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SCALED AGIL~'
Table of Contents
Privacy Notice ................................................................................ 10
Course Introduction ...................................................................... 11
Lesson 1: Thriving in the Digital Age with Business Agility.......... 13
Lesson 2: Building a Foundation with Mindset, Values,
and Principles ................................................................................ 28
Lesson 3: Establishing Team and Technical Agility ...................... 79
Lesson 4: Building Solutions with Agile Product Delivery........... 94
Lesson 5: Exploring Lean Portfolio Management ...................... 152
Lesson 6: Leading the Change .................................................... 177
Lesson 7: Practicing SAFe ........................................................... 190
Workbook
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© 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
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© Scaled Agile, Inc.
I
© Scaled Agile, Inc.
Logistics
►
Course meeting times
►
Breaks
►
Facilities
►
Technology requirements
►
Working agreements
SCALED AGILE • ©SealodAgllo. lac.
Workbook
1-2
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Duration
Discussion: Introductions
►
Step 1: Introduce yourself to
your group.
►
Step 2: Share something you know
about SAFe and the role of the
Lean-Agile leader.
SCALED AGILE • @SoolodAgHo. lac.
~
~
1-3
Course outline
►
Lesson 1: Thriving in the Digital Age with Business Agility
►
Lesson 2: Building a Foundation with Mindset, Values, and Principles
►
Lesson 3: Establishing Team and Technical Agility
►
Lesson 4: Building Solutions with Agile Product Delivery
►
Lesson 5: Exploring Lean Portfolio Management
►
Lesson 6: Leading the Change
►
Lesson 7: Practicing SAFe
SCALED AGILE • ©SealodAgllo. lac.
Workbook
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Duration
~
~
Activity: Access the class page
,..SAFe
►
►
►
Step 1: Individually navigate to the class
page on the SAFe Community Platform.
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!llelowCOl'IUIIMlnkstoSAFeelllM~foldll-yru'Ve,egi!lered
SS !hose pages tovltw lnstruclOrncteS, digital wotkbooks, and othef
s10op11mize)'OU(leam,ngexperience
Step 3: Click on the link to Download
the Leading SAFe workbook.
,,,ASAFe· I coMMuN1TY
SCALED AGILE • @SoolodAgHo. lac.
1-5
SCALED AGILE •
Workbook
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Learning objectives
At the end of this lesson, you should be able to:
►
Describe what is necessary to thrive in the digital age
►
Recognize SAFe as an operating system for Business Agility
►
Explore the seven core competencies of Business Agility
SCALED AGILE • ©SealodAgllo. lac.
Workbook
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1.1 Thriving in the digital age
SCALED AGILE ·
Workbook
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© Scaled Agile, Inc.
Technological revolutions change society
Installation Period
T
Turning Point
T
1793-1801
1771
Industrial
Revolution
Canal Mania (UK)
Great British Leap
1848-1850
1829
Age of Steam
and Railways
Railway Mania (UK)
The Victorian Boom
1890-1895
1875
Age of Steel and
Heavy Engineering
London funded global market
infrastructure build-up
Belle Epoque (Europe)
Progressive Era (USA)
1929-1943
1908
Age of Oil and
Mass Production
The Roaring Twenties
Post-War Golden Age
2000-2010
1971
Age of Software
and Digital
Deployment Period
T
Dotcom and internet mania;
Global finance and housing bubbles
You are here!
The five technological revolutions, adapted from Technological Revolutions and Financial Capital by
Carlota Perez.
SCALED AGILE • @SoolodAgHo. lac.
1-11
Discussion: The impact of the Digital Age
►
Step 1: In your groups, discuss the
impact of the Digital Age on
your industry.
►
Step 2: Talk about the challenges
or opportunities you foresee.
►
Step 3: Be prepared to share with
the class.
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
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We started with a network
f i ' \ customer
~ Centricity
SCALED AGILE • ©SealodAgllo. lac.
Workbook
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We added hierarchy for stability and execution
@
Customer
Centricity
SCALED AGILE • @SoolodAgHo. lac.
1-15
Guess what happens
SCALED A
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The solution is not to trash what we know
and start over but instead to reintroduce,
in an organic way, a second systemone which would be familiar to most
successful entrepreneurs."
-John P. Kotter, Accelerate
1-17
We need a dual operating system for Business Agility
Efficiency and stability
Speed of innovation
SCALED AGILE • ©SealodAgllo. lac.
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And we have just such an operating system at our fingertips
Value Stream Network
Traditional Hierarchy
~ @ ,;.,.. .. -~ :;.·
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Offers efficiency
and stability
Operates at the
speed of innovation
SCALED AGILE • @SoolodAgHo. lac.
1-19
1.2 SAFe as an operating system
for Business Agility
SCALED AGILE ·
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Business Agility Value Stream
Business Agility is the ability to compete and thrive in the digital age by quickly
responding to market changes and emerging opportunities with innovative,
digitally-enabled business solutions.
Business Agility Value Stream
Business opportunity
emerges
0
Business opportunity
............................
leveraged
QUICK RESPONSE TO
BUSINESS OPPORTUNITY
Two to six months to Minimum Viable Product
Achieving Business Agility requires the seven core competencies.
https://www.scaledagileframework.com/business-agility-value-stream/
SCALED AGILE • ©SealodAgllo. lac.
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The seven core competencies of Business Agility
BUSINESS AGILITY
Enterprise Solution Delivery
Lean Portfolio Management
Strategy&lnvestmentFundlng
--------·
Lean Systems
Engineering
Coordinating Trains
Continually Evolve
andSuppliera
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CustomerCentricity
&Design Thinking
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Organizational Agility
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Lean-thinki ng People
and Agile Teams
Lean Business
Operations
•,. i•
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GGG·
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Delivery Pipeline
Team and Technical Agility
0
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Bu~t-inQuality
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Strategy Agility
Continuous Learning Culture
Lean-Aglle Leadership
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Mindsel & Principles
·--,
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<=-◊
Leading by Example
Leading Change
•
Relentless Improvement
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SCALED AGILE • @SootodAgHo. tac.
1-23
Core competencies covered in this course
BUSINESS AGILITY
Enterprise Solution Delivery
Lean Portfolio Management
Stra<eg: i
~
--------·
Lean Systems
Engineering
Coordinating Tra ins
and Suppliers
Continually Evolve
Live Systems
LeanGovernance
ad;~
~ AgilePortfolioOperations
Agile Product Delivery
Organizational Agility
@
00
Lean•lhinkir,gPeople
and Ag ile Teams
CustomerCentricity
&Design Thinking
. ~ ... --i .
OevOpsandtheContinuous
De livery Pipel ine
Strategy Agility
·- . .
Team and Technical Agility
Continuous Learning Culture
~
Ag ile Teams
Learning Organization
Mindset&Principtes
Teams of Agile Teams
iii
Lead ing by Example
0
•
Re lentless Improvement
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
OperaUOns
GGG·
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© Scaled Agile, Inc.
WhySAFe?
SAFe's business benefits are derived directly from case studies written by SAFe customers.
30%
A
~
50%
Happier,
more motivated
employees
Faster
time-to-market~ ~
35%
50%
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Defect
reduction
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Typical results from •
1-2s
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Four configurations provide the right solution for each Enterprise.
0 - - BUSINESS AGILITY - - ~
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SCALED AGILE • ©SealodAgllo. lac.
Workbook
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Lesson review
In this lesson you:
►
Described what is necessary to thrive in the digital age
►
Recognized SAFe as an operating system for Business Agility
►
Explored the seven core competencies of Business Agility
SCALED AGILE • ©SealodAgllo. lac.
Workbook
1-28
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Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
►
►
"SAFe 6.0"
https://scaledagileframework.com/safe/
O - - 8USINESS AGILITY - - t,
"Business Agility"
https://www.scaledagileframework.com/
business-agility/
-:: @ 4-/
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Continue your SAFe journey with the following resources:
Expand your application of key concepts in
What is SAFe:
httms://bit.lw/Communiti'.l-Gettinl!lStarted
~~
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References
Deming, W. Edwards. Out of the Crisis. Cambridge: The MIT Press, 2000. 23.
Kersten, Mik. Project to Product: How to Survive and Thrive in the Age of Digital
Disruption with the Flow Framework. IT Revolution: Portland, 2018. Cover.
Kotter, John P. Accelerate: Building Strategic Agility for a Faster-Moving World.
Boston: Harvard Business Review Press, 2014. vii, viii.
Perez, Carlota. Technological Revolutions and Financial Capital: The Dynamics
of Bubbles and Golden Ages. Cheltenham: Edward Elgar Publishing Limited,
2002. 107.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don't lose
any of your notes.
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SCALED AGILEf
Mindset & Principl-
Lesson Topics
2.1 The Lean-Agile Mindset
2.1.1 Lean thinking
~~ Lean-Agile Mindset
=
1 1 Core Values
~ SAFe Prmc1ples
2.1.2 Agile development
Leading by Example
2.2 SAFe Core Values
2.3 Apply SAFe Principles
••
@ insatiableleaming
@ Authenticity
@ Emotlonalcompetence
iii
@ courage
@ Growlngothers
O □ ecentralizaddecision-making
·----,
--
Leading Change
-,mitt
·---❖
2-2
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Learning objectives
At the end of this lesson you should be able to:
►
Describe the value of a Lean-Agile Mindset
►
Recognize the SAFe Core Values
►
Apply the SAFe Lean-Agile principles
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2.1 The Lean-Agile Mindset
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SAFe Lean-Agile Mindset
Agile Values
Lean Thinking
Trigger
@-
Lead Time
Customer
"lllllll!!!l■!lli.:'lllllll!!l■!ll.. "1111111!!!1■!1..
ro
rnr rwr rnr -
We are uncovering better ways of developing
software by doing it and helping others do it.
:;::/
Solution
REPEAT
(value)
Through this work we have come to value:
Principles
0
0
0
0
•
Individuals and interactions over processes and tools
Precisely specify value by product
Working software over comprehensive documentation
Identify the Value Stream for each product
Customer collaboration over contract negotiation
Make value flow without interruptions
Responding to change over following a plan
Let the Customer pull value from the producer
That is, while there is value in the items on the right,
we value the items on the left more.
Pursue perfection
https://agilemanifesto.org/
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2.1.1 Lean thinking
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Lean thinking
►
►
Precisely specify
value by product
1 ---------------- Lead Time ---------------- 1
Identify the
Value Stream
for each product
I
rfJ
Trigger
Step 2
►
Make value flow
without interruptions
►
Let the Customer
pull value from
the producer
►
Pursue perfection
'
Customer
REP EAT _ _ _ _ _ _ _
]_.
