle
v1.0
Autonomous
vehicle auto
show
Milestones
Q1
e ce
A
Q4
Q3
GPS
Epics and
Capabilities
Market Rhythms
Q2
H1
Follow route
Surround
cameras
Stay in lane
Forward radar
Forward collision
H2
Make turns
e ecti
Avoid obstacles
Self-park
it
e
Came a i te ati
ve ic e
t t
P
ma
i
s t ae
t came a
▪
P erfo rm d elivery tests
Go thru intersection
P i te ate
ve ic e
t t
P
▪
Perform Delivery Spike
Obey traffic laws
Ultrasonic
sensors
a A t m tive
ie s eve t
Y4
Y3
▪
a a c m
e ts
▪
I sta c mm
icati
s
m e
▪
P
▪
ea came a
P
came as
▪
▪
st ai
▪
etect i e
it
e
C a
▪
e a e
t at
bstac es
ncomm tted o ect es
▪
e
ea time stat s
Committed
Market Events
oe
t
2-2
© Scaled Agile. Inc.
are
li al an pre i a le
High Value
ar e r
etail So tware
C Social Media
o Ma er
Low Value
to Customers,
partners,
the business
When should we release?
2-24
© Scaled Agile. Inc.
Workbook
50
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
ar e e en
are a
o an of en npre i a le
e ant t eat the
m et t n
igh al e
r
st mers
nee t me t
re are
xpected
release
competitor
e ant t
evera e ne te h
a ter t s sta e
m act
nown
change to
regulations
o
al e
Potential
technolog
change
Q1
Q2
Q3
Q4
Time
2-2
© Scaled Agile. Inc.
i i
for op i
on i er ar e r
relea e i ing
The Van aintenance Ad isor re uires new hardware The System
Architect has informed the Product anagement team that ustomers will
ha e to take their ans out of ser ice for approximately one day to install the
new hardware
Approximately
of your an ustomers are ser ing the local retail market
while
are ser ing the medical specimen market
2-2
© Scaled Agile. Inc.
Workbook
51
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© Scaled Agile, Inc.
i i
for op i
Pe ae
on i er ar e r
relea e i ing
ha e
5
Ste
In your groups, draw a market rhythms chart for an
entire year Add a line for each market segment
considering rhythms that may impact each market
ample rhythms to consider:
-
oliday shopping, flu season, and so on
Ste
Identify key times to release the new hardware
while minimizing disruptions to ustomers
Ste
Be prepared to share with the class
2-2
© Scaled Agile. Inc.
2.
n i
2-2
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
a
52
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
ar of
►
►
►
►
e re
ire en
c - An pic is a container for a significant Solution
development initiative that captures the more
su stantial investments that occur within a portfolio
eatu e - A Feature is a service that fulfills a
stakeholder need ach Feature includes a name, a
enefit hypothesis, and acceptance criteria A
Feature is si ed or split, as necessary, to e
delivered y an A T in a PI
to - A Story is a short description of a small piece
of desired functionality A Story is written from the
perspective of the user
na le - An na ler supports the activities needed
to e tend the Architectural unway to provide future
usiness functionality na lers are captured in
various acklogs throughout SAFe
pic
na ler
eat re
eat re
na ler
eat re
na ler
na ler
na ler
eat re
eat re
eat re
Story
Story
Story
na ler
Story
Story
na ler
na ler
na ler
Story
Story
Story
Story
Story
2-2
© Scaled Agile. Inc.
rea ing pi
nnel ent y date
o f lfill
ay
e i ion
t
Epic name
TTC S pplemental Ins ance
Epic O ne
Pat a
Epic desc iption
Develop a Sol tion to allo C stome s to p chase s pplemental ins ance o pac ages
me chants
ant to p ovide additional ins ance o high val e pac ages
s pplemental ins ance cove age
optional pg ade
inc eases the standa d cove age o pac ages
o standa d ins ance o e ing
p ovides additional cove age against the t and nat al disaste
siness o tcomes
eading indicato s
on nctional
e i ements
e
inc ease in
PS sco e
inc ease in even e in the ne t
O e ing m st e scala le to all delive y egions
2-
© Scaled Agile. Inc.
Workbook
days ollo ing the la nch
o policies in eta testing g o p ag eed to pg ade to s pplemental policies ollo ing the
P la nch
53
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
e ign
in ing ool
ppor
rea ing ea re
st mer
r e
a s
ers
h e
Thi
as
r
ct
i g
2-
© Scaled Agile. Inc.
e o rne
ap
o e ign
I
cce
earn
ab ut t e
rt a e
g o
k ga
l g
y
are
rt a e
r ert
ear
P R
PP
oo e w at to
al ulate
t e bu et
e e ne er
ur a e t
be re t
real e tate a en
a e
ne
a ea
lar e
ar
ll
ele t n real e tate
a en
ar n an
ele t n r ert
an e reall n a
e e l e t at e
an a r
F r
ln
t e n u
an t e ban
ul n
eta l alrea
la n r u t
re are
er
e t ele t real
e tate a en
nl ne re ur e
r un er tan n
rt a e
t n
u t
er
er e
er
E
Ba k
ur real e tate a ent el e
u lar
ur al
t n ban
r
n ultat n
el ul
u t
er
er e
T c olog
o
o er e perien e
I an financial c eck
l
r
rt a e
l an
e
P
T
ele rate
n
ntra t
eal
e
ent
an
nl ne a
r bu et n
nan al ana e ent an
ur a n
t n
u
et n
ll a
l
nee
n
ur
er
F ll n a l at n r
an
e
ar
r
e l t t
re u re
u ent
ut
r
an
u t
t at
at all at er ata
ubl
ataba e
nte rate t
al
e a ata
an t t
re t
e ban
er ll
an le
e er t n
e t e ban
a er
e
all be nl ne
e art ent
er r
a e
ent
a l ant
E aluate r ert
re are a r al
ba e a e
ent
ul
r e ee an a ura
ustomer ourney map for a mortgage loan
© Scaled Agile. Inc.
Workbook
S
egotiate ale
l
e l e ur
ne b r
r n
u an
ant t ra e
ur
t e a e a
T
o en
S
R
larify goal
o tion
e et
bu a
e
o
e en
54
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
e re a
t e ban
er e t u u ate
e
b
t at n a ale t
a e u ner u
e nee t
lean
tt
a l t l n er t l e
t e ale t an e e te
u t
er
er e
r
e u
l an tatu
ate
er
n
etr aut ent at n
ele tr n
nature
ut
t
ate re erral
artner
2- 2
© Scaled Agile, Inc.
Per ona
elp n er an
o er
Mike the Fleet Manager
Personas are characterizations of the
people who might use your product
Personas will:
and
on ey the problems end users
are facing in context, and key
triggers for using the product
Reno evada SA
vans
pa t time
ll time d ive s
started m own courier van service when was . did
ever thing deliver managing the vehicles and handling
Customers. uring the last recession had to shut down
m compan
ut that s o a
ecause was getting tired
o wor ing alone. m now the Fleet Manager or ig
compan . river sa et is m top priorit .
apture rich, concise information
that inspires great products without
unnecessary details
2-
© Scaled Agile. Inc.
ole pro
in ing rea e a o pelling rea on o
ene c P oduct
inim m to satis y C stome
ected P oduct
eat es typically o nd in this type o p od ct
Au
ented P oduct
eat es that di e entiate this speci ic p od ct om
competitive o alte native p od cts
Potent al P oduct
O
ision o
t e Capa ilities that eep C stome s
2- 4
© Scaled Agile. Inc.
Workbook
55
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© Scaled Agile, Inc.
Du at on
i eo
ea re in
e
5
https bit l Video-FeaturesInSAFe
2-
© Scaled Agile. Inc.
Pe ae
i i
ea re
ha e
or ing
: ith your group, break down, or
decompose, the example Epic by identifying
as many Features as possible Keep
the ustomer in mind as you write
your Features
5
► Ste
► Ste
: Be prepared to share with the class
eatu e
rowse availa le
options online
eatu e
reate insurance
packages for
purchase
2-
© Scaled Agile. Inc.
Workbook
Epic
56
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
nal
i an refine en en
re ea re are rea
for i ple en a ion
Features may start as a one sentence o er iew with more details added in
refinement meetings and during the PI Planning preparation
eat re
eat re
eat re
In-ser ice so t are
update
In-ser ice so t are update
Re ined
Benefit hypothesis:
Reduced errors aster
upgrades increased
automation
In-ser ice so t are update
Benefit hypothesis:
Reduced errors aster upgrades
increased automation
Acceptance criteria:
Roll back an update
Pro ide an audit trail o all updates
nsure enabled ser ices are running
a ter the update
Re ined
2-
© Scaled Agile. Inc.
Pe ae
i i
ea re refine en
Ste : ith your group, take one of
the Features that you ha e created in
the pre ious acti ity Refine the
Feature with a description, benefit
hypothesis, and acceptance criteria
5
Supplemental insurance co erage
Protects the alue o packages rom
loss or damage during deli er
Ste
Identify who is the primary
beneficiary of acceptance criteria
ption a ailable an time prior
to shipping
Ste
Be prepared to share with
the class
Accessible ia
ebsite and mobile app
Integrated ith rder
anagement S stem
2-
© Scaled Agile. Inc.
