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! Make the Most of Your Learning Access SAFe Studio Manage your member profile, access videos and training resources, join Communities of Practice, and more. Prepare Yourself Access your learning plan featuring your digital workbook, study materials, and certification practice test. Become a Certified SAFe Professional Get certified to validate your knowledge, expand your professional capabilities, and open the door to new career opportunities. Access SAFe Content and Tools Access professional development resources and toolkits. Collaborate with Your Team Choose from hundreds of collaboration templates to easily set up events like PI Planning and work in real time with your team and others—all with My SAFe Events in SAFe Studio. Showcase SAFe Credentials Display your digital badge to promote your SAFe capabilities and proficiencies throughout your career. safe.scaledagile.com 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 9 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 33 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 37 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 38 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 64 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 65 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 66 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 67 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 69 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. Action Plan Preparing for PI Planning Workbook 71 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 72 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 73 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 74 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 75 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 76 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 77 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 78 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 79 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 80 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 82 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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, Workbook 83 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 84 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 85 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 86 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 87 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 88 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 89 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 90 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 Workbook 91 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 92 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 93 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 94 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. Action Plan Leading PI Planning Workbook 95 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 96 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 97 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 98 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 99 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 100 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 101 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 102 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 103 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 104 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 105 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 106 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 107 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 108 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 109 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 110 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 : 111 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 112 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 113 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 114 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 115 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 116 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 117 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 118 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 119 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 120 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 121 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 122 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 123 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 124 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 © Scaled Agile. Inc. Workbook 125 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 126 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 © Scaled Agile. Inc. Workbook 127 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 128 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 129 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 130 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. Duration i eo at is e s © Scaled Agile. Inc. Duration i eo ontinuous e i er i e ine © Scaled Agile. Inc. Workbook 131 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 132 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 © Scaled Agile. Inc. Workbook 133 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 134 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 135 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. Action Plan Executing Iterations Workbook 136 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 137 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 htt s tl or or e late o or to e nn htt s tl o e late to o or l tt n or ro o r or htt s tl e late to a n htt s t l Pla l st to es © Scaled Agile. Inc. Workbook 138 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. Continue your SAFe journey with the following resources: htt s htt s tl tl or o tud o acklo or o tud o - o e ne ent - r or htt s tl tud o o - r 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 139 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 140 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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 © Scaled Agile. Inc. Workbook 141 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 142 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 143 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 144 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 145 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 146 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 147 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 148 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 149 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 150 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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, Workbook 151 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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. Workbook 152 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 153 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © 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 ty e ll pl ed s. o e ti e i the syste o h o the o e ll lo ti e is spe t i ti ities s. iti bet ee steps c ency P ed cta he 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. Workbook 154 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 155 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. e rob e so ving or s o © Scaled Agile. Inc. Pe ae isc ssion tep dent fy h ch flo 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. Workbook ha e 156 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 157 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. Action Plan Executing the PI Workbook 158 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 159 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 160 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 161 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 162 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 163 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 164 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. 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. Workbook 165 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. Good luck on your SAFe Practice with SAFe Studio https://safe.scaledagile.com/ 6-9 © Scaled Agile. Inc. Workbook 166 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc. SAFe Glossary 📖 SAFe Glossary: Visit the Scaled Agile Framework site (www.scaledagileframework.com/glossary/) to download glossaries translated into other languages. Workbook 167 For personal use only - Camilo Cabanzo - Feb 28, 2024 (ID:005Qo000002maMeIAI) © Scaled Agile, Inc.
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