Solution
(value)
Lean Thinking by James P. Womack
and Daniel T. Jones.
2-7
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Identify the Value Stream for each product
Each Value Stream:
►
Includes activities from recognizing an opportunity through release and validation
►
Contains the steps, the flow of information and material, and the people who develop
the Solution
~-------------------------· Lead Time
I
I
I
Define
•••
Build
•••
Validate
•••
Feature
request
Release
New increment
of value
REPEAT FOR PRODUCT LIFETIME
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Prepare
Share
'1V
~
Activity: Identify your Value Stream
~~
►
Step 1: Individually, select a Solution your Enterprise is currently developing.
►
Step 2: Identify the Customer you are building it for.
►
Step 3: In your workbook, sketch out the steps in the Value Stream.
►
Step 4: Be prepared to share with the class.
NOTE! You will build on your example Value Stream through the subsequent activities in this lesson.
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Optimize the full Value Stream
"'All we are doing is looking at the time line ... from the moment
the customer gives us an order to the point when we collect
the cash. And we are reducing that time line by removing the
non-value-added wastes.'"
Taiichi
Ohno
-Taiichi Ohno, as quoted by Norman Sodek, from the foreword of Toyota
Production System
..,.... ......,,.-
TOYOTA PRODUCTION SYSTEM
Toyota Production System
by Taiichi Ohno.
►
Most problems with your process will surface as delays
►
Most of the time spent getting to market is a result of these delays
►
Reducing delays is the fastest way to reduce time-to-market
2-10
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Identify your Value Stream
Instructions: Select a Solution your Enterprise is currently developing and identify the
Customer you are building it for. In the text boxes below, sketch out the steps in the Value
Stream and be prepared to share with the class.
Solution:
Workbook
Customer:
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Focus on the delays
Email
supervisor
Email
tech lead
Assign
developer
Send to
verification
Send to
operations
One week
Two weeks
Two weeks
One week
One week
Six hours of value ...
. ..delivered in seven weeks
1 day
49 days = 2% Flow Efficiency
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Activity: Identifying delays
►
Step 1: Individually, identify three delays from the Value Stream
identified in the previous activity and write them down.
►
Step 2: Write down what you think might be some potential
causes for the delays_
►
Step 3: Be prepared to share with the class.
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Identifying delays
Instructions: Identify three delays from the Value Stream identified in the previous activity
and write them down. Write down what you think might be some potential causes for the
delays. Be prepared to share with the class.
Delay#l:
Delay #1 cause:
Delay#2:
Delay #2 cause:
Delay#3:
Delay #3 cause:
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2.1.2 Agile development
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The Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
http://aqilemanifesto.org/
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~*
Activity: Agile principles at scale
~~
►
Step 1: As a group, select one of the principles behind the Agile
Manifesto from the following slides listed in your workbook.
►
Step 2: Categorize the principle as:
- Not applicable at scale
- Works as-is at scale
- Requires rethinking for scale
►
Step 3: Be prepared to share with the class.
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The Agile Manifesto principles
FOR REFERENCE ONLY
1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple
of months, with a preference for the shorter timescale.
4. Business people and developers must work together daily throughout
the project.
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Agile principles at scale
Instructions: Select one of the principles behind the Agile Manifesto from the list below.
Categorize the principle as 'Not Applicable,' 'Works as-is' and 'Requires rethinking at scale.'
. .
IWorks
IReq~ir~s
INot
as-is
rethmkmg Applicable
Prmc1ples
at scale
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
10. Simplicity-the art of maximizing the amount of work not doneis essential.
0
0
0
11. The best architectures, requirements, and designs emerge from
self-organizing teams.
0
0
0
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
0
0
0
2.
Welcome changing requirements, even late in development.
Agile processes harness change for the customer's
competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference for the shorter timescale.
4. Business people and developers must work together daily
throughout the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get
the job done.
6. The most efficient and effective method of conveying information
to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant
pace indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
Notes
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The Agile Manifesto principles
FOR REFERENCE ONLY
5. Build projects around motivated individuals. Give them the environment and
support they need and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace indefinitely.
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The Agile Manifesto principles
FOR REFERENCE ONLY
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity-the art of maximizing the amount of work not done-is essential_
11. The best architectures, requirements, and designs emerge from
self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly_
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2.2 SAFe Core Values
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Exemplifying SAFe Core Values
Alignment
Transparency
►
Communicate the vision, mission, and strategy
►
Create a trust-based environment
►
Connect strategy to execution
►
Communicate directly, openly, and honestly
►
Speak with a common language
►
Turn mistakes into learning moments
►
Constantly check for understanding
►
Visualize work
►
Understand your customer
►
Provide ready access to needed information
Respect for People
Relentless Improvement
►
Hold precious what it is to be human
►
Create a constant sense of urgency
►
Value diversity of people and opinions
►
Build a problem-solving culture
►
Grow people through coaching and mentoring
►
Reflect and adapt frequently
►
Embrace 'your customer is whoever consumes
your work'
►
Let facts guide improvements
►
Provide time and space for innovation
►
Build long-term partnerships based on mutual benefit
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Duration
Action Plan: Exemplifying SAFe's Core Values
►
Step 1: Individually in your workbook,
assess where your organization stands
in exemplifying the SAFe Core Values.
►
Step 2: Choose one of SAFe's
four Core Values that scored low
for your organization.
►
Step 3: Identify one to two actions you
can take to improve those scores within
the next two weeks.
►
Step 4: Write these actions down in
the Action Plan of your workbook.
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@
2-21
2.3 Apply SAFe Principles
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Exemplifying SAFe's Core Values
Instructions: Assess where your organization stands in exemplifying the SAFe Core Values.
Choose one of SAFe's four Core Values that scored low for your organization. Identify one
to two actions you can take to improve those scores within the next two weeks. Write these
actions down in the Action Plan of your workbook on page 43.
(low)
1
(high)
2
3
4
5
Alignment
Respect for people
Transparency
Relentless improvement
Notes
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Action Plan
Exemplifying SAFe's
Core Values
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SAFe Lean-Agile principles
#1 Take an economic view
#2 Apply systems thinking
#3 Assume variability; preserve options
#4 Build incrementally with fast, integrated learning cycles
#5 Base milestones on objective evaluation of working systems
#6 Make value flow without interruptions
#7 Apply cadence, synchronize with cross-domain planning
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision-making
#10 Organize around value
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Why focus on the principles?
"A common disease that afflicts management
and government administration the world over is
the impression that 'Our problems are different.'
They are different, to be sure, but the principles
that will help to improve quality of product and of
service are universal in nature."
-W. Edwards Deming, Out of the Crisis
Portrait of W. Edwards Deming. Photo courtesy of The W. Edwards Deming Institute.
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#1 Take an economic view
SCALED AGILE · 0
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Agile economics: Deliver early and often
Waterfall
Requirements
Design
Implementation
Verification
[j
[j[j[j
Documents
Documents
Unverified System
System
Incremental delivery
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Deliver value incrementally
Fast feedback
(I)
::::,
Incremental
ca
>
Time
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Deliver value incrementally
Agile cumulative
gross margins
Market value of a
feature over time
~
(I)
.:::
<ii
-0
(I)
::::,
~
Time
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~
Activity: Accelerating value delivery
Scenario 1: Serial delivery
►
Step 1: In your groups, consider that your
backlog has three Features. Each will take
the entire team one month to complete and
delivers one unit of value.
►
Step 2: In your group template, plot the value
delivery of serial and simultaneous or parallel
implementation scenarios for delivering
the Features.
►
~
Time
Scenario 2:
Parallel delivery
Step 3: Be prepared to share with the class
NOTE: Assume 20% task switching
overhead for each team member in
'Scenario 2: Parallel delivery'
HINT: Plot the serial case first
- - Time
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#2 Apply systems thinking
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Systems thinking
Attributes of systems thinking
The Solution is a system
~
000
---+r
e
.o.
~--- --=
.
•
The Enterprise building the
Solution is a system, too
►
Optimizing a component does not
optimize the system
►
For the system to behave well as a
system, a higher-level understanding
of behavior and architecture is
required
►
The value of a system passes through
its interconnections
►
A system can evolve no faster than its
slowest integration point
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Discussion: Apply systems thinking attributes
@i
►
Step 1: In your groups, discuss how the attributes of systems thinking apply to
both types of systems.
►
Step 2: Be prepared to share with the class.
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#3 Assume variability; preserve options
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Development occurs in an uncertain world
"Rather than try to pick an early winner, aggressively eliminate
alternatives through analysis, simulation, and testing."
-Allen C. Ward, Lean Product and Process Development
►
You cannot possibly know everything at the start
►
Requirements must be flexible to make economic design choices
►
Designs must be flexible to support changing requirements
►
Preservation of options improves economic results
-
------------
~
.
Lean Product and
Process Development
by Allen C. Ward and
Durward K. Sobek II
Cone of uncertainty
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Apply a set-based approach
Single
option
Multiple
design
options
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••
••
••
•
• •
•* •
•
••
••
••
•
•
•
•
•
•
•
•
Learning points
Too much
to adjust
•
•
•
•
Time
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Iterate to the optimum Solution
Set-Based Design facilitates learning and allows for continuous, cost-effective
adjustments towards an optimum Solution .
••
•
•
••
•••
• ••
• •
·• •••• •
Optimum
Solution
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Activity: Set-Based Design in context
►
Step 1: Individually, identify an upcoming technical or business
Milestone in the Value Stream you previously identified.
►
Step 2: In your workbook, identify some design options that might
help to better assure you can meet that Milestone.
►
Step 3: Be prepared to share with the class.
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Set-Based Design in context
Instructions: Identify an upcoming technical or business Milestone in the Value Stream
you previously identified. In the notes section below, identify some design options that
might help to better assure you can meet that Milestone.
Notes
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#4 Build incrementally with fast,
integrated learning cycles
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, :•
'!'
Apply fast learning cycles
Fast feedback accelerates knowledge.
►
Improves learning efficiency by
decreasing the time between action
and effect
►
Reduces the cost of risk-taking by
truncating unsuccessful paths quickly
►
Is facilitated by small batch sizes
►
Requires increased investment
in development environment
The iterative learning cycle
Plan
t
Adjust
The shorter the cycles, the faster
the learning.
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PDCA
~
l
Check
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Integration points control product development
"Product development is the creation of
reusable knowledge through set-based
design and the establishment of
development cadence and flow."
Plan
-Dantar P. Oosterwal, The Lean Machine
►
►
►
t
p ..,. D
t
l
P" D
t
P" D
P" D
P" D
P" D
Do
t
Adjust . . Check
A f<- C
Integration points
accelerate learning
..