Workbook
ha e
57
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
ela i e e i a ing
► Agile Teams use Story points and relati e estimating to
uickly arri e at size estimates for Stories
► Product managers can use historical data to uickly estimate
the size of Features in Story points, as well
► Feature estimates can then be rolled up into Epic estimates
in the Portfolio Backlog
► Portfolio
anagers and other planners can use their ART s
capacity allocation to estimate how long a portfolio Epic
might take under arious scenarios
2-
© Scaled Agile. Inc.
ea re are i ple en e
In-service
software update
ene t h othes s
educed errors,
faster upgrades,
increased automation
orie
Set up notification
infrastructure
As a Fleet Manager,
ant a notification
efore a van needs service so that I
can alance service re uests
2-4
© Scaled Agile. Inc.
Workbook
58
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
2.
a l g an
an an
2-4
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
e a
l iple
onne e
a
log an
an an
e
Port olio
Kanban
Solution Train
Kanban
2-42
© Scaled Agile. Inc.
Workbook
59
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
ea re are
anage
ro g
e
a
log
Feature
Feature
The ART Backlog is the holding area for
upcoming Features that will address
user needs and deli er business
benefits for a single ART
Feature
na ler
Feature
Feature
FRs
Feature
2-4
© Scaled Agile. Inc.
Par ner
►
►
i
ppor
e
r
ie
na ler i e
or
i
eli er of f
e
re
a pro i e nee e
r
ie
o i en if
ine f n ionali
r
na ler
ie
ral
a
n a
ill ena le
Feature
mplementing now
Feature
Feature
na ler
to support uture Features
2-44
© Scaled Agile. Inc.
Workbook
60
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
o
ar
Pro
anage en olla ora e
i
e
r ie
o alan e
ea re an
na ler an o en re in e
en in
r i e ral
n a
ine
eno g
ie
re
ur focus is on ro ust
technology Solutions that meet
near- and long-term goals
ART Backlog
ur focus is on the apa ilities
and Features that our
ustomers need
Feature
Product and
Solution
anagement
Feature
Feature
S stem and
Solution Architect
na ler
na ler
FRs
Feature
na ler
na ler
2-4
© Scaled Agile. Inc.
apa i
allo a ion
Helps balance functionality with Architectural Runway
etermine ho much capacit is to be
allocated to each t pe
stablish policies to determine ho
ork is per ormed or each t pe
a ac
Alloca o
Ca ac t allocat on e a
le ol c es
e agree on the percentage o capacit to
be de oted to ne Feature de elopment
ersus nablers tech debt and maintenance
at each boundar
much
o
e agree that the Architect has design
authorit and prioriti es the ork in that class
S
e and
S l i n A c i ec
e ign A
i
e
ea
e agree that content authorit Product
anagement prioriti es ART Backlog items
e
na le
ec
e
and
e agree to collaborati el prioriti e our
ork based on economics
ain enance
A
ac l g
d c and S l i n
anage en
n en A
i
a
e agree to collaborate to se uence ork in
a that ma imi es Customer alue
2-4
© Scaled Agile. Inc.
Workbook
61
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© Scaled Agile, Inc.
Pe ae
i i
raf
o r apa i
► Step 1: In
i i all
on i er o
in o r organi a ion
► Step 2:
i
► Step 3:
allo a ion poli
o
raf a apa i allo a ion poli
i
o r e
a e ol er
e prepare
o
are
i
o l
allo a ion
a
o
e la
2-4
© Scaled Agile. Inc.
Workbook
5
e apa i
for o r
ha e
62
For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI)
© Scaled Agile, Inc.
Activity: Draft your capacity allocation policy
To discuss:
Discussing:
Good enough:
Actions:
Workbook
63
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© Scaled Agile, Inc.
an an
ari e
To o
tem
oing
o
t
one
e ot
2-4
© Scaled Agile. Inc.
e
an an fa ili a e flo
ro g
In
All ne
deas
elco e
h
ene t
othes s
Calculate
Pl
ted
eatu es
a
o ed
P oduct
ana e ent
Cont nuous
o t at on
Pl
ted
e
g e
on in o
ead
eatu es
deco osed
nto to es
eatu es nte ated
and de lo ed to
sta n
ea s de ne
u ld and al date
the olut on
eatu es
de onst ated and
a
o ed
P oduct
ana e ent
Pl
ted
Pl
ted
In
g e
eli er Pipeline
ead
n sh de lo ent
test n o eatu es
eatu es de lo ed
to oduct on and
so et es to led
o
Pl
ted
eatu es
eleased to
Custo e s
nc e entall
o all at once
ene t
h othes s
e aluated
Pl
ted
2-4
© Scaled Agile. Inc.
Workbook
ed
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© Scaled Agile, Inc.
Priori i e ea re for op i al
I
In a flow system, ob se uencing is the key to impro ing economic outcomes
To prioritize based on ean economics, we need
to know two things:
ART
Backlog
Feature
The cost of delay in deli ering alue
na ler
Feature
na ler
Feature
The cost to implement the aluable thing
Feature
If you only uantify one thing, uantify the cost of delay
onald
Reinertsen
he rincip es of ro
ct
e e op ent
o
2-
© Scaled Agile. Inc.
Priori i a ion an i pa ern
i
The highest paid person makes the decision
he enior V said
e should do this ro ect
S ea
hee The person who yells the loudest or
makes the biggest promise of re enue
Fund
ro ect and e ill ake a billion dollars
The decision is made based exclusi ely on profit,
without considering other factors
he
indicates e ill ake a
ro it
the P oduct
ana e so
should do t
Product
gmt
2-
© Scaled Agile. Inc.
Workbook
e
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© Scaled Agile, Inc.
o ponen
se
of o
of ela
us ness alue
e c t cal t
o
elat e alue to the
Custo e o us ness
They prefer this over that
evenue impact
Potential penalty or other
negative impact
o use us ness alue
deca s o e t e
Is there a fi ed deadline
ill they wait for us or
move to another Solution
hat is the current effect
on ustomer satisfaction
sk educt on and
o tun t ena le ent
hat else does th s do o
ou us ness
educe the risk of this or
future delivery
Is there value in the
information we will receive
na le new usiness
opportunities
2- 2
© Scaled Agile. Inc.
a ple
i
e
al o
of ela
i
o fir
, 1 day
,
days
, 1 days
2-
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
a ple
i
e
,
al
ra ion
i
o fir
days
,
,
days
days
2- 4
© Scaled Agile. Inc.
eneral a e
n
o
of ela an
ra ion
i e preference to obs with a shorter duration and higher
o , using
S F
Cost o dela
CoD
P io iti ed sing
o du at on
o s e
Time
A
CoD
B
C
Time
ark area Total cost of dela
2-
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
al
la e
i
se
rela i e e i a ing
e
C t cal t
us ness
alue
sk educt on and o
o tun t na le ent
Si e
2-
© Scaled Agile. Inc.
Pe ae
i i
Priori i ing
► Step 1:
i
o r gro p ele
or ing a i i an priori i e
e
o ple e one ol n a a i e
alle i e an la eling i a
a
a e a lea one i e la ele
e prepare
o
are o r
5
e
ea re
ar
ele ing e
ol n of e e pla e
priori i a ion
2-
© Scaled Agile. Inc.
Workbook
log
ree ea re fro
e
ing
► Step 2:
► Step 3:
a
ha e
68
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© Scaled Agile, Inc.
o
prepara ion i eno g
Too much preparation and too little preparation can cause problems
ore preparation may be needed if
creating entirely new Features or the
Architectural Runway
Too much preparation can inhibit
exploration, interaction, and emergent
designs Solutions during PI Planning
a
ngoing socialization of Features and
Enablers, as well as ade uate backlog
refinement, influence preparedness
a l
a
2-
© Scaled Agile. Inc.
Du at on
i
ion
eno g pre planning
5
► Step 1:
a la
i
o
e a o n of pre
planning a o o an a e
po i i e o o e an
nega i e o o e
► Step 2:
on i er o
e
ean gile in e an
e
pra i e infl en e an ena le
PI Planning prepare ne
2-
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Du at on
ion Plan Preparing for PI Planning
n e
ion Plan page in o r
follo ing e ion
►I
agine o are on ri
o l o nee o o
►
o
o l
ar e r
or
ing o
oo
an
e
e i ion for o r ne
an e en
affe
o r
oa
PI
a
ap
2-
© Scaled Agile. Inc.
Workbook
er
5
70
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© Scaled Agile, Inc.
Action Plan
Preparing for PI Planning
Workbook
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© Scaled Agile, Inc.
e
on re ie
In this lesson, you:
► Summarized PI Planning
► Explained the Solution Vision
► Illustrated how to forecast work through Roadmaps
► Planned beneficial Features
► Identified how to manage the ART Backlog and Kanban
2-
© Scaled Agile. Inc.
r i le
e in
i le
on
Read these Framework articles to learn more about topics co ered in this lesson
PI Planning
https: scaledagileframework com
pi-planning
SAFe Implementation oadmap
https: scaledagileframework com
implementation-roadmap
A T and Solution Train
acklogs
https: scaledagileframework com
art-and-solution-train- acklogs
Features and apa ilities
https: scaledagileframework com
features-and-capa ilities
2- 2
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
t
e
S
e
e
t t e
e
e :
atch this si -minute ideo reparation for
annin to help ou prepare or PI Planning
.
atch this -minute ideo
pla list
including An
er ie of
and a c atin
to rioriti e the A
Bac o to learn
more about ho to use S F to prioriti e ork
.
se the eat re tor in an
efinin
Collaborate template to decompose pics into
Features and re ine those Features in
preparation or PI Planning.
.
se the reatin an pic ypothesis
tate ent Collaborate template to capture
organi e and communicate critical in ormation
about an pic
.
Sign up or the Agile Product anagement
course to learn more about using esign
Thinking ueling Continuous
ploration through
inno ation and de ining a Vision strateg and
Roadmap to satis e isting Customers and
attract ne ones
.
© Scaled
ale Agile.
le Inc.
n
eferen e
eath, hip and an eath Switch: How to Change Things When Change Is
Hard ew ork: Broadway Books,
e it, Theodore
arketing Success Through ifferentiation of Anything
Harvard Business Review.
https: hbr org
marketing success
through differentiation of anything
Reinertsen, onald
The Principles of Product Development Flow: Second
Generation of Lean Product Development Redondo Beach:
eleritas
2- 4
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Lesson 2 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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© Scaled Agile, Inc.
Lesson 3
Leading PI Planning
SAFe® Course - Attending this course gives learners access to
the SAFe Product Owner / Product Manager exam and related
preparation materials.
© Scaled Agile. Inc.
Lesson Topics
3.1 Communicate the Vision
3.2 Establish PI Objectives
3.3 Manage dependencies
3.4 Manage risks
2
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Lea ning
e i e
At the end of this lesson, you should be able to:
►
Demonstrate how to communicate the Vision
►
Plan PI Objectives
►
Explain how to organize and manage dependencies
►
Summarize how to analyze risks
© Scaled Agile. Inc.
Leading PI Planning
A
Do
S nc
Coach Sync
ART Events
Team Events
PO Sync
Do
Plan
PI
Planning
Plan
Iteration
Planning
Iteration
Retro
Team
Sync
Iteration
Review
Check
Backlog
Refinement
System
Demos
Check
Adjust
Prepare for PI
Planning
Inspect
and Adapt
Adjust
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
3.1 Communicate the Vision
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
a P
and P d
anage en d d ing PI Planning
Communicate
The Vision
in
P
da
ne
n
l i n i i n
Top 10 Features
i
l
upport team breakouts
Collaborate to decompose
eatures into tories
Planning
egotiate scope
evie dra t PI plans and
provide eedback
Participate in management
revie o dra t plans
i i n an
a i
n
n
an l n
a
a
a
lan
anag
n
l
i
i
an
l ing
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
ni a e
► Present to the
e i i n
R how the Vision aligns with Strategic hemes
► Prepare materials so that each team can see the Vision
► Provide user personas to illustrate how the Vision improves the
e periences of your Customers
► E plain the importance of
Rs
► Relate the Vision to Strategic
hemes and Solution conte t
© Scaled Agile. Inc.
ni a e
e PI
ad a
► Show how the PI Roadmap in this PI helps fulfill the Vision
► Communicate the PI Roadmap as part of your Vision to assist in PI
Planning activities
► Describe how the PI Roadmap supports key Epics and Milestones
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
PI
ad a
e
an P g a
Sensor Suppliers selected
PI 1
n
i
PI 2
PI 3
i
Committed
oe
ted
© Scaled Agile. Inc.
ni a e
e
ea
e
► Communicate the top
eatures to the R
here shouldn t be any
surprises as teams should have seen these eatures evolve over time
through backlog refinement
►
e prepared to e plain why these eatures were chosen ransparency
is a S e Core Value Sociali ing eatures before PI Planning helps
Product Management develop right si ed eatures
► Remember that the top
fewer than
is a guideline
he R may pull more or
eatures
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
an P g a
ea
e
Top Features for PI 1
ART
Backlog
© Scaled Agile. Inc.
i i
ni a e
Pe ae
ha e
1
15
e i i n
►
Step 1: In your groups act as Product Management and use the
C Van Solution Vision PI Roadmap and top
eatures to
communicate the Van Solution Vision to your R
►
Step 2: Plan a creative delivery for your Vision
►
Step 3: e prepared to share your Vision
an
sp
or
t
rt C
e
po
ns
gt r
Tra
ific
tin
o
err
:T
rea vi
rT
To
c
a
for
e
e
De
av
o nanc e le
n
ky
va
an ainte e c
t
c
T
c
a
an tenan to e air co
an
ty
e
ain mi e r re
afe ca
e
o
to
er
v
i
r
e oa
c
ce
r
n
re ea e reve n t e lia ly
r
e
inc ea e are o tion r
Inc
r
c
ce
inc van
f n
rvi
r
n
Se
o
a
r
e
r
r ie
mo
o
al
oc
if
err
i
n
tio
ora
orp
2
© Scaled Agile. Inc.
Workbook
r
cT
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© Scaled Agile, Inc.
Activity: Communicate the Vision
Step 1: In your groups, act as Product Management and use the TTC Van Solution Vision,
PI Roadmap, and top 10 Features to communicate the Van Solution Vision to your ART
Step 2: Plan a creative delivery for your Vision
Step 3: Be prepared to share your Vision
Dear Terrific Transport
Thank you for creating the
Van Maintenance Advisor.
Maintenance schedules
customized to each van have
reduced our repair costs,
increased driver safety, and
increased revenue because
our vans are on the road
more and function reliably.
To: Terrific Transport Corporation
—Local Courier Services, Inc.
Sensor Suppliers selected
PI 1
PI 2
• Install sensors in lab vehicles
PI 3
• Analyze weight sensors
• Select environment
sensor Supplier
• Characterize braking under
different loads
• Prototype chassis
mounting points
• Environment sensor
trade study
-- Uncommitted Objectives --
• Characterize acceleration
under different loads
• Select weight sensor Supplier
• Include braking and
accelerating in
vehicle analytics
• Sensor impact
on manufacturing
Committed
oe
ted
Top Features for PI 1
NFRs
ART
Backlog
Workbook
1. Install sensors in lab vehicles
2. Characterize weight sensors in
different vehicle configurations
3. Analyze braking under different loads
4. Model performance under emergency
brake conditions
5. Environment sensor trade study
6. Sensor impact on manufacturing
7. Fix cold weather calibration defects
8. Include climate history in oil
change calculations
9. Add cargo loads to tire
rotation recommendations
10. Research chassis mounting methods
81
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© Scaled Agile, Inc.
ea
►
ea
ea
e
► P
► P
d
in ig
lead
ea
aea i e
gile ea
n lanning
ill deli e ea e in
ing I e a i n
i a i i
i
ei e
anage en
and g idan e
ea
e i e ea
and
ide addi i nal
© Scaled Agile. Inc.
P e en d a
lan and a i i a e in
anage en e ie
eams present their draft plans
with draft PI Objectives, potential
risks, and dependencies during the
draft plan review
At the end of day one, the
E
facilitates the management review
and problem solving meeting
anagement negotiates scope
changes and resolves other issues
by making planning adjustments
he planning adjustments are
presented at the start of day two
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
i
i n dd e ing i
anage en e ie and
e d ing
le
l ing
Du at on
1
During PI Planning the team that is spiking Enabler Stories for sensor
impact on manufacturing reali es they are also the best e uipped
team to work on the eature to install sensors in lab vehicles
owever they do not believe they have capacity for both eatures
►
Step 1:
hat is the core issue the team is raising
►
Step 2: Discuss solutions Product Management can present to
resolve those issues
© Scaled Agile. Inc.
3.
sta ish
ecti es
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
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© Scaled Agile, Inc.
a P
►
►
and P d
anage
d d ing PI Planning
Support team breakouts
ccept team PI
da
Planning adjustments
b ectives
Team breakouts
Establish business value with
usiness wners
Final plan review and lunch
►
Participate in final plan review
ART PI Risks
►
Provide feedback on R PI Risks
►
Participate in confidence vote
►
PI confidence vote
Plan rework if necessary
I applicable re ork and contribute to
planning retrospective
Planning retrospective
and moving forward
A ter commitment
© Scaled Agile. Inc.