P" D
P" D
, . cI t, . cI t, . cI , . cI , . cI t, . cI , . cI
Development can proceed
no faster than the slowest
learning loop
'
'
'
The Lean Machine
i!rii~■ by Dantar P. Oosterwal.
Improvement comes through
synchronization of design loops
and faster learning cycles
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Integration points reduce risk
Deadline
? '
•
Fast, integrated cycles
Time
Cl ScaledAglle,lnc.
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Prepare
Activity: Accelerating learning cycles in context
@ @
►
Step 1: Individually, consider the Value Stream and Solution that you
previously identified.
►
Step 2: In your workbook, identify which integration points might apply
to reduce the risk of being in the zone of 'false positive feasibility.'
►
Step 3: Be prepared to share with the class.
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Share
2-43
#5 Base milestones on objective
evaluation of working systems
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Accelerating learning cycles in context
Instructions: Consider the Value Stream and Solution that you previously identified. In the
notes section below, identify which integration points might apply to reduce the risk of
being in the zone of 'false positive feasibility.'
Notes
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The problem of phase-gate Milestones
"There was in fact no correlation between exiting phase gates on time and the
success of a project.. .. The data even suggested that the inverse may be true."
-Dantar P. Oosterwal, The Lean Machine
►
They force design decisions too early; this encourages false positive feasibility
►
They assume a 'point' Solution exists and can be built correctly the first time
►
They create huge batches and long queues, and they centralize requirements
and design in program management
Requirements
complete
Wishful
thinking ...
Design
complete
Deployment
Period of false positive feasibility
Kaboom!
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Apply objective Milestones
Pl System Demos are orchestrated to deliver objective progress, product,
and process Metrics.
Progress
Product
~
E.J
Objectives
Feedback
Product/Solution
Performance
- - - - - - -•
+
Process
I
Improvement
Backlog Items
-------
•
~
•
•
Pl System Demo
- - - - - Pl - - - - - - - - - - Pl - - - - -
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#6 Make value flow without interruptions
SCALED AGILE ·
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,
,
The eight flow accelerators
1.
Visualize and limit WIP
2.
Address bottlenecks
3.
Minimize handoffs and dependencies
4.
Get faster feedback
5.
Work in smaller batches
6.
Reduce queue length
7.
Optimize time 'in the zone'
8.
Remediate legacy practices and policies
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An example from the field
There are three days left in the iteration. How is this team doing?
Not Started
Development
Story
9
Story
10
Story
7
Story
11
Test
Accepted
Story
3
Story
8
Story
1
Story
2
Story
6
Story
4
Story
5
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Discuss
~
~
Discussion: WIP improvement opportunities
►
►
Step 1: Referring to the Team
Kanban Board example, discuss
the effect of a three-Story WIP
constraint on Development and
test with the class_
Step 2: Consider this scenario:
You're a developer. You just finished
Story 6. What would you do if:
Not Started
Accepted
Story
3
I··~~ I
Story
11
1· ~~ I
- The three-Story WIP constraint
is in place
Story
1
Story
4
Step 3: Which scenario has the
highest throughput?
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Test
Story
10
- There is no WIP constraint
►
Development
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Reduce batch size for higher predictability
Q)
E
:;::::;
Q)
(.)
>()
--
High
variation
Large batches
Medium batches
Small batches
20%
Low
variation
40%
60%
80%
100%
Utilization
Adapted from Implementing Lean Software Development by Mary Poppendieck and Tom Poppendieck.
SCALED AGILE • @SoolodAgHo. lac.
2-51
Duration
Activity: Experience a large batch size
►
Step 1: Create groups of five people with 10
coins per group_ Designate one person as the
timekeeper_ The remaining four people will be
processing the coins.
►
Step 2: Process each coin person by person.
►
Step 3: Pass all coins at the same time to the
next person, who repeats step two until all four
people are done.
Process
►
Step 4: The timekeeper stops the timer and
records the total time.
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
#1
10 00 1
https://bit.lyNideo-LargeBatchPart1
Optional video demonstrating
this exercise: part one of three
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Duration
Activity: Experience a small batch size
►
Step 1: Ensure that the timekeeper is ready to start the timer.
►
Step 2: This time, each person in their group processes
one coin at a time and immediately passes each coin to
the next person.
►
Step 3: The timekeeper will stop the timer when the last
person flips the last coin and records the result.
Process
#2
10:101
.,
Optional video
demonstrating
this exercise: part
two of three
Process
#2
•
10 41 1
"";,...
58
https://bit.lyNideo-SmallBatchPart2
Optional video
demonstrating
this exercise: part
three of three
https://bit.lyNideo-BatchOverviewPart3
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The importance of small batches
►
Large batch sizes increase variability
►
High utilization increases variability
►
Severe project slippage is the most likely result
►
Small batches go through the system faster with
lower variability
►
The most important batch is the handoff batch
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Finding optimal batch size
Optimal batch size is an example of a
Li-curve optimization.
►
Total costs are the sum of holding
costs and transaction costs
►
Higher transaction costs make
optimal batch size bigger
►
Higher holding costs make optimal
batch size smaller
Optimal batch size
(lowest total cost)
-,,,
Total cost
0
(.J
Items per batch
Adapted from The Principles of Product Development Flow
by Donald G. Reinertsen.
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2-55
Reducing optimal batch size
Reducing transaction costs
reduces total costs and lowers
optimal batch size.
►
Reducing batch size:
-,,,
- Increases predictability
Optimal batch size
(lowest total cost)
Total cost
0
(.J
- Accelerates feedback
Transaction
cost
- Reduces rework
- Lowers cost
►
Items per batch
Adapted from The Principles of Product Development Flow
by Donald G. Reinertsen.
Batch size reduction probably
saves twice what you would think
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Duration
Discussion: Reducing batch sizes in context
►
Step 1: As a group, share an example of a 'batch' in your context.
►
Step 2: What steps could you take to reduce the size of the batch?
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Long queues are bad queues
Email from a client service organization:
Long queues: All bad
Longer lead times
Thank you for
contacting us.
Increased risk
We are experiencing
increased volumes and
apologize in advance
for the delay.
More variability
Lower quality
Our goal is to contact
you within __ .
Less motivation
Adapted from The Principles of Product Development Flow
by Donald G. Reinertsen.
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Reduce queue lengths
►
Understand Little's Law
- Faster processing time decreases wait
- Lq
- Shorter queue lengths decrease wait
►
Control wait times by controlling queue lengths
Average wait time = average queue length
divided by average processing rate
- WIP limits, small batches, defer commitments
Example - Given an average processing speed of 1O
30 items
Features per quarter and a committed set of 30 Features,
- - - - - - = 3 Quarters
a new Feature will experience an approximate wait time of: 1 items/Quarter
o
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2-59
#7 Apply cadence, synchronize
with cross-domain planning
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Cadence and synchronization
Synchronization
Cadence
►
Converts unpredictable events into predictable
occurrences and lowers cost
►
Causes multiple events to happen simultaneously
►
Facilitates cross-functional trade-offs
►
Makes waiting times for new work predictable
►
Provides routine dependency management
►
Supports regular planning and cross-functional
coordination
►
Supports full-system integration and assessment
►
Provides multiple feedback perspectives
►
Limits batch sizes to a single interval
►
Controls injection of new work
►
Provides scheduled integration points
Note: To work effectively, design
cycles must be synchronized
Note: Delivering on cadence requires
scope or capacity margin
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2-61
Cadence without synchronization is not enough
thinking you are on track
IJllf;)',I Time spent
IWeM,l·i·l·iMM%1¼·i1iiii,ltlN
System
Iterate
Iterate
•
Iterate Iterate Iterate
Iterate
Iterate Iterate Iterate
Iterate Iterate
Iterate
Iterate Iterate
Iterate
Iterate
Iterate
Iterate
Iterate
Integrate
and slip!
•
•
Iterate Iterate
Iterate
l•,i¥i•M411!•1,,i•i•l,i4ei¢Mh4i5i&ii,• •Q;,.;+
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Synchronize to assure delivery
• • • • • • • •
Probably need help
from a System Team
I;.
,.. -- :.•
:.
•
.•
II
System Demos
System Demos
Sys 1
Sys2
Sys3
Sys4
Sys 5
Sys6
Sys 7
Sys 8
Iterate
Iterate
Iterate
Iterate
Iterate
Iterate
Iterate
Iterate
( ________
C_on_tin_u_ou_s_ln_te_g_ra_tio_n_ _ _ _ _~ )
Iterate
Iterate
Iterate
<
Iterate
Iterate
Iterate
Iterate
Continuous Integration
Iterate
)
~----------~
Iterate
Iterate
Iterate
Iterate
Iterate
- - - - Pl - - - -
Iterate
Iterate
Iterate
- - - - Pl - - - -
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2-63
Control variability with planning cadence
Cadence-based planning limits variability to a single interval.
Infrequent
or one-time
Cadence-based
planning
Accumulated
deviation
from plan
Maximum
} deviation
from plan
-,------i----r-
_____
I Reality
Plan
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Synchronize with cross-domain planning
'The truth is, future product development tasks ... can't be predetermined .... distribute the planning
and control to those who understand and can react to the interim results."
-Michael N. Kennedy, Product Development for the Lean Enterprise
►
Everyone plans together at the same time
►
Identify dependencies and risks
►
Management sets the mission with
minimum constraints
►
Important decisions are accelerated
►
►
Requirements and design emerge
Teams take responsibility for their
own plans
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2-65
#8 Unlock the intrinsic motivation
of knowledge workers
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On managing knowledge workers
"That [knowledge workers] know more about their job than
anybody else in the organization is part of the definition of
knowledge workers."
-Peter Drucker, The Essential Drucker
► Workers themselves are most qualified to make
decisions about how to perform their work
► The workers must be heard and respected for
management to lead effectively
► Knowledge workers must manage themselves and
require autonomy
► Continuing innovation must be part of the work, the
tasks, and the responsibilities of knowledge workers
Portrait of Peter Drucker.
Creative Commons image.
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2-67
Unlocking intrinsic motivation with autonomy, mastery, and purpose
►
Autonomy is the desire to be self-directed and
have control over what we work on, how we
do our work, and who we work with
►
Mastery is the urge to get better at what we
do and improve our personal and team skills
►
Purpose is the desire to do something that
matters and has meaning
Dani el H. Pink
A. Whole New Mind
Drive by Daniel H. Pink.
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#9 Decentralize decision-making
SCALED AGILE ·
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, :•
•'
'!'
Duration
Video: MindSpring Presents: "Greatness" by
David Marquet
https://www.youtube.com/watch?v=OqmdLcyES Q
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Decentralize decision-making
Define the economic logic behind a decision; empower others to make the changes.
Centralize
Decentralize everything else
►
Infrequent - Not made very often and
usually not urgent
(Example: Internationalization strategy)
►
Long-lasting - Once made, highly unlikely
to change
(Example: Common technology platform)
►
►
Frequent - Routine, everyday decisions
(Example: Team and ART Backlog)
►
Time critical - High cost of delay
(Example: Point release to Customer)
►
Requires local information Specific and local technology or Customer
context is required
(Example: Feature criteria)
Significant economies of scale Provide large and broad economic benefit
(Example: Compensation strategy)
SCALED AGILE • @SoolodAgHo. lac.
2-71
Activity: Decentralize decision-making
~*
~~
►
Step 1: Individually, consider three significant decisions you are currently facing.
Write them in the table provided in your workbook.
►
Step 2: Rate each decision based on the frequency, time criticality,
and economies of scale, assigning a value of zero, one, or two.
►
Step 3: Add the total values: zero to three = centralize; four to six = decentralize.
Decision
Frequent?
Y=2 N=O
Defining Strategic
themes
0
Team Backlog
refinement
2
Define Pl Dates
0
Time-critical?
Y=2 N=O
2
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
Economies of
scale?
Y=O N=2
Total
0
1 (centralize)
2
6 (decentralize)
0
1 (centralize)
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Decentralize decision-making
Instructions: Consider three significant decisions you are currently facing. Write them
in the table below. Rate each decision based on the frequency, time criticality, and
economies of scale, assigning a value of zero, one, or two. Add the total values: zero to
three= centralize; four to six= decentralize.
F
~~iu:~t.,
Decision
Timecritical?
Economies
of scale?
Y=2 N=O
Y=O N=2
Total
0
0
0
Notes
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Keys to practicing decentralized decision-making
►
Openly discuss how decisions are made and explore opportunities to move
authority for those decisions closer to where the work is performed
►
Establish a decision-making framework that equips knowledge workers
with the information to make good decisions
►
Provide clarity on organizational objectives, coach effective problem-solving,
and provide opportunities to exercise and cultivate decision-making abilities
►
Take responsibility for making and communicating strategic decisions-those
that are infrequent, long lasting, and have significant economies of scale
►
Decentralize all other decisions
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2-73
#10 Organize around value
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Value doesn't follow silos
Business
System
Engineering
Hardware
Software
Test and QA
►
Value delivery is
inhibited by handoffs
and delays
►
Political boundaries
can prevent
cooperation
►
Silos encourage
geographic
distribution
of functions
►
Communication
across silos
is difficult
Operations
Management challenge: Connect the silos
SCALED AGILE • @SoolodAgHo. lac.
2-75
Instead, organize around development Value Streams
"Al Ward tells us that the aim of development is in fact the creation of profitable
operational value streams."
-John Shook, from the foreword of Lean Product and Process Development
Each development Value Stream:
►
Includes activities from recognizing an opportunity through release and validation
►
Contains the steps, the flow of information and material, and the people who develop
the Solution used by the Operational Value Streams
1---------------------
--------------------~
Lead Time
1
I
I
I
Define
•••
Build
•••
Validate
•••
Feature
request
Release
New increment
of value
REPEAT FOR PRODUCT LIFETIME
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Value flows across organizational boundaries
Identify the Value Streams within which to build one or more
Agile Release Trains.
1111
1111
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2-77
Principles are great, but ...
Clarity on how to think without clarity on
how to act can leave people unmoved."
-Daniel Pink, To Sell Is Human
. . . it's time to put this thinking to work.
Let's start doing.
2-78
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Lesson review
In this lesson you:
►
Described the value of a Lean-Agile Mindset
►
Recognized the SAFe Core Values
►
Applied the SAFe Lean-Agile principles
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2-79
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson.
►
"Core Values"
https://www.scaledagileframework.com/
safe-core-values/
►
"Lean-Agile Mindset"
https://www.scaledagileframework.com/
lean-agile-mindseU
►
"SAFe Lean-Agile Principles"
https://www.scaledagileframework.com/
safe-lean-agile-principles/
►
"Lean-Agile Leadership"
https://www.scaledagileframework.com/
lean-agile-leadership/
o - - BUSINESS AGILITY - - r.
-~
..:.:: liq\\
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References
Bodek, Norman. Foreword to Toyota Production System: Beyond Large-Scale Production by
Taiichi Ohno. Boca Raton: CRC Press, 1988. Kindle Edition.
Deming, W. Edwards. The New Economics for Industry, Government, Education. Cambridge: The
MIT Press, 2018. 36.
Deming, W. Edwards. Out of the Crisis. Cambridge: The MIT Press, 2000. 110.
Drucker, Peter F. The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential
Writings on Management. New York: HarperCollins, 2001. 78.
Kennedy, Michael N. Product Development for the Lean Enterprise: Why Toyota's System Is Four
Times More Productive and How you can Implement It. Richmond: The Oaklea Press,
2003. 150.
Ohno, Taiichi. Toyota Production System: Beyond Large-Scale Production. Boca Raton: CRC
Press, 1988. Kindle Edition.
Oosterwal, Dantar P. The Lean Machine: How Harley-Davidson Drove Top-Line Growth and
Profitability with Revolutionary Lean Product Development. New York: AMACOM, 2010. 143,
148-149.
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References
Pink, Daniel H. Drive: The Surprising Truth About What Motivates Us. New York: Riverhead
Books, 2011.
Pink, Daniel H. To Sell ls Human: The Surprising Truth About Moving Others. New York:
Riverhead Books, 2012. 140.
Poppendieck, Mary and Tom Poppendieck. Implementing Lean Software Development: From
Concept to Cash. Upper Saddle River, NJ: Addison-Wesley, 2007.
Reinersten, Donald G. The Principles of Product Development Flow: Second Generation Lean
Product Development. Redondo Beach: Celeritas Publishing, 2009.
Shook, John. Foreword to Lean Product and Process Development, 2nd Edition by Allen C. Ward
and Durward Sobek. Cambridge: Lean Enterprise Institute, 2014.
Ward, Allen C. and Durward K. Sobek II. Lean Product and Process Development, 2nd ed.
Cambridge: Lean Enterprise Institute, 2014. Kindle Edition.
Womack, James P. and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your
Corporation, 2nd ed. New York: Free Press, 2003.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don't lose
any of your notes.
Workbook
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---i ~
~
~
'
~~ourot
,. ~ _,.l "-""- 81\w>."'
•.•,.hi\~~
Workbook
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Agile Teams
Built-in Quality
:.
Product
Owner
Lesson Topics
3.1 Forming crossfunctional Agile Teams
Scrum Master/
Team Coach
---~- --0- -0--0Teams of Agile Teams
3.2 Built-in Quality
3.3 Organizing Agile
Release Trains around
the flow of value
Business
Product Mgmt.
Hardware
Software
Quality
Testing
Compliance
Operations
Security
AGILE RELEASE--.I RAI
- - - - 'I
I
:.
•
3-3
Learning objectives
At the end of this lesson, you should be able to:
►
Prepare to form cross-functional Agile Teams
►
Describe Built-in Quality practices
►
Recommend organizing around value with Agile Release Trains (ARTs)
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3.1 Forming cross-functional Agile Teams
SCALED AGILE ·
0
- "
,
,
Build cross-functional Agile Teams
Agile Teams are cross-functional, self-organizing entities that can define, build,
test, and-where applicable-deploy increments of value.
►
Optimized for communication and delivery of value
►
Typically include 10 team members or less
►
Contain two specialty roles:
Team 1
- Scrum Master/Team Coach
- Product Owner
Team N
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Scrum Master/Team Coach responsibilities
Improving ART Performance
Facilitating Pl Planning
Building High-Performing Teams
Supporting Iteration Execution
--......
Improving Flow
SCALED AGILE • @SoolodAgHo. lac.
3-7
Product Owner responsibilities
Getting and
Applying Feedback
Connecting with
the Customer
@ 00
Supporting the Team
in Delivering Value
Contributing to the
Vision and Roadmap
Managing and Prioritizing
the Team Backlog
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Duration
~
~
Activity: Form teams for the Pl Planning simulation
►
Step 1: Break into teams. Create a team name in your
Team Template.
►
Step 2: Discuss the Scrum Master/Team Coach
responsibilities. Who on your team is best suited
to fulfill this role?
►
►
Agile Teams
:. /
Product
Owner
Step 3: Discuss the Product Owner responsibilities.
Who on your team is best suited to fulfill this role?
Step 4: Make sure the team name and the roles are
visible to all other teams in your template.
.
/
Scrum Master/
Team Coach
- Note: In the next lesson, your team will experience
Planning Interval (Pl) Planning.
SCALED AGILE • @SoolodAgHo. lac.
3-9
SAFe Scrum overview
I
PIOb]""''-
Iterations
Stories from
Pl Planning
Emil
Emil
.. [§ _
Pl Objectives
~~o
II
\
--►
Local Team
Context
I
--► ~• .,
Goals
...
Team
Backlog
=·
Iteration
Planning
4
System
Demos
En
Q.
En
En
•
li8
NFRs
Iteration
Review
Syat.mDomoo
NFRs
Iteration
Backlog
Deliver
Increment
Iteration
Retrospective
+ - - - Iteration (Typically Two Weeks) ----+
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SAFe Team Kanban overview
'®
@
Sy,t,m o,m~
I
t""""=:- .-- .......-lliliilli_l -.---i!.b
I
I[]
I
I
Pl
Pl DbJoollve,
Stories from
Pl Planning
BIi
BIi
§1
~
\
I _. i[:j*.. _. ~
Local Team
Context
System Demos
<It,
Pl Objectives
Team Sync
~
Team
Deliver
Plan
Backlog
System Demos
Retrospective
-+
Increment
SCALED AGILE • @SoolodAgHo. lac.
3-11
All Agile Teams visualize flow
4
3
2
4
,.
·••
Funnel
Defining
Ready
Building
In Progress I
■-
■■
■■ ■
■■
■
6
Integrating
and Testing
Validating
Done
Ready
■■ ■■ ■■
■■ ■■ ■■
■
■
■ ■■
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3.2 Built-in Quality
SCALED AGILE ·
0
- "
,
,
Built-in Quality
"You can't scale crappy code (or hardware, or anything else)."
- Dean Leffingwell, Creator of SAFe
Cyber-physical
Systems Quality
PRACTICES
...
.......
IT Systems Quality
Agile Software
Dev. Quality
Agile Hardware
Eng. Quality
DOMAINS
Business Functions
Software Applications
IT Systems
Hardware
~!
.o.
_..,.l.