PI
e i e
•
•
►
•
•
Point-to-point
delivery POC
Feedback from
Customers and
stakeholders
Nav system in
lab vehicles
Navigation on
closed course
•
Parcel delivery
system MVP
Parcel location
notifications
•
►
•
Set-based
design LIDAR
spikes
1
Autonomous
navigation
vehicle system
1
•
Vehicle motion
sound effects
•
•
Locate parcel
Pull and load
parcel
Sensor data
analytics
Sensor data
warehouse
•
Lockbox
security
system
1
•
Parcel
unloading
•
•
RFID spike
Notification
system
integration
1
►
•
•
•
AGILE RELEASE TRAIN
5
AGILE RELEASE TRAIN
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
d
e
e PI
e i e
►
e te ee
eam PI b ectives provide confirmation to
business leaders that teams understand desired outcomes
►
e e t
e e
he business value of the team PI
b ectives promote decentrali ed decision making should the team
need to ad ust planned work
►
e t
t
t
t pe
t Committing to PI b ectives instead
of a specific eature or Story enhances agility Commitment to PI
b ectives allows the team and the Product wner to modify the
planned work based on discovery and Customer input and still achieve
the business value
►
PI
t e t
b ectives
eams not business leaders commit to the
© Scaled Agile. Inc.
i ing i
ea
e
PI
e i e
►
PI b ectives often relate
directly to eatures
►
Some eatures can be
delivered by individual teams
others re uire collaboration
►
In addition to eatures and
inputs to eatures other team
ob ectives will appear
eat re
2
eat re
ali ation
Scaled Agile Inc
ocus on outco es
2
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
i
i ing e e i e ea
PI
e i e
► Remove argon so that PI
rite S A
b ectives are
understandable to usiness
wners and Customers
Objectives
► Describe the value
and impact
► Don t use
eatures or Stories
as PI b ectives as these
can change
2
© Scaled Agile. Inc.
ea e align en
►
i
PI
e i e
Objectives are business
summaries of what each
team intends to deliver in
the upcoming PI
►
hey often directly relate to
intended eatures in the backlog
►
Other examples:
ject es o P
Sho ro ting calc lations et een the
five most fre ent destinations
avigate a tonomo sly from distri tion
center to the most fre ent destination
Parallel par for a delivery
Ret rn to the distri tion center
after delivery
Incl de traffic data in ro te planning
Recall a delivery that is already
in progress
nco
tted
ject es
Spi e Red ce PS signal loss y
Demonstrate real time rero ting to avoid
delays e g accident constr ction
22
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
ain ain
edi a ili
i
n
i ed
e i e
ncommitted objectives help improve the predictabilit o delivering business value
ncommitted objectives are planned and aren t e tra
things teams do just in case the have time
i
PI
ncommitted objectives are not included in the
commitment to make the commitment more reliable
I a team has lo con idence in meeting a PI
Objective the PI Objective should be uncommitted
I an objective has man unkno ns consider moving it
to uncommitted and put in earl spikes
ncommitted objectives count hen calculating load
Cons de at on
e ulato
Co
bjectives
Spi e Red ce PS signal
loss y
Demonstrate real time
rero ting to avoid delays
e g accident constr ction
2
© Scaled Agile. Inc.
n ide a i n
ncommitted
en a
Desc
igning
ine
al e
t on
alue
e c al alue
a ket alue
c enc
alue
utu e alue
2
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
3.3
ana e e en encies
2
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
ide PI Planning
Planning
ad
e
1
2
© Scaled Agile. Inc.
Workbook
Du at on
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© Scaled Agile, Inc.
ing an
Planning
teration
ile
ad
teration
i
ali e
teration
teration
teration
ne and
en
nic
n
A ilestone or event
is occ rring in
Iteration
eg
release trade sho
i n
ea
agle
This eat re cannot
e delivered ntil
m ltiple teams
complete their
dependencies
ige
An el
e
ll
el
S
e
A c i ec
el
ea
e
l e
A eat re ith no
strings means it does
not have any
dependencies
Signi ican
e endenc
ed
in
ile
ne
en
2
ange
2
© Scaled Agile. Inc.
a egie
anaging de enden ie
Challen e
Potent al t ate
ottlenecks
te at on de endenc es
n alanced tea s
Co
le c t cal ath
2
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
PI Planning an e eal
i
ni ie
elea e al e
During PI Planning, a team
may suggest a se uence
that creates options for
releasing value sooner
in
ii
ne
a
anal i
Product anagement can
accept this se uencing or
ask the team to retain the
original se uencing based
on other factors
2
© Scaled Agile. Inc.
i i Iden i
e l e e
► Step 1:
i
g
de enden
e ie
e
i
e and
Planning
Pe ae
ha e
1
15
ad
hat potential issues do you see
ho should POs and Product anagement collaborate with to help minimize
dependencies and address the issues identified
► Step 2:
e
e a ed
ae
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Activity: Identify dependency issues and resolve them
Iteration 1.1
Iteration 1.2
Iteration 1.3
Iteration 1.4
Iteration 1.5 (IP)
PI 2 >>>
Milestones and
Events
Unicorns
A Milestone or event
is occurring in
Iteration 1.3 (e.g.,
release, trade show)
Lions
Bears
Eagles
This Feature cannot
be delivered until
multiple teams
complete their
dependencies
Tigers
Antelopes
Bulls
UX Help
A Feature with no
strings means it does
not have any
dependencies
System Architect
Help
ART Planning Board legend:
Features
Significant
Dependency
Milestone or
Event
Blue
Red or Pink
Orange
Red strings (or lines for digital boards) are used to
connect a Feature or Milestone to one or more
dependencies. Sometimes a dependency has its
own dependencies (see Lions in Iteration 1.2)
Step 1: With your groups, review the ART Planning Board
What potential issues do you see?
Who should POs and Product Management collaborate with to help minimize
dependencies and address the issues identified?
Step 2: Be prepared to share
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3.
ana e is s
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
e
i
isks to successful A
execution can be local to a team, affect multiple
teams an A
PI isk , or affect other aspects of the business
PI Planning provides the A
with opportunities to localize and address risks
i
a
i
PI
i
2
© Scaled Agile. Inc.
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ilding
►
e inal lan
ll ea
e ie
ine
e e
ne a e a ed
e a e
e lan
►
e inal lan
If so, the plan is accepted
If not, the plans stay in place, and
the teams continue planning after
the review
© Scaled Agile. Inc.
dd e
ing
PI
i
After all plans have been presented, any remaining
A
PI isks and impediments are discussed
and categorized
R A ing risks:
Resol e
a concern
e
as been addressed
o longer
Someone has taken responsibility
Accepte
othing more can be done If risk
occurs, release may be compromised
t gate
eam has a plan to adjust
as necessary
© Scaled Agile. Inc.
Workbook
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n iden e
e
fter dependencies are resolved and risks are addressed a confidence
vote is taken by each team and the R
eams agree to do ever thing in their po er to meet the agreed upon objectives
I acts indicate that an objective is not achievable teams agree to escalate
immediatel so that corrective action can be taken
ni
n
i l
ni n
ni
n
ig
ni n
ni
ig
n
© Scaled Agile. Inc.
Du at on
i n Plan Leading PI Planning
5
n the ction Plan page in your workbook answer the following uestions
►
hat are some strategies you could use to develop PI
your team
b ectives with
►
ist some things you can do to improve your team s ability to manage
dependencies during PI Planning
© Scaled Agile. Inc.
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Action Plan
Leading PI Planning
Workbook
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Le
n e ie
In this lesson, you:
►
Demonstrated how to communicate the Vision
►
Planned PI Objectives
►
Explained how to organize and manage dependencies
►
Summarized how to analyze risks
© Scaled Agile. Inc.
i le
ed in
i le
n
ead these ramework articles to learn more about topics covered in this lesson
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
t
e
S
e
e
t t e
e
re
ntroduction to
e :
S
ecti es
l nnin
i l Pla li
PIPlanning
i l
ssi nin
i l
usiness
i
lue urin
igning
i
i
P
l nnin
PIPlanning
© Scaled
Scaled Agile.
Agile Inc.
Inc
Workbook
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Lesson 3 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 4
Executing Iterations
SAFe® Course - Attending this course gives learners access to
the SAFe Product Owner / Product Manager exam and related
preparation materials.
© Scaled Agile. Inc.
Lesson Topics
4.1 Stories and Story maps
4.2 Iteration Planning
4.3 The Team Kanban
4.4 Backlog refinement
4.5 Iteration Review and
Iteration Retrospective
4.6 DevOps and Release
on Demand
2
© Scaled Agile. Inc.
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earning o ecti es
At the end of this lesson, you should be able to:
►
Create Stories
►
Demonstrate how to plan an Iteration
►
Outline how to manage flow with the Team Kanban
►
Summarize how to continuously refine the Team Backlog
►
Plan how to participate in the Iteration Review and Iteration Retrospective
►
Explain how to support DevOps and Release on Demand
© Scaled Agile. Inc.
Executing Iterations
A
S nc
ART Events
Team Events
Do
Coach Sync
PO Sync
Do
Plan
PI
Planning
Plan
Check
System
Demos
Check
Adjust
Prepare for PI
Planning
Inspect
and Adapt
Adjust
© Scaled Agile. Inc.
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4.1 Stories and Story maps
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
eatures are s it into tories
►
►
Features are implemented
through one or more Stories
Stor
na ler
Stor
Features that represent a
workflow are visualized with
Story maps
ea
acklo
Stor
s
A
acklo
Stor
na ler
ea
acklo
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
at are tories
Stories are short des riptions of a small pie e of desired fun tionality sized
so that they an e ompleted in a single teration
►
ser Stories e press desired end user fun tionality written
in the user s language
►
na ler Stories support e ploration ar hite ture infrastru ture
and omplian e
► Stories are
with
reated during
lanning as the teams olla orate
s and rodu t anagement
© Scaled Agile. Inc.
e ea
ac og is co
ose o
tories
Contains all the work for the team
Created by the PO and the team
Prioritized by the PO
Contains
ser and Enabler Stories
Stories for near term Iterations are more detailed than
Stories for later Iterations
Rs are backlog constraints
© Scaled Agile. Inc.