~n
Cyber-physical Systems
!!...~"
-■-
FOUNDATIONS
SCALED AGILE • ©SealodAgllo. lac.
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~ Quality
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Basic Agile quality practices
Agile quality practices apply to every team, whether business or technology.
►
Shift learning left - Reveal problems sooner,
take corrective action with minimum impact
►
Pairing and peer review - Multiple viewpoints
enhance work quality and grow knowledge
►
Collective ownership and T-shaped skills Reduce bottlenecks and increase flow
►
Artifact standards and definition of done Ensure consistent quality for each work product
►
Workflow automation - Enable small batches
and reduce errors
SCALED AGILE • @SoolodAgHo. lac.
3-15
Activity: Reflect on basic Agile quality
practices in your context
►
►
Step 1: Individually, reflect on the
basic Agile quality practices and
consider how they might apply in
your context and capture this in
your workbook_
~~
~~
Shift learning left
Pairing and peer
review
Collective ownership
and T-shaped skills
Step 2: Be prepared to share with
the class.
Artifact standards
and definition of
done
Workflow automation
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Reflect on basic Agile quality practices in your context
Instructions: Reflect on the basic Agile quality practices and consider how they might
apply in your context and capture this in the notes section below.
Notes
Workbook
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3.3 Organizing Agile Release Trains
around the flow of value
SCALED AGILE ·
0
- "
,
,
ARTs are cross-functional
Business
Product
Mgmt.
Hardware
Software
Quality
SCALED AGILE • ©SealodAgllo. lac.
Workbook
Testing
Compliance Operations
Security
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Agile Release Trains
►
A virtual organization of 5-12 teams (50-125+ individuals)
►
Synchronized on a common cadence- a Pl
►
Aligned to a common mission via a single ART Backlog
WSJF
•
-
Continuous Delivery Pipeline
AGILE RELEASE TBA/I!/
NFRs
ART
Backlog
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release on Demand
SCALED AGILE • @SoolodAgHo. lac.
3-19
Roles on the Agile Release Train
D
~
D
owns, defines,
LJ and prioritizes the ART Backlog.
Release Train Engineer is a coach for
the Agile Release Train.
Product Management
-----------------
ffi
~
Business Owners are key stakeholders
on the Agile Release Train.
AGILE RELEASE TRAIN
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Teams on the ART are organized for flow
Stream-aligned team - Organized around the flow of work and has
the ability to deliver value directly to the Customer or end user
Complicated subsystem team - Organized around specific
subsystems that require deep specialty skills and expertise
Platform team - Organized around the development and support
of platforms that provide services to other teams
MATTHEW SKELTON
orid MANUEL PAIS
I
(.,. - - - , Enabling team - Organized to assist other teams with specialized
, _ _ _ 1 capabilities and help them become proficient in new technologies
Team Topologies by
Matthew Skelton and
Manuel Pais
More information in the advanced topic article:
https://www.scaledagileframework.com/organizing-agile-teams-and-arts-team-topologies-at-scale/
SCALED AGILE • @SoolodAgHo. lac.
3-21
ARTs are organized to deliver value continuously
Consider the necessary interactions between the teams and organize
to maximize flow.
AGILE RELEASE TRAIN
;
;
;
;
,----------------------------------------------,
Stream-Aligned
,
Stream-Aligned
I
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'---------------------------------------------~
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Lesson review
In this lesson you:
►
Prepared to form cross-functional Agile Teams
►
Described Built-in Quality practices
►
Recommended organizing around value with Agile Release Trains (ARTs)
SCALED AGILE • @SoolodAgHo. lac.
3-23
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson.
►
"Team and Technical Agility"
https://www.scaledagileframework.com/
team-and-technical-agility/
►
"Built-In Quality"
https://www.scaledagileframework.com/
built-in-quality/
►
"Agile Teams"
https://www.scaledagileframework.com/
agile-teams/
►
"Agile Release Train"
https://www.scaledagileframework.com/
agile-release-train/
~Afe' 6.0
o - - BUSll<!ESSAGtUTY - - 0
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References
Skelton, Matthew and Manuel Pais. Team Topologies: Organizing Business and
Technology Teams for Fast Flow. Portland: IT Revolution, 2019.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don't lose
any of your notes.
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Lesson Topics
Develop on Cadence; Release on Demand
Customer Centricity
Release on Demand
4.1 Customer Centricity
and Design Thinking
4.2 Prioritizing the
ART Backlog
••••
e
~
••••••
•
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•
Customer
Centric
Design Thinking
Development
Centric
Develop on Cadence
4.3 Pl Planning
DevOps and the Continuous Delivery Pipeline
4.4 Develop on cadence;
release on demand
4.5 Building a Continuous
Delivery Pipeline
with DevOps
:A GILE RE
Continuous
Exploration
DevOps
ASE
RAIN
Continuous
Integration
Continuous
Deployment
Release on Demand
4-3
Learning objectives
At the end of this lesson, you should be able to:
►
Describe the benefits of a Customer-centric culture
►
Practice applying Design Thinking
►
Prioritize the ART Backlog with weighted shortest job first (WSJF)
►
Participate in a Pl Planning simulation
►
Explain the need to develop on cadence and release on demand
►
Justify the need to build and maintain a Continuous Delivery Pipeline
with DevOps
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4.1 Customer Centricity and Design Thinking
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Why Customer Centricity?
Design whole-product Solutions with a deep understanding of Customer needs.
Benefits include:
►
Greater revenue
►
Increased employee engagement
►
More satisfied Customers
►
Alignment to mission
►
Better product resiliency and sustainability
Enterprise
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Workbook
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What is Design Thinking?
Problem space
Solution space
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.......
•' : Journey...maps ' Prototyping
Personas
1
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Empathy maps
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Story mapping
Design Thinking is a clear and continuous understanding of the target market,
Customers, the problems they are facing, and the jobs to be done.
SCALED AGILE • @SoolodAgHo. lac.
4-7
Use personas to understand Customers
Personas are characterizations of the
people who might use your product.
Person as will:
Cary the Consumer
Age: 36
Location: Reno, Nevada, USA
Time in App: 10 minutes
►
►
Convey the problems end users
are facing in context, and key
triggers for using the product
I'm a working dad with three children ages 3, 6, and
10. I'm also in a band, which means I want to spend
as much time as possible with my kids and my band.
I need my package delivered on time so that I can
maximize time with my family.
Capture rich, concise information
that inspires great products without
unnecessary details
•
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
I like technology!
I have an iPhone, iPad,
and high-speed Wi-Fi
•
I am not home on
some weekends
My wife works so she
doesn't have much
spare lime to help
•
I'd rather text
instead of calling or
emailing suppliers
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Use empathy maps to identify with Customers
►
►
The empathy map
is a tool that helps
teams develop
deep, shared
understanding of
and empathy for
the Customer
Who are we
empathizing with?
What do they
need to do?
What do
they hear?
Use the empathy
map to design better
user experiences
and Value Streams
What do
they see?
What do
they do?
What do they
think and feel ?
What do
they say?
SCALED AGILE • @SoolodAgHo. lac.
4-9
~~
~~
Activity: Empathy mapping
►
Step 1: In your group, create
an empathy map using the
template provided.
►
Step 2: Select a user or Customer
of a product or service from one of
the companies at your table.
►
Step 3: Following the sequence of
numbers, fill in each section of the
empathy map.
►
Step 4: Be prepared to share
with the class.
O
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OAINS
=::::·:::'!-
"Empathy Map" by Dave Gray
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Workbook
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c:::i
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Empathy Map Canvas
Designed for:
Designed by:
WHO are we empathizing with?
GOAL
Who is the person we want to understand?
What is the situation they are in?
What is their role in the situation?
Date:
Version:
What do they need to DO?
What do they need to do differently?
What job(s) do they want or need to get done?
What decision(s) do they need to make?
How will we know they were successful?
c:::i
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PAINS
GAINS
What are their fears,
frustrations, and anxieties?
What are their wants,
needs. hopes and dreams?
3
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DJ
What do they see in the marketplace?
What do they see in their immediate environment?
What do they see others saying and doing?
What are they watching and reading?
"'"'
r+
c:::i
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0 What do they HEAR?
What are they hearing others say?
What are they hearing from friends?
What are they hearing from colleagues?
What are they hearing second-hand?
3
DJ
C) What do they SAY?
"'C
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What have we heard them say?
What can we imagine them saying?
-·
What other thoughts and feelings might motivate their behavior?
(JQ
Q What do they DO?
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What do they do today?
What behavior have we observed?
What can we imagine them doing?
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Last updated on 16 July 2017. Download a copy of this canvas at http://pmestonnina.com/empathy-map/
e 2017 Dave Gray, xplane.com
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Empathy mapping
Instructions: Select a user customer of a product or service from one of your companies in
your group. Following the sequence of numbers, fill in each section of the empathy map
in the spaces below. Discuss with your group how the empathy map can inform Solution
development. Be prepared to share with the class .
•
•
WHO?
DO?
•
•
•
SEE?
HEAR?
e
SAY?
•
THINK
and
FEEL?
DO?
•----------GOAL: WHO are we empathizing with?
Who is the person we want to understand?
What is the situation they are in?
What is their role in the situation?
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Empathy mapping
•----------GOAL: What do they need to DO?
What do they need to do differently?
Whatjob(s) do they want or need to get done?
What decision(s) do they need to make?
How will we know we were successful?
•----------What do they SEE?
What do they see in the marketplace?
What do they see in their immediate environment?
What do they see others saying and doing?
What are they watching and reading?
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Empathy mapping
•----------What do they SAY?
What have we heard them say?
What can we imagine them saying?
•----------What do they DO?
What do they do today?
What behavior have we observed?
What can we imagine them doing?
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Empathy mapping
•----------What do they HEAR?
What are they hearing others say?
What are they hearing from friends?
What are they hearing from colleagues?
What are they hearing second-hand?
•----------What do they THINK and FEEL?
PAINS
GAINS
What are their fears, frustrations and
anxieties?
What are their wants, needs, hopes and
dreams?
What other thoughts and feelings might motivate their behavior?
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Use journey maps to design the end-to-end Customer experience
DECIDE
CHOOSE
LEARN
PURCHASE
APPLY
•
•••••
•••• .,.
--Access options
Clarify goals
Choose what to buy
Negotiate sale
MWH4
MIMI!- ■ ltllMI
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5
Customer
Service Officer
Customer
Service Officer
• Provides updates on
· Performs assessment
and copies ID cards
•Provides list with
of applicants
• Evaluates property
• Prepares approval
estate agency
Onhneresources
Onhneadv1sory, budgeting,
for understanding
mortgageopt1ons
financial management, and
purchasingopt1ons
Automatically gather data
frompubhcdatabases
and mtegratew1thsoc1al
med1adata
Celebrate
W:WtMfi-
Customer
iv' Service Officer
• FWlsinapplicationform
required documents
Q
Credit Department
•Advises to select real
COMPLETE
l■l■N
IIMl■ ifoilif
•Prepares offer
· Explains products
SCALED AGILE • @SoolodAgHo. lac.