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rite
ser tories using a stan ar
or at
ser voi e format fosters ustomer entri design
As a (user role), I want (activity) so that (business value).
User role is the description of the person doing the action
Activity is what the user can do with the system
Business value is why the user wants to do the activity
As a
I want
As a
I want
so that
so that
© Scaled Agile. Inc.
riting goo
tories
Car
As a s ouse
ant a
clean a a e so that
can a k
ca and
not t
on
a to
the doo
e
ree
s
Con ersation
Con ir ation
hat a out
the kes
ools ha e een
ut a a
te s on the loo ha e
een etu ned to the
o e shel
h eah e
should han
the kes
kes ha e een hun
"
© Scaled Agile. Inc.
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I
E
in a goo
tor
►
rite Stories that can be
developed separately
►
rite Stories in which scope can
be negotiated
►
rite Stories that are valuable to
the Customer
►
►
►
In e en ent
egotia e
a ua e
Esti a e
rite Stories that can
be estimated
a
rite Stories that can fit into
an Iteration
esta e
rite Stories that are testable
© Scaled Agile. Inc.
tories stri e to con e an a ount o
As a
I want
so that
etai t at s ust rig t
As a
I want
As a
I want
so that
so that
Insufficient detail
ust right
2
© Scaled Agile. Inc.
Workbook
Overly constrained
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e ating eatures an
tories to ersonas i
ro es esign
As a
I want
so that
i e the leet
As a
I want
so that
ana er
A e
ocat on
ana es
© Scaled Agile. Inc.
en atterns or s itting eatures into tories
Business eature
Feature avigate vehicle or deliver re uest
Hypothesis ehicle can drive deliver
route autonomousl
Acceptance criteria
- Pic -up and drop-o are ixed
- Assume well-mar ed streets with S-onl
tra ic indicators
As a vehicle owner I want the
vehicle to determine the speed
limit and set the speed to that
limit so that tra ic laws are
o e ed during deliver .
Characteri e the
camera s a ilit to
read international
speed signs.
© Scaled Agile. Inc.
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Duration
cti it
it eatures into tories
►
te
ith your group, select
one of the eatures you
previously defined
►
te
Split the eature
into Stories using the ser
Story format:
As a s
so that
o
I want a t
s n ss a
t
© Scaled Agile. Inc.
en is a tor co
ete
Story is omplete when it satisfies the definition of done
he definition of done re uires that the Story
►
Satisfies the a eptan e riteria
►
s a epted y the rodu t
o
wner
to
AC
to
AC
to
AC
De n t on
o done
© Scaled Agile. Inc.
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tories a e acce tance criteria
Acceptance criteria:
►
Provide the details of the Story from a testing point of view
►
Are created by the PO and the team as Stories are refined
to
As a
I want
As a
I want
so that
so that
A
tan
t
a
Refined
© Scaled Agile. Inc.
rite acce tance criteria using e a ior ri en e e o
►
ent
ehavior is often first des ri ed in general terms whi h an
e am iguous
► Spe ifi
e amples of ehavior provide a etter understanding
► Spe ifi
e amples an dire tly e ome tests or an lead to spe ifi
ehaviors whi h then are transformed into tests
Discovery of
behavior
ormulation of
specific tests
Automation of
tests
© Scaled Agile. Inc.
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cce tance criteria are testa e
it
i en
en
en s ntax
p e 1: System delivers s heduled maintenan e notifi ations
►
In
iven
hen Then syntax:
n
h n
h n
p e 2: System delivers s heduled oil hange notifi ations
►
In
iven
hen Then syntax:
n
h n
h n
© Scaled Agile. Inc.
r
cti it
ar
rite acce tance criteria
►
Step 1: ith your group
previous a tivity
►
Step 2: rite a eptan e riteria in the
for ea h of the Stories
►
Step 3:
►
Step 4: e prepared to share with the lass
hoose three Stories reated in the
iven
hen hen format
ake sure the a eptan e riteria are testa le
2
© Scaled Agile. Inc.
Workbook
ar
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© Scaled Agile, Inc.
it tories t at are too ig to it into an Iteration
tories are s it using t e sa e tec ni ues as s itting eatures
As a driver I ant
my a tomo ile to
maintain a speed
As a driver I ant
my a tomo ile to
maintain speed
on hills
As a driver I ant
my a tomo ile to
maintain speed
on do nhills
2
© Scaled Agile. Inc.
r
cti it
►
ar
it tories
te
ith your group, choose a Story from the ones you created that might
not fit into one Iteration
►
te
Split the Story using the techni ues from this lesson
►
te
Be prepared to share with the class
int:
ow can you ensure that split Stories provide end user value
22
© Scaled Agile. Inc.
Workbook
ar
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© Scaled Agile, Inc.
se tor
a s to ca ture
►
tor
or o
►
tor
or
o s
a is a esign in ing too t at ca tures user
an t e tories t at su ort t e or o
a s e
tea s
– esign or o s
– anage t e i
o
ro e ent o t e ro uct o er ti e
successi e tories can i ro e t e o ution
– a i ate t at t e tories in t e ac og su
user nee s to acco
s o ing
ort a t e ste s a
is t e o ecti e
2
© Scaled Agile. Inc.
Integrating user ex erience an inter ace esign
►
►
Story maps support
user experience and
interface design in
creating design
prototypes
Design prototypes
provide fast
feedback and help
further refine
eatures and
Stories
hese are the activities or tas s the user must
per orm in order to accomplish their goal.
Activit
or tas
Activit
or tas
Activit
or tas
Activit
or tas
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
2
© Scaled Agile. Inc.
Workbook
Team ac log
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r
cti it
►
e e o a tor
Step 1 ith your group reate a Story
map for the Feature hink a out
ar
ar
a
o
ns an
Benefit hypothesis:
hat are the main tasks
hat is the minimum num er of
Stories re uired to omplete
the Feature
►
ept n e
Step 2: e prepared to share
with the lass
2
© Scaled Agile. Inc.
4.
teration
annin
2
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
ite i :
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© Scaled Agile, Inc.
Iterations are t e asic ui ing
oc s o
gi e e e o
ent
ART Sync
Do
o
o
t
wn
an
an
Product Owners
participate in all
team events
hec
A ust
u t
2
© Scaled Agile. Inc.
Iterations are ti e oxe e ents
ere is an e ample of events in an teration that starts on a
on ay
ues ay
Team Sync
Team Sync
and Backlog
Refinement
Team Sync
and Iteration
Review
Iteration
Retrospective
ednesday
e nes ay
hurs ay
ri ay
Iteration
Planning
Team Sync
Team Sync
Team Sync
Team Sync
Team Sync
unctionality is demonstrated throughout and can
be released at any time as market needs warrant
2
© Scaled Agile. Inc.
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Duration
•
i eo
e ro uct
ner an Iteration
anning
2
© Scaled Agile. Inc.
ro uct
ners ea Iteration
anning
teration lanning refines the teration plans reated during
It at on ann n
a at on
It at on
ann n
lanning
It at on
t
ann n
ts
ART PI Objectives
Story
Team B PI
Objectives
Story
■■■■■■
■■■■■■
■■■■■■
■■■■■
■■■■■■■■■■■■
■■■■■■■■■■■■
■■■■■■■■■■■■
■■■■■■■■■■■■
■■■■■■■■■■■■
■■■■■■■■■■■■
■■■■■■■■■■■■
■■■■■■■■
Story
ea
acklo
© Scaled Agile. Inc.
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e ro uct
ner ensures t at t e ea
a
or
ea
Bac lo
In uts
A
ac og ca tures a t e
o
a
ont
t
th
sta
ho
s
s
© Scaled Agile. Inc.
e uencing tories
►
Primary economic prioritization happens in the ART Backlog, where Agile
Teams se uence work for efficient execution of business priorities
►
The Product Owner and the team se uence work based on:
►
Initial se uencing happens during PI Planning
►
Ad ustments happen at Iteration boundaries
2
© Scaled Agile. Inc.
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Iteration
anning agen a
Establishing capacity
It at on
Story analysis and estimating
ann n
Detailing Stories
Developing Iteration
oals
Committing to Iteration
oals
© Scaled Agile. Inc.
Esta is ing ca acit
►
eam applies apa ity allo ation to the eam a klog
►
eam uantifies apa ity to perform work in the up oming teration
►
a h team mem er determines their availa ility a knowledging time off
and other potential duties
►
he rodu t wner in olla oration with the team sele ts the highest
priority a klog items for ea h sli e of the apa ity allo ation to
implement in an teration
© Scaled Agile. Inc.
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a acit a ocation or a ea t
a ance
It s important to balance internal work like maintenance and refactors with new ser
Stories apacity allocation allows the PO and team to establish an amo nt of capacity
for each type of work and p ll from a prioriti ed list of each work item Then they can
prioriti e those work items against each other
a a t a o at on
Capacity Allocation
ser Stories
Refactors
aintenance
ea
acklo
© Scaled Agile. Inc.
sing e ocit to esta is ca acit
sta lish velo ity y looking at the average output of the last terations
elocity
1
3
© Scaled Agile. Inc.
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Esta is ing ca acit
e ore istorica
ata exists
ive the team eight points for every
f ll time developer and tester on the
team ad st for part time individ als
S btract one point for every team
member vacation day and holiday
a
ind a small Story that wo ld take
abo t a half day to develop and a half
day to test and validate and assign it
one point
stimate every other Story relative to
that one point Story
st at
o nts
ever look back don t worry abo t
recalibrating
a a t
o nts It at on
© Scaled Agile. Inc.
Esti ate tories
►
oints
A Story point is a number
that represents:
olu e
o
si e is i
ow much there is
le ity
nowle
e
Uncertainty
►
it re ati e tor
ow difficult it is
hat we know
hat s not known
Story points are relative, and are
not connected to any specific unit
of measure
u dance
© Scaled Agile. Inc.
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esti ating o er or ast re ati e esti ating
te s
►
Estimating poker combines
expert opinion, analogy, and
disaggregation for uick but
reliable estimates
►
All members participate
►
Increases accuracy by including
all perspectives
►
Builds understanding and creates
shared agreement
a nn
© Scaled Agile. Inc.
Iteration
oa s
teration oals provide larity
hey serve three purposes
ommitment and management information
Align team members to a common purpose
Align teams to common PI Ob ectives and manage dependencies
Provide transparency and management information
© Scaled Agile. Inc.
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Iteration
oa s Exa
es
o twa
a
s n ss
a
It at on
oa s
It at on
oa s
© Scaled Agile. Inc.
o
it to t e Iteration
oa s
ea co
it ents are not ust to t e or
ea s are co
itte to ot er tea s t e
A tea
eets its co
an t e sta e o ers
it ents
- or -
o
t
nt
A a ta
2
© Scaled Agile. Inc.
Workbook
t
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© Scaled Agile, Inc.
i s or e ecti e Iteration
st a
anning
oa h s
o
on ant
att ns
© Scaled Agile. Inc.
4.
e eam an an
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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e ea
an an ro otes co a oration an
aci itates o
Team
Product Owner
3
unn
4
D inin
2
|
a
4
ui in
g e
6
a i atin
Don
ead
edi e
In
6
nt ratin
an t tin
© Scaled Agile. Inc.
Duration
i eo
e ro uct
ner an t e ea
nc
© Scaled Agile. Inc.
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s an t e ea
nc
s
► Should attend the eam Syn as mem ers of the gile eam
► Should listen
arefully to any impediments that they an resolve
immediately during the meet after
► Should
►
e ready to larify Story intent and a eptan e riteria
an interfere with the eam Syn unintentionally so don t feel ad if
your S
provides helpful advi e
► Should
e attentive for opportunities to release value or engage
stakeholders ased on the team s progress
© Scaled Agile. Inc.
Duration
iscussion
e
s ro e in t e ea
nc
n your work as a
for
you often attend trade shows and
industry onferen es to support your sales and marketing team
identify industry trends and assess ompetitive offerings ou
know that you will e gone for two weeks attending a trade show
and visiting a few key ustomers
►
Step 1: ndividually think a out how you and your team might
handle your a sen e in the eam Syn for two weeks
►
Step 2: is uss your ideas with your group
© Scaled Agile. Inc.
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4.4 a
o re inement
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Duration
i eo
e ro uct
ner an
ac og
e ine ent
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
ac og re ine ent
ac og re ine ent is a re ie
an e a oration o u co ing tories
►
elps the team think a out new Stories prior to
teration lanning
►
rovides enough time to identify and resolve
dependen ies and issues that ould impa t the
ne t teration
►
he team an improve Stories add a eptan e
riteria and identify missing information
►
ost of the fo us is on the ne t teration ut it
allows time to dis uss future terations and even
Features for the ne t
© Scaled Agile. Inc.
i s or e ecti e ac og re ine ent
st a
oa h s
o
att ns
2
© Scaled Agile. Inc.
Workbook
on ant
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4.
teration e ie and teration etrospe ti e
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Duration
i eo
e ro uct
ner an t e Iteration
e ie
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e Iteration
e ie
The Iteration Review provides the tr e
meas re of progress by showing
working software f nctionality
hardware components and so on
De onst at n a o k n
tested tea
nc e ent
Preparation for the review starts
with planning
Teams demonstrate every Story
spike refactor and
R
o k n so t a e
othe co
onents
ttendees are the team and
its stakeholders
© Scaled Agile. Inc.
Iteration
►
►
►
e ie
i ebo
gui e ines
a
One to two hours
re aration Review preparation
should be limited to one or
two hours minimize presentation
and work from the repository
of Stories
le te at on
e e
A enda
e e
us ness conte t and
te at on oals
De o and sol c t eed ack o
each to
s ke e acto
and
Atten ees If a ma or stakeholder
cannot attend, the Product Owner
should follow up individually
D scuss to es not co
and h
leted
dent
ents
sks o
ed
e se ea
acklo and
tea P
ject es as needed
© Scaled Agile. Inc.
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ca a e e inition o
ea
nc e ent
one
ste
nc e ent
olut on nc e ent
elease
© Scaled Agile. Inc.
at to o
en a tor isn t one
►
lit it
ow that I see the Story, I ve realized that I only really need part of
it The rest is a new Story that we can work on later
►
ontinue it I still need this Story, and it s still my top priority Can we finish
this Story in the next iteration
►
elay it This Story is important to me, but we ve discovered it s huge I d
prefer that we focus on other Stories with better ROI
►
Aban on it If the Story is this difficult to develop, it s not worth it for me
anymore The Story is too expensive to develop relative to the value
ote If a team fre uently ends Iterations with incomplete Stories, consider
imposing stricter IP limits on the Team Kanban
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easure rogress exa
easu e ent
es
elated lo
et c
ual t and test auto at on
© Scaled Agile. Inc.
e ent ess i
ro e ent
gile eams ontinuously adapt to new
ir umstan es and improve the methods of value
delivery o support relentless improvement
►
nderstand where you are
►
Foster a ontinuous earning ulture
►
se retrospe tives as summary points ut not
as limitations
►
tively engage with the S s
improvement on the
s to drive
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Duration
i eo
e ro uct
ner an Iteration
etros ecti e
© Scaled Agile. Inc.
Iteration
►
e
►
p
►
etros ecti e
:
to
a
minutes
e: i k one or two items that
an e done etter for ne t teration
t
e: nter improvement items
into the eam a klog
Pa t
le A enda
uant tat e
.
.
.
Pa t
ual tat e
.
.
.
2
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
I
ro ing e er
ere
ddress every area that surfa es as a onstraint to the team s performan e
ove from man al to a tomated testing
omm nicate with remote teams s b ect matter e perts and so on
onsider the team s skill set
Prepare and r n the demo
Incl de nonf nctional re
irements testing
Provide more efficient and disciplined design sessions
© Scaled Agile. Inc.
4.
e
ps and e ease on emand
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Workbook
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Duration
i eo
at is
e
s
© Scaled Agile. Inc.
Duration
i eo
ontinuous
e i er
i e ine
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
ui ing t e
ontinuous
e i er
i e ine
ont n o s
it
e
s
n
AGILE RELEASE TRAIN
ontinuous
p oration
ontinuous
Inte ration
ontinuous
ep oy ent
e ease on e an
© Scaled Agile. Inc.
ontinuous Ex oration
ot
i
o a orat an
ar
r
it
E
n erstan
t
nt
usto er nee s
i
ro u t
ana
nt
ontinuous
ontinuou
nt ration
D
ontinuou
o
nt
a
D
on
an
p oration
© Scaled Agile. Inc.
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ontinuous Integration
De elo
I
u ld
critica tec nica
est
nd to nd
ractice o t e
ta e
Build
Deploy
Test
Cont nuous
De lo ent
Cont nuous
lo at on
elease
on De and
Cont nuous nte at on
© Scaled Agile. Inc.
ontinuous
e o
ent
etting to ro uction ear
Deploy
Staging
Continuous
Exploration
Verify
Monitor
Respond
Production
Release
on Demand
Continuous
Integration
Continuous Deployment
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e ease on
e an
a ing a ue a ai a e
elease
Cont nuous
lo at on
Cont nuous
nte at on
en it s nee e
ta l e
and
e ate
easu e
ea n
Cont nuous
De lo ent
elease
on De and
© Scaled Agile. Inc.
ecou e re ease e e ents ro
t e tota
o ution
2
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Duration
iscussion
ecou e re ease e e ents
he
an aintenan e dvisor is a omple Solution t
in ludes omponents that operate in the van a we
appli ation and a smartphone appli ation
►
Step 1: ndividually onsider if all the omponents should
e released at the same time hy or why not
►
Step 2: is uss as a lass
© Scaled Agile. Inc.