ID and financial check
loan status
Al-based assessments could
improve speed and accuracy
B1ometnc authenlicat1on
ofelectrorncs1gnatures
Customer journey map for a mortgage loan
-
4-11
Story maps capture user workflows
-
......
Activity
These Stories are
essential for the
current release
Activity:
Complete the loan
application
E+H!HM
Future Stories
Activity:
Verify information
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Workbook
Activity:
Create risk profile
WW
-
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4.2 Prioritizing the ART Backlog
SCALED AGILE ·
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Vision aligns everyone on the product's direction
The product Vision is a description
of the future state of the product
►
How will our product solve
our Customer's problems?
►
What Features does it have?
►
How will it differentiate us?
►
What nonfunctional requirements
does it deliver?
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Features fulfill the product Vision
---
ART Backlog
The ART Backlog is the holding area
for upcoming Features that will
address user needs and deliver
business benefits for a single Agile
Release Train (ART).
NFRs
Feature
40
Feature
40
Feature
40
Enabler
100
Feature
40
Feature
40
Feature
40
© Scaled Agile, Inc.
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4-15
Features represent the work for the Agile Release Train
►
►
The Feature benefit hypothesis
justifies development costs and
provides business perspective
for decision-making
Multi-factor authentication
Benefit hypothesis
Enhance user security via both password
and a device
Acceptance criteria are
typically defined during
ART Backlog refinement
►
Reflect functional and
nonfunctional requirements
►
Fits in one Pl
Acceptance criteria
1. USB tokens as a first layer
2. Password authentication second layer
3. Multiple tokens on a single device
4. User activity log reflecting both
authentication factors
Example Feature
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Enablers build the Architectural Runway
The Architectural Runway is the existing code,
hardware components, marketing branding
guidelines, and other variables that enable nearterm business Features.
►
Enablers build up the runway, including
exploration, architecture, infrastructure,
and compliance
►
Features consume the runway
►
The Architectural Runway must be
continuously maintained
►
Example:
A single sign-on
mechanism will
enable sign-on in
multiple applications.
1#¥MiW
l#MiW 1#¥\l'iiW
Implemented
now ...
l=ffiMM
Use capacity allocation (a percentage of the
train's overall capacity in a Pl} for Enablers
that extend the runway
... to support
future Features
Architectural Runway
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4-17
Duration
Activity: Describe three Features
►
►
Step 1: Individually, identify three
Features from your context and
write them in your workbook.
Feature:
Multi-factor
authentication
Step 2: If you have time, choose one
of the Features and add the benefit
hypothesis and acceptance criteria.
Benefit Hypothesis:
Enhanceusersecurlty
via both password and
a device
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Describe three Features
Instructions: Identify three Features from your context and write them below. If you have time,
choose one of the Features and add the benefit hypothesis and acceptance criteria.
Feature: Multi-factor authentication
Benefit Hypothesis: Enhance user
security via both password and
a device.
Feature:
Benefit Hypothesis:
Feature:
Benefit Hypothesis:
Feature:
Benefit Hypothesis:
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Features are implemented by Stories
►
►
►
Business Feature
Stories are small increments
of value that can be developed
in days and are relatively easy
to estimate
Shipping Method Selection
Beneftt hypothesis:
Users can select a shipping
method based on cost,
delivery speed, and carrier
Story user-voice form captures
the end user's roles, activities,
and goals
Features fit in one Pl for one
ART; Stories fit in one Iteration
for one team
Enabler Story
User Story
Research how
to calculate the
shipping costs.
As a book purchaser
I can see the price for
each shipping method for
my current order
so that I can select a
shipping method based
on price.
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4-19
Estimate Stories with relative Story points
►
A Story point is a number
that represents:
What size is it?
- Volume - How much there is
- Complexity - How difficult it is
- Knowledge - What we know
- Uncertainty - What's not known
►
Story points are relative, and are
not connected to any specific unit
of measure
Guidance: Compared to other Stories,
an eight-point Story should take relatively
four times longer than a two-point Story.
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Apply estimating poker for fast, relative estimating
►
►
All members participate
►
Increases accuracy by including
all perspectives
►
Steps
Estimating poker combines
expert opinion, analogy, and
disaggregation for quick but
reliable estimates
1 Each estimator gets a deck of cards
Builds understanding and creates
shared understanding
2
Read a job
3
Estimators privately select cards
4
Cards are turned over
5
Discuss differences
6
Re-estimate
Agile Estimating and Planning by Mike Cohn
Warning : Estimation performed by a manager,
architect, or select group negates these benefits.
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4-21
Prepare
Share
~~
Activity: Relative size estimating
~~
Use estimating poker to relatively
estimate the mass of a set of animals.
►
r~
Step 1: In your groups, identify the
smallest animal and mark it as 1.
It.
Chicken
►
Crocodile
Giraffe
Step 2: Estimate the remaining
animals using values 2, 3, 5, 8, 13,
20, 40, and 100.
Gorilla
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11
Hyena
Elephant
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Relative size estimating
Hyena
Horse
□
Gorilla
Chicken
□
□
□
Elephant
Crocodile
□
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Prioritize Features for optimal ROI
In a flow system, job sequencing is the key to improving economic outcomes.
To prioritize based on Lean economics, we need to
know two things:
►
The cost of delay (CoD) in delivering value
►
How long it takes to implement value
ART
Backlog
I
"If you only quantify one thing, quantify the
cost of delay."
NFRs
MIHM
MlhM Mi·M
MIHM
MlhM
-Donald G. Reinertsen, The Principles of Product
Development Flow
SCALED AGILE • @SoolodAgHo. lac.
4-23
Duration
Video: Calculating WSJF to Prioritize
the Program Backlog
https://bit.lyNideo-CalculatingWSJF
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Example with equal CoD: Which job first?
A $$, one day
8 $$, three days
C $$, 10 days
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SCALED AGILE • @SoolodAgHo. lac.
4-25
Example with equal duration: Which job first?
A
8
$$$, three days
C
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$$, three days
$, three days
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-
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General case: Any CoD and duration
Give preference to jobs with a shorter duration and higher CoD, using WSJF:
Cost of delay
Prioritized using WSJF
CoD
WSJF=
A
C
B
Job duration
(Job size)
Time
A
CoD
B
C
Time
■ Delay Cost
I
10
3
10
3
l
10
0.1
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4-27
Components of cost of delay
User-business Value
Time Criticality
Risk Reduction and Opportunity
Enablement (RR&OE)
tJ
lJI
Relative value to the
Customer or business
How user/business value
decays over time
What else this does for
our business
• They prefer this over that
• Is there a fixed deadline?
• Revenue impact?
• Will they wait for us or
move to another Solution?
• Reduce the risk of this
or future delivery?
• Potential penalty or other
negative impact?
• What is the current effect
on Customer satisfaction?
• Is there value in
the information we
will receive?
• Enable new business
opportunities?
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Calculate WSJF with relative estimating
In order to calculate WSJF, teams need to estimate cost of delay and duration.
►
For duration, use job size as a quick proxy
►
Relative estimating is a quick technique to estimate job size and relative value
►
WSJF stakeholders: Business Owners, Product Managers, Product Owners,
and System Architects
User-business
value
+
Time
criticality
+
Risk reduction and/or
opportunity enablement
WSJF =
Job size
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4-29
Prepare
~'l)?
Activity: WSJF prioritization
~~
►
Step 1: Individually, in your workbook, prioritize three of the Features you
identified earlier using WSJF
►
Step 2: Be prepared to share with the class.
Feature
Time
criticality
User-business
value
Book reviewing
Profile
management
5
Book rating
3
+
+
+
+
+
+
5
5
5
Share
-
3
15
9
.:.
■
+
+
3
5
1
--
2
9
Scale for each parameter: 1, 2, 3, 5, 8, 13, 20
Note: Do one column at a time. Start by picking the smallest item and giving it a 1.
There must be at least one 1 in each column.
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Weighted shortest job first (WSJF) prioritization
Instructions: Prioritize three of the Features you identified earlier usingWSJF. Be prepared to
share with the class.
User-business
value
Time
+ criticality
Risk reduction and/or
+ opportunity enablement
WSJF =
Job size
Feature
User-business
value
+
+
=
0.00
+
--
+
+
=
0.00
+
-
+
+
=
0.00
+
-
Scale for each parameter: 1, 2, 3, 5, 8, 13, 20
Note: Do one column at a time. Start by picking the smallest item and giving it a 1.
There must be at least one 1 in each column.
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4.3 Pl Planning
SCALED AGILE ·
0
, :•
'!'
Duration
Video: SAFe at Travelport: The Power of Pl Planning
@
https://bit.lyNideo-PowerofPIPlanning
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What is Pl Planning?
Planning Interval (Pl) Planning is a cadence-based event that serves as the
heartbeat of the Agile Release Train (ART), aligning all teams on the ART to
a shared mission and Vision.
►
Two days every 8-12 weeks (10 weeks is typical)
►
Everyone plans together
►
Product Management owns Feature priorities
►
Development teams own Story planning and high-level estimates
►
System Architect and User Experience (UX) work as intermediaries for governance,
interfaces, and dependencies
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4-33
The benefits of Pl Planning
►
Establishing personal communication across all team
members and stakeholders
►
Aligning development to business goals with the
business context, Vision, and Team/ART Pl Objectives
►
Identifying dependencies and fostering cross-team
and cross-ART collaboration
►
Providing the opportunity for just the right amount of
architecture and Lean UX guidance
►
Matching demand to capacity; eliminating excess work
in process (WIP)
►
Fast decision-making
Cross-team collaboration
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The Pl Planning process
Input
Output
Vision
Ii i
Top 10 Features
NFRs
ART
Backlog
Vision and Top 10 Features
Team and ART Pl Objectives
and ART Planning Board
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4-35
Create alignment with Pl Objectives
►
Objectives are business summaries of
what each team intends to deliver in
the upcoming Pl
►
Objectives often directly relate to
intended Features in the backlog
►
Other examples:
1. Show routing calculations between
the five most frequent destinations
2. Navigate autonomously from distribution
center to the most frequent destination
3. Parallel park for a delivery
4. Return to the distribution center
after delivery
5. Include traffic data in route planning
6. Recall a delivery that is already
in progress
- Aggregation of a set of Features
- A Milestone like a trade show
-
- An Enabler Feature supporting
the implementation
-
7. Spike: Reduce GPS signal loss by 25%
8. Demonstrate real-time rerouting to avoid
delays (e.g., accident, construction)
A major refactoring
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Uncommitted Objectives - - - - - -
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Maintain predictability with uncommitted objectives
Uncommitted objectives help improve the predictability of delivering business value.