Duration
ction
n the
►
an Executing Iterations
tion lan page in your work ook answer the following
hink a out two to three spe ifi a tions you an take to reate
and manage Stories with your team rite a plan for ea h
►
onsider and plan one to two ways you ould apply Story mapping
►
dentify one to three a tions to improve your parti ipation in
teration events
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
Action Plan
Executing Iterations
Workbook
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© Scaled Agile, Inc.
esson re ie
n this lesson you
►
reated Stories
►
emonstrated how to plan an teration
►
utlined how to manage flow with the eam an an
► Summarized how to
►
►
ontinuously refine the eam a klog
lanned how to parti ipate in the teration eview and
teration etrospe tive
plained how to support ev ps and elease on emand
© Scaled Agile. Inc.
rtic es use in t is esson
►
Story
►
Team Backlog
►
Product Owner
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
rtic es use in t is esson
►
Release on Demand
►
SA e Team Kanban
►
Spikes
© Scaled Agile. Inc.
Continue your SAFe journey with the following resources:
or
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tl
or
or
e
late
o
or
to
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tl
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late
to
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or
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late
to
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n
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to es
© Scaled Agile. Inc.
Workbook
138
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© Scaled Agile, Inc.
Continue your SAFe journey with the following resources:
htt s
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or
o
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acklo
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tud o
-
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or
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tud o
o
-
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o
te at onPlann n
o
te at on e e
© Scaled Agile. Inc.
e erences
Cohn, ike
ie
Saddle River,
i
in
nd
nnin
Pearson Education, Inc :
pper
effries, Ron Essential P: Card, Conversation, Confirmation Ron effries
August ,
https: ron effries com xprog articles expcardconversationconfirmation
awrence, Richard and David reen The umanizing ork uide to Splitting
ser Stories
umanizing ork pdated August ,
https: www humanizingwork com the humanizing work guide to splitting
user stories
ake, Bill I EST in ood Stories, and S ART Tasks
P
August
https: xp
com articles invest in good stories and smart tasks
,
© Scaled Agile. Inc.
Workbook
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© Scaled Agile, Inc.
Lesson 4 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 5
Executing the PI
SAFe® Course - Attending this course gives learners access to
the SAFe Product Owner / Product Manager exam and related
preparation materials.
© Scaled Agile. Inc.
Lesson Topics
5.1 The PO Sync
5.2 The System Demo
5.3 The Innovation and
Planning Iteration
5.4 Inspect and Adapt
22
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Learning objectives
At the end of this lesson, you should be able to:
► Define how to participate in the PO Sync
► Plan how to participate in the System Demo
► Explain how to innovate throughout the PI
► Summarize how to Inspect and Adapt
© Scaled Agile. Inc.
ec ting t e
A
Do
S nc
ART Events
Team Events
PO Sync
Coach Sync
Do
Plan
PI
Planning
Plan
Iteration
Planning
Iteration
Retro
Team
Sync
Iteration
Review
Check
System
Demos
Backlog
Refinement
Adjust
Prepare for PI
Planning
Inspect and
Adapt
© Scaled Agile. Inc.
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5.1 The PO Sync
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
Du at on
•
i eo
vents
nc
https://bit.ly/Video
e ts
5
y
© Scaled Agile. Inc.
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e
nc e s
s res on to c ange
The PO Sync:
►
Provides visibility into how well the ART is progressing toward meeting the ART PI Objectives
►
Provides an opportunity to assess scope adjustments
►
May be used to prepare for the next PI, including sharing learnings from Continuous
Exploration, ART backlog refinement, and WSJF (weighted shortest job first) prioritization
►
Is facilitated by the RTE or Product Management
►
Includes Product Managers, POs, stakeholders, and SMEs, as necessary
►
Occurs weekly or more frequently and lasts 30–60 minutes long
POs communicate adjustments to their teams after the sync.
© Scaled Agile. Inc.
Du at on
isc ssion nab ing a ign ent across t e
it s nc events
► Step 1: Individually, thin
SA e
about the various sync events that are part of
eam Sync, oach Sync, PO Sync, A
Sync, Architect Sync
► Step 2: As a class, discuss the following:
o can yo leverage these sync events as a PO or Prod ct
alignment across the A T
hat iss es and opport nities might yo
anager to ens re
ring p
hat potential sol tions might yo o er to resolve the iss es and ollo thro gh
ith opport nities
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
5. The Sy e
e
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
e ot e
s ste
incre ent ever t o
►
Features are functionally complete or
toggled so as not to disrupt
demonstrable functionality
►
ew Features work together and with
existing functionality
►
emos occur after the
Iteration Review
ee s
ll syste
May lag by as much as one
Iteration, maximum
►
yste
e
emo from a staging environment that
resembles production as much
as possible
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
eco
en e
ste
e o agen a
n
riefly review the business context and the PI Objectives.
n
riefly describe each new Feature before running the demo.
n
emo each Feature.
Frame each Feature in the context of how a Customer or persona will gain benefit
from the Feature or how the Feature will create business value.
n
Identify current risks and impediments.
n
Open discussion for questions and feedback, and summarized progress.
Apply the meet-after pattern to keep the System Demo focused.
© Scaled Agile. Inc.
i s or e ective
ste
e os
Best approaches
Common anti-patterns
egin to consider how and what to demo in
Iteration Planning
A lot of time is spent preparing for the demo
Make sure the right participants are present
emo does not showcase Customer value
Ensure that the team celebrates its
accomplishments and that stakeholders
acknowledge them
POs and Product Management see things for
the first time in the System emo
Make sure different team members have the
opportunity to demo
System emo is not done because the Team
emo is enough
Ensure that the team is ready for the System
emo and coordinates with the System Team
Team members are not invited to the System
emo to save time
emos are not interesting or relevant to
ART level stakeholders
sing test data
2
© Scaled Agile. Inc.
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5. The nn
n n P nn n
e
n
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
e
ore a es
Alignment
►
o
i
te the Visio
►
o
►
pe
ith
►
o st
tly he
►
de st
issio
e t st te y to e e
o
d yo
d st te y
tio
o l
o
Transparency
de st
►
e te
►
o
e
►
di
► Vis
sto e
►
old p e io s
►
o
people th o
►
b
e yo
o
yo
►
ild lo
te
h o
d opi io s
hi
d
e to i
sto e is
hoe e
o s
p t e ships b sed o
io
e t
te di e tly ope ly
es i to le
li e
o
i
d ho estly
o e ts
ess to eeded i o
tio
Relentless Improvement
h t it is to be h
► V l e di e sity o people
i
ist
o ide e dy
Respect for People
►
t st b sed e
es
t
►
e te
►
ild
o st
p oble
t se se o
sol i
e le t
d d pt e
►
et
ide i p o e e ts
►
o ide ti e
d sp
y
o
tio
lt e
►
ts
e
e tly
e o i
l be e it
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
nnovation an
anning
teration
PI Planning occurs on cadence within the IP Iteration, which facilitates
reliability, PI readiness, planning, and innovation
Innovation - pportun ty for
nno at on hackathons and
nfrastructure mpro ements
ro de suff c ent capac ty
mar n to ena le cadence.
Planning - ro des for cadenceased plann n
o ld . ei e tse The Principles of
Product Development Flow
he
terat on also pro des an
est mat n uard and for
cadence- ased del ery
© Scaled Agile. Inc.
e
teration
unda
onda
nal e
uesda
ednesda
hu sda
u e o le to e
ok
ffer for overflo
or
cat on and al dat on and docu entat on
da
atu da
eleas n
s ills evelopment
an learning
nno at on
P Plann
ness
prepare
forn PIead
Planning
innovations an hac athon
olut on
an eP
Plann n
t onal
t e o
d st uted
lann n
Cont nu n
educat on
PI Planning
nno at on
cont nues
P Plann n
PI
ead ness
Inspect
P Plann n
da one
P Plann n
da t o
A and
apt
ns ect
Ada t
o ksho
ay
ay
ptional
time for
istri te
olut on
planning
an
ost P
Plann n
Planning
rea iness
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
nnovative i eas co e ro
Inte na so
an so rces
ces
te na so
ces
Dear Terrific Transport
S a egic
e e
Thank you for creating the Van
Maintenance Advisor.
Maintenance schedules
customized to each van have
reduced our repair costs,
increased driver safety, and
increased revenue because our
vans are on the road more and
function reliably.
ompet to s
To: Terrific Transport
Corporation
—Local Courier Services, Inc.
e
stome
ests
S pp e s
esult
A
Hypothesize
e eams
Collaborate and
Architect
Research
Synthesize
Product
Management
Continuous
Integration
Switch
n in
l
Continuous
Deployment
Release on
Demand
ai n
© Scaled Agile. Inc.
e as
an
a s to ro ote an ca t re innovation
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
rgani e a ac at on
► A hackathon is a one-day or two-day event
in which teams work on new ideas that are
often added to the ART Kanban
► Two key guidelines balance creativity
and focus:
- People can work on whatever they want,
with whomever they want, as long as the
work reflects the mission of the company
- The teams demo their work to others at
the end of the hackathon
© Scaled Agile. Inc.
rgani e a
ier s o case
A Supplier showcase is a structured demo from an internal or external
Supplier designed to help your teams better leverage the products or
services offered by the Supplier
A Supplier showcase helps teams:
ed ce or y etter leveraging the S pplier s prod ct Did yo
API provides a tomatic ro ting
ere s ho it or s
na le Architects Prod ct O ners and Prod ct
and improve oadmaps
no that o r
anagers to identi y na lers
A Supplier showcase helps Suppliers by providing them direct feedbac
on what they need to supply to the teams
2
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
ore so e s i es
A spi e is an exploration Enabler Story designed to gain the nowledge
necessary to reduce the ris of a technical approach, better understand
a re uirement, or increase the reliability of a Story estimate
hile spi es can be added to eam ac logs at any time during a PI to
reduce ris , spi es are commonly used to explore new ideas or
determine feasibility of Epics
Spi es increase learning within the team
2
© Scaled Agile. Inc.