►
Uncommitted objectives are planned and aren't extra
things teams do 'just in case they have time'
►
They are not included in the commitment, thereby
making the commitment more reliable
►
If a team has low confidence in meeting a Pl
Objective, it should be moved to uncommitted
Objectives for Pl 1
Uncommitted Objectives
►
If an objective has many unknowns, consider moving
it to uncommitted and put in early spikes
►
Uncommitted objectives count when calculating load
7. Spike: Reduce GPS signal
loss by 25%
8. Demonstrate real-time
rerouting to avoid delays
(e.g., accident, construction)
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Outcomes of the Pl Planning simulation
Actively participating in a simulated Pl Planning event will reinforce:
Communication
Experience the
business benefits
of establishing
communication
across all team
members and
stakeholders
•
0
Estimating
Capacity
Drafting
Objectives
Experience
estimating capacity
for the Iteration
Experience drafting
Pl Objectives
for achieving the
Planning Interval
and committing
to the plan
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Managing Risks
Experience managing
ART Pl Risks
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Duration
~
~
Activity: Identify ART roles
►
Step 1: Identify ART roles for
the simulation in your class.
►
Step 2: Ensure that you have
all key roles required for the
Pl Planning simulation.
Simulation role
Assigned to
Executive
Volunteer
Product Management
Volunteer
System Architect, UX,
Development Manager
Volunteer
Note: Your instructor will be the RTE.
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Simulation: Why are we here?
Alignment to a common mission
We are here to gain alignment and
commitment around a clear set of prioritized
objectives. Your RTE will now review the
agenda for the next two days of Pl Planning.
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Simulation: Day one agenda
Business context
8:00-9:00
•
State of the business
Product/Solution Vision
9:00-10:30
•
Vision and prioritized Features
Architecture Vision
and development practices
10:30 - 11 :30
•
•
Architecture, common frameworks, etc.
Agile tooling, engineering practices, etc.
Planning context and lunch
11:30-1 :00
•
Facilitator explains the planning process
•
Team breakouts
1:00-4:00
•
Teams develop draft plans and identify risks
and impediments
Architects and Product Managers circulate
•
Teams present draft plans, risks, and impediments
•
Adjustments made based on challenges, risks,
and impediments
Draft plan review
4:00-5:00
Management review and problem solving
5:00-6:00
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Simulation: Day two agenda
Planning adjustments
•
8:00-9:00
Teams develop final plans and refine risks
and impediments
Business Owners circulate and assign business
value to team objectives
Team breakouts
9:00-11:00
Final plan review and lunch
11:00-1:00
•
Teams present final plans, risks, and impediments
ARTPI Risks
1:00-2:00
•
Remaining Pl-level risks are discussed and ROAMed
Pl confidence vote
2:00- 2:15
•
Team and ART confidence vote
Plan rework if necessary
2:15-???
Planning retrospective
and moving forward
After
commitment
If necessary, planning continues until commitment
is achieved
•
•
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Workbook
Planning adjustments made based on previous day's
management meeting
Retrospective
Moving forward
Final instructions
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Simulation: Briefings
..•
Executive
I
•
Product
Manager
System
Architect
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Simulation: Planning guidance
•
Expect this first Pl Planning to feel a bit chaotic_
Future Pl Planning meetings will become
more routine.
,.
Product Owners - You have the content authority
to make decisions at the User Story level
•
Scrum Masters/Team Coaches - Your
responsibility is to manage the timebox, the
dependencies, and the ambiguities
Agile Team - Your responsibility is to define
User Stories, plan them into the Iteration, and
work out interdependencies with other teams
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Simulation: Planning requirements
Iteration 1.1
Feature 1
Feature 2
Iteration 1.4
Iteration 1.5
Capacity:
Cc pac1ty:
C. pacily·
Capacity
Load:
Load:
Load:
Load
L1>ad:
□□
□□
□□
Pl Objectives
Pl Objectives
Iteration 1.3
Iteration 1.2
Capacity:
□□ □
□□□
IP Iteration
X
o□
Risks
BV
AV
Uncommitted
Objectives
NIIIN{I
•••
••
User Story
Maintenance
■
Exploration
Enabler
O
Infrastructure
Enabler
■ Risksor
dependencies
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Duration
Activity: Select the Feature from Product Management
►
Step 1: Each team selects a Feature from Product Management.
►
Step 2: Ensure this information is visible so it can be referred
to during the Pl Planning simulation.
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Simulation: Using historical data to calculate velocity
Establish velocity by looking at the average output of the last Iterations.
Velocity
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Simulation: Calculate your capacity
Calculating Iteration capacity:
Example:
►
For every full-time Agile Team member
contributing to Solution development, give
the team eight points; adjust this number for
part-time team members
►
Subtract one point for every team member
vacation day and holiday
A seven-person team composed of
three developers, two testers,
one Product Owner, and one
Scrum Master/Team Coach
►
Assign one point to a Story that would take
about a half day to develop and a half day to
test and validate
►
Estimate every other Story relative to that one
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Exclude the Scrum Master/Team
Coach, Product Owner, and
vacation time from the calculation
Calculated capacity: 5 x 8 points =
40 points per Iteration
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Duration
~
~
Activity: Team breakout #1
You will be planning a short Pl with two Iterations with your teams.
►
Step 1 : Calculate and enter the capacity for each Iteration
(two weeks per iteration).
- The first Iteration starts Monday
- Use your real availability
►
Step 2: Estimate the Stories using Story points.
►
Step 3: Load the Stories into the Iterations.
►
Step 4: Write the Pl Objectives using clear statements.
►
Step 5: Identify the uncommitted objectives.
►
Step 6: Identify any ART Pl Risks and dependencies.
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Duration
Activity: Coach Sync
►
Step 1: The teams observe the Coach Sync, conducted by the RTE.
►
Step 2: Choose a Scrum Master/Team Coach to provide the team's current
status and address the questions from the RTE.
►
Step 3: The RTE holds a meet-after following the sync (limited to one or
two topics for the simulation).
Note: Coach Sync questions are on the following slide.
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Duration
Activity: Coach Sync
Coach Sync Questions
Team 1
Have you identified the capacity for each Iteration of the Pl?
Have you identified most of the Stories for the first two Iterations and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing tradeoffs and conflicting priorities with your Business Owners?
Have you identified any ART Pl Risks?
Will you be ready to start writing Pl Objectives in the next 15 minutes?
Is there anything you need to discuss with other Scrum Masters/Team Coaches? If so, stay
for the meet-after.
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Duration
Activity: Draft plan review
►
Step 1: The teams will present summaries of their first two Iterations and one
or more draft Pl Objectives_
►
Step 2: Make sure to include the following:
- Capacity and load for each Iteration
- Draft Pl Objectives
- ART Pl Risks and impediments
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Management review and problem-solving
At the end of day one, management meets to make adjustments to scope
and objectives based on the day's planning.
Common questions:
• What did we just learn?
• Where do we need to adjust Vision, scope, team
assignments, or anything else?
• Where are the bottlenecks?
• What Features must be de-scoped?
• What decisions must we make between now
and tomorrow to address these issues?
Photo used with permission from Hybris Software.
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Activities during day two
Day One
Day Two
Business context
8:00-9:00
Product/Solution Vision
9:00-10:30
Architecture Vision and
development practices
10:30-11:30
Planning context and lunch
11:30-1:00
8:00-9:00
Team breakouts
9:00-11:00
Final plan review and lunch
11 :00 -1 :00
ART Pl Risks
1:00-2:00
Pl confidence vote
2:00-2:15
Team breakouts
1:00-4:00
Draft plan review
4:00-5:00
Plan rework if necessary
2:15--???
Management review and
problem solving
5:00-6:00
Planning retrospective
and moving forward
After
commitment
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Make planning adjustments
►
Based on the previous day's management
review and problem-solving meeting,
adjustments are discussed
►
Possible changes:
- Business priorities
- Adjustment to Vision
- Changes to scope
- Realignment of work and teams
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Team breakout #2
Based on new knowledge and a good night's
sleep, teams work to create their final plans_
►
In the second team breakout, Business
Owners circulate and assign business value
to Pl Objectives from low (1) to high (10)
►
Teams finalize the Pl plan
►
Teams also consolidate ART Pl Risks,
impediments, and dependencies
►
-
Uncommitted objectives provide the
capacity and guard band needed to
increase the reliability of cadencebased delivery
10
8
7
10
7
7
Uncommitted Objectives
7. Spike: Reduce GPS signal loss by 25%
8. Demonstrate real-time rerouting to
avoid delays (e.g., accident,
construction}
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1. Show routing calculations between the
five most frequent destinations
2. Navigate autonomously from distribution
center to the most frequent destination
3. Parallel park for a delivery
4. Return to the distribution center
after delivery
5. Include traffic data in route planning
6. Recall a delivery that is already in
progress
2
5
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Duration
~
~
Activity: Setting business value
The instructor will demonstrate assigning business
value for one team's objectives.
►
►
►
Step 1: Bring one team's draft plans to the
Business Owners.
1. Show routing calculations between the
five most frequent destinations
2. Navigate autonomously from distribution
center to the most frequent destination
3. Parallel park for a delivery
4. Return to the distribution center after
delivery
5. Include traffic data in route planning
6. Recall a delivery that is already in
progress
Step 2: The Business Owners will set value on
a scale of 1-10 for each identified objective.
Step 3: Observe the discussion that would
take place, illustrating the larger purposes
and thought processes around assigning
business value.
-
10
8
7
10
7
7
Uncommitted Objectives
7. Spike: Reduce GPS signal loss by 25%
8. Demonstrate real-time rerouting to
avoid delays (e.g., accident,
construction)
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ART planning board: Feature delivery, dependencies, and Milestones
Iteration 1.1
Iteration 1.2
Iteration 1.3
Iteration 1.4
Iteration 1.5 (IP)
Pl2 >>>
Milestonu and
Events
Unicorns
Lions
A Milestone or event is
7 t=---=r--+---'f='--lc - -74'""";:I!!! .,.-+-- - + - - - - - - 1 f;~~.~;1;!~!~e;:~~ns~-;w).
t - - - - - - + - ---== --+
Bears
Eagles
This Feature cannot be
Tigers
-,;-- ----,/-----\~ ::....:,......t----'1""-::=+-------="t ~~~~r~~~::t;~~:~e
Antelopes
dependencies.