5.
n
ec
n
22
©©
Scaled
Agile.
Inc. Inc.
Scaled
Agile,
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© Scaled Agile, Inc.
roving res ts
it t e ns ect an
hree parts of nspect and Adapt
a t event
A
e PI System Demo
ant tat e and
a tat e
eas
et ospect e and P o em So
n
ement
o s op
►
Time o
hree to four hours per
►
Atten ees
eams and stakeholders
2
© Scaled Agile. Inc.
ste
e o
At the end of the
teams demonstrate the current
state of the Solut on to the appropr ate stakeholders.
ften led y roduct ana ement
ners and the System eam
roduct
Attended y us ness
ners A
stakeholders roduct ana ement
Scrum asters eam oaches and teams
2
© Scaled Agile. Inc.
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© Scaled Agile, Inc.
evie
re evant
etrics
hree SA e measurement doma ns support us ness A l ty.
o
si ess oppo t
dent ed
n
ity
si ess oppo t ity
e e a ed
n
Sense
opportunity
Fund
MVP
Organize
around value
l
Connect to
Customer
Deliver
MVP
Pivot or
persevere
Deliver value
continuously
Learn
and adapt
o
lo
2
© Scaled Agile. Inc.
o
etenc assess ents
One assessment or each one o
the Seven ore ompetencies
Agile Product Delivery Assessment
Customer Centricity
and Design Thinking
.
Assess at a greater level o detail
to generate deeper insights
.
eas re the progress eing made
to ard a speci ic core competency
.
.
Identi y speci ic practices or
potential improvement
.
DevOps and the
Continuous
Delivery Pipeline
2
© Scaled Agile. Inc.
Workbook
Develop on Cadence;
Release on Demand
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© Scaled Agile, Inc.
o
etrics
et c
Desc pt on
o
D st
o
e oc ty
he e
e
be o
i e ti e
e
o
ite s th t
be o pleted i
o
me
o
o
ite
h the syste
o
oad
he o e ll
o
o
t on
o
lo
to e
it t
h type o
es o
o
to
o
i the syste
to o th o
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ed s.
o e ti e
i the syste
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ti ities s.
iti bet ee steps
c ency
P ed cta
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t
l b si ess
l e
l e dded
o
hie ed
ct t
2
© Scaled Agile. Inc.
e ig t
.
o
ct
cce erators
sual e and l m t
. Address ottlenecks
.
n m e handoffs and dependenc es
.
et faster feed ack
.
ork n smaller atches
.
educe ueue len ths
.
pt m e t me n the one
.
emed ate le acy pol c es and pract ces
2
© Scaled Agile. Inc.
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tco e
etrics
Do our Solut ons del er the e pected enef ts to the us ness
►
ey performance in icators PIs - easure ho
perform n a a nst ts us ness o ect es
a alue Stream s
►
ectives an
ey Res lts
Rs - A oal-sett n frame ork that
e aluates pro ress ey esults to ard ach e n a set of us ness
outcomes
ect es
►
mployee engagement - easure ho mot ated nd duals are n
support n the ach e ement of the or an at on s oals and alues
2
© Scaled Agile. Inc.
i eo ns ect an
a t
rob e
o ving or s o
https://bit.ly/Video
e etros ective an
vervie
d
Du at on
et o
© Scaled Agile. Inc.
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e rob e
so ving
or s o
© Scaled Agile. Inc.
Pe ae
isc ssion
tep
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your or an at on
etrics
and outcome
etr cs
5
ould e est to apply n
tep D scuss hat you th nk those flo and outcome
a out your or an at on s del ery effect eness
etr cs
ould re eal
2
© Scaled Agile. Inc.
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ha e
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Lesson revie
n th s lesson you
► Def ned ho
►
lanned ho
►
pla ned ho
► Summar
to part c pate n the
Sync
to part c pate n the System Demo
to nno ate throu hout the
ed ho
to nspect and Adapt
© Scaled Agile. Inc.
Du at on
ction
an
ec ting t e
5
On the Action Plan page in your wor boo , answer the following uestions:
ow might you change your participation in and collaboration around the
PO Sync, System Demo, and Inspect and Adapt event
hat inds of innovation opportunities would you li e to encourage and
ma e time for with your Agile eam
hat inds of etrics do you plan to start collecting and reviewing during
your Inspect and Adapt wor shops
© Scaled Agile. Inc.
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Action Plan
Executing the PI
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rtic es se in t is esson
Read these Framework articles to learn more about topics covered in this lesson
lann n
nter al
https: www.scaledagileframework.com
planning interval
System Demo
https: www.scaledagileframework.com
system demo
easure and
ro
https: www.scaledagileframework.com
measure and grow
© Scaled Agile. Inc.
rtic es se in t is esson
Read these Framework articles to learn more about topics covered in this lesson
nspect
Adapt
https: www.scaledagileframework.com
inspect and adapt
ake alue lo
nterrupt ons
thout
https: www.scaledagileframework.com
make value flow without interruptions
© Scaled Agile. Inc.
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Continue your SAFe journey with the following resources:
o lo d the F cilit tor s uide to
Fe
stem
Demo d F cilit tor s uide to
Fe P
nc
o
e ool its d e pl tes.
ttps
t y St d o oo tsand emp ates
o
lo d the P
nc F
heet o the
d e
e ts p e o
s e s to
e e tly s ed estio s e
di the
ttps
t yA
ents
e
t h the t o i te o chin Tips The
stem
Demo ideo to i o hi tips d t i s o ho
to
s
ess l yste
e o.
ttps
t y deo oac n
psSystemDemo
t h the i e p t nspect nd d pt eries pl ylist
th t p o ides
o e ie o spe t d d pt s
ell s di e e t spe ts o the e e t.
ttps
t y deo InspectandAdapt
y
.
o lo d the F cilit tor s uide to
Fe nspect
nd d pt to p ep e o
de
e the
i the
e e t o the spe t d d pt p e.
ttps
t y
D st
tedInspectAndAdapt
©©Scaled
Scaled Agile.
Agile, Inc.
Inc.
e erences
eath, hip and an eath Switch: How to Change Things When Change Is
Hard. ew ork: urrency,
Kersten, ik Project to Product: How to Survive and Thrive in the Age of
Digital Disruption with the Flow Framework. T Revolution: Portland,
Kindle dition
Reinertsen, onald
The Principles of Product Development Flow: Second
Generation of Lean Product Development Redondo each: eleritas
© Scaled Agile. Inc.
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Lesson 5 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 6
Practicing SAFe
SAFe® Course - Attending this course gives learners access to
the SAFe Product Owner / Product Manager exam and related
preparation materials.
© Scaled Agile. Inc.
Duration
Video: SAFe Certification Benefits
3
min
https://bit.ly/Video-SAFeCertificationBenefits
6-2
© Scaled Agile. Inc.
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e ea
i g
a is
at t ce tificati
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
Release Train Engineer
6-
©©Scaled
ScaledAgile.
Agile, Inc.
Inc.
Feedback is a gift
Help us improve by
completing the Course
Feedback Survey
6-
© Scaled Agile. Inc.
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Duration
Acti it :
►
earnin
an
min
Step 1: ndividually navigate to your learning plan via
https sa e scaledagile com
►
Step 2: n your earning lan navigate to and complete the course eedback
survey he survey results ill remain anonymous to the instructor
►
Step 3: ter completing the survey revie the rest o the certi ication prep
materials ake special note o your e am deadline and plan your timeline to
prepare or and complete the e am
6-
© Scaled Agile. Inc.
Duration
Video:
e co e to SAFe St dio
3
min
https://bit.ly/Video- elco eSAFeSt dio
6-6
© Scaled Agile. Inc.
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SAFe St dio
eso rces
e e
e
t
S
S
e
S
e
S
e
e
e t
e
e t
6-
© Scaled Agile. Inc.
Duration
Acti it : SAFe St dio
►
oration
min
Step 1: sing the sidebar navigation e plore each area o S Fe Studio to
locate the ollo ing
denti y a video about a S Fe event you re curious to learn more about
Select an online learning o interest
►
Step 2: avigate to the S Fe Forum and make a post ou could introduce
yoursel ask a uestion rom the class parking lot or respond to a post rom
another S Fe Studio user
6-
© Scaled Agile. Inc.
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Good luck on your
SAFe Practice
with SAFe Studio
https://safe.scaledagile.com/
6-9
© Scaled Agile. Inc.
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SAFe Glossary
📖
SAFe Glossary:
Visit the Scaled Agile Framework site (www.scaledagileframework.com/glossary/)
to download glossaries translated into other languages.
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