Bulls
UXHelp
l - - - - - - + --==---==--~ - - = -~ +----==--"7""f- - - - - + - - - - - d ~==~~~~:~~
Sys Arch Help
~; ~:~:s
any dependencies.
ART Planning Board Legend:
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 dependency (see Lions in Iteration 1.2).
Blue
Red or Pink
Orange
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Final plan review
Teams and Business Owners peer-review all final plans.
Final plan review agenda
1. Changes to capacity and load
2. Final Pl Objectives with business value
3. ART Pl Risks and impediments
4. Q&A session
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Building the final plan
►
Final plans are reviewed by all teams
►
Business Owners are asked whether
they accept the plan
►
If so, the plan is accepted
►
If not, the plan stays in place, and the
team continues planning after the review
A team presenting their final plan.
Photo used with permission from Discount Tire Corporation.
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Addressing ART Pl Risks
After all plans have been presented, remaining
ART Pl Risks and impediments are discussed
and categorized.
@ Resolved
(:) Owned
ROAMing risks:
► Resolved -Addressed; no longer a concern
► Owned - Someone has taken responsibility
► Accepted - Nothing more can be done, and if risk
occurs, release may be compromised
► Mitigated - Team has plan to adjust as necessary
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Duration
~
~
Activity: Manage ART Pl Risks
The instructor will demonstrate ROAMing one to two
risks for one team.
►
Step 1: Pick one to two risk examples.
►
Step 2: Read them in front of all teams
and stakeholders.
►
Step 3: Ask if anyone can own, help mitigate,
or resolve the risks_ Otherwise, accept the risk as-is.
►
Step 4: Put each risk into a corresponding quadrant
of the ROAM sheet for the ART.
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(:) owned
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Confidence vote: Teams and ART
Once ART Pl Risks have been addressed, a confidence vote is taken by each
team and the ART.
A commitment with two parts:
1. Teams agree to do everything in their power to meet the agreed-to objectives
2. In the event that objectives are not achievable, teams agree to escalate
immediately so that corrective action can be taken
,P..I
,,.u
No
confidence
Little
confidence
• •
I
Good
confidence
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High
confidence
I
Very high
confidence
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Run a planning meeting retrospective
The Pl Planning event will evolve over time. Ending with a retrospective will help
continuously improve it.
The Pl Planning Event
Retrospective
1. What went well
2. What didn't
3. What we can do
better next time
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4.4 Develop on cadence; release on demand
SCALED AGILE ·
'.
0
Manage the flow of work with the ART Kan ban
Funnel
2
6
4
Analyzing
Ready
Implementing
5
6
Validating
on Staging
In Progress 1
Ready
D D u□ D D D
D D
D DD D
D
D
•All new
ideas
welcome
• Benefit
hypothesis
• Calculate
WSJF
• WIP limited
• Features
approved by
Product
Management
• Continuous
WSJF
prioritization
•WIPlimited
• Features
decomposed
into Stories
• Features integrated
and deployed to
staging
• Teams define,
build and validate
the Solution
• Features
demonstrated and
approved by Product
Management
• WIP limited
•WIPlimited
4
3
Deployment
to Production
In Progress :
o:
Releasing
Done
Ready
I
D:
I
I
I
• Finish deployment
testing of Features
• Features deployed
to production, and
sometimes toggled
off
• WIP limited
5
D [o
D Co
• Features
released to
Customers
incrementally
or all at once
• Benefit
hypothesis
evaluated
• WIP limited
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ART events drive the train
ART events create a closed-loop system to keep the train on the tracks.
.
:;·~?1~ '"ART Sync
I
Do
Plan •
~
~
Sync
Pl
e ART events
e Team events
PO Sync
Bac~og
1te,ation
Refinement
Retro/
·=
Adjust
)
•
Prepare for Pl
Planning
Adjust
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ART Sync is used to coordinate progress
•
ART Sync
I
I
----------------------·----------------------
Coach Sync
.:. :.
....
....
PO Sync
►
Visibility into progress and impediments
►
►
Facilitated by RTE
►
Participants include Scrum Masters/Team
►
Facilitated by RTE or PM
Coaches, other select team members,
►
Participants include PM, POs, other
Visibility into progress, scope, and
priority adjustments
stakeholders, and SMEs as necessary
SMEs if necessary
►
Weekly or more frequently, 30-60 minutes
►
Weekly or more frequently, 30-60 minutes
►
Timeboxed and followed by a meet-after
►
Timeboxed and followed by a meet-after
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Demo the full system increment every two weeks
►
Features are functionally complete
or toggled so as not to disrupt
demonstrable functionality
►
New Features work together and
with existing functionality
►
►
........~
~
<{
0::
_
(!)
_.__. Ul
Happens after the Iteration Review
(may lag by as much as one
Iteration maximum)
:.
•
Demo from a staging environment
which resembles production as
much as possible
, -;
Full system
System
Team
tr
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Innovation and Planning (IP) Iteration
"Provide sufficient capacity margin to enable cadence_"
-Donald G. Reinertsen, The Principles of Product Development Flow
Facilitate reliability, Pl readiness, planning, and innovation
►
Innovation - Opportunity for
innovation, hackathons, and
infrastructure improvements
►
Planning - Provides for
cadence-based planning
►
Estimating guard band for
cadence-based delivery
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Example IP Iteration calendar
Monday
Tuesday
Wednesday
Thursday
Friday
--Buffer for leftover work
Final verification, validation, and documentation (if releasing)
--Innovation
Pl Planning readiness
- - - - 10
SCALED AGILE '
--
■
Pl Planning
I 1%1¥41 ld§I
.
NIM
lill&WM MM#IM
............
Architecture Vision
and development
practices
Planning
requirements
.
Inspect
&Adapt
Event
____ ,,
and lunch
■Gil■
- - - - 12
■
..
Mfal■§IIM
Pl confidence vote
Team breakouts
Draft plan review
Management
review and
problem-solving
Plan rework if
necessary
Planning
retrospective and
moving forward
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Without the IP Iteration ...
►
Lack of delivery capacity buffer impacts predictability
►
Little innovation and 'tyranny of the urgent'
►
Technical debt grows uncontrollably
►
People burn out
►
No time for teams to plan, demo, or improve together
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Improving results with the Inspect and Adapt event
Three parts of Inspect and Adapt:
1.
The Pl System Demo
2.
Quantitative and Qualitative Measurement
3.
Problem-Solving Workshop
►
Timebox: Three to four hours per Pl
►
Attendees: Teams and stakeholders
~ @ ,!,:.).,
-P.::. 0
--~---- -~.-- =
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Pl System Demo
At the end of the Pl, teams demonstrate the current
state of the Solution to the appropriate stakeholders.
►
Often led by Product Management, POs, and the
System Team
►
Attended by Business Owners, ART stakeholders,
Product Management, RTE, Scrum Masters/Team
Coaches, and teams
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ART performance reporting
Prior to or as part of the Pl System
Demo, teams review the business
value achieved for each of their
Pl Objectives.
►
Business Value
..----..
,----.
--
Plan
--
• Build and demonstrate a proof
of concept for context images
•
8
• Implement negative triangulation
by: tags, companies, and people
•
6
• Speed up indexing by 50%
10
5
Objectives for Pl 3
• Structured locations and
validation of locations
Teams meet with their Business
Owners to self-assess the
business value they achieved
for each objective
- Index 1.2 billion more web pages
• Extract and build URL abstracts
Uncommitted Objectives
- Fuzzy search by full name
►
Each team's planned vs actual
business value is then rolled up
to the ART Predictability Measure
7
-
Actual
7
10
8
7
7
7
0
• Improve tag quality to 80%
relevance
4
Totals
50
4
'------'
45
% Achievement: 90%
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Measure ART predictability
The report compares actual business value achieved against planned business value.
ART Predictability Measure
120
• Target: Effective process
control range
.........
,I.
,, ' '
• Predictability sufficient
to run the business
80 , ---,.'- """T__
' ....,.,..-...--:"'-..:--"T"---::.,:--'-1
''
I
I
60
''
40
' .,, .,,
.,,
• Handles common
variations
• Special causes may still
cause excess variation
I
''
I
'
I
- - - - - Team A: Out-of-control development
- - - - - Team B: Controlled development
Agile Release Train (ART)
20
0
Pl 1
P12
Pl 3
Pl4
PIS
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The problem-solving workshop
Agree on the problem to solve
Apply root cause analysis and five whys
"..i ii.:.
Insufficiently
reliable release
0 commitments
0
-
·-
'
Restate the new problem for the biggest
root cause
Insufficient
Architectural
Runway
Identify the biggest root cause using
Pareto analysis
Brainstorm solutions
'
I
,
-~~
C..N
c....
c,,,_
C.IM
C,-
C.... o
1
>
l
•
•
•
Identify improvement backlog items
I I
-
NFRs
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4.5 Building a Continuous Delivery
Pipeline with DevOps
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Activity: DevOps myth or fact
~*
~~
►
Step 1: Individually, take the myth or fact quiz in your workbook.
►
Step 2: Check your results with the answer key at the bottom of the page
that follows the quiz.
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Duration
Video: What is DevOps
https://bit.lyNideo-WhatisDevOps
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
DevOps myth or fact
Instructions: Take this myth or fact quiz individually. Check your results with the answer
key at the bottom of the page that follows the quiz.
Myth
Fact
0
0
2. DevOps is a cultural change
0
0
3. You don't need Lean-Agile to have a successful DevOps implementation
0
0
4. Agile is for development not operations
0
0
5. The deployment pipeline is used to deploy environments as well as solutions
0
0
6. DevOps tries to bridge the gap between new Features and stable solutions
0
0
7. Measurements are an important part of DevOps
0
0
8. Automation of testing reduces the holding cost
0
0
9. DevOps is only for small software companies
0
0
10. Chaos monkey was developed by Netflix
0
0
9. MYTH
10. FACT
1.
DevOps is just about automation
Notes
Click to reveal quiz answers
1. MYTH
Workbook
2. FACT
3. MYTH
4. MYTH
5. FACT
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6. FACT
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8. MYTH
© Scaled Agile, Inc.
Maximize speed and stability
Operations
~
1
Rt:• ' ,..,. . .
➔
Compllaoi,
.
►,)□e,elopmem
Afehltect,~•
. •
,
Sec"'lty
Business
Optimized for
development speed
Optimized for
stability
Working together for
speed and stability
SCALED AGILE • @SoolodAgHo. lac.
4-81
Building the Continuous Delivery Pipeline with DevOps
►
The Continuous Delivery Pipeline (CDP) represents the workflows, activities,
and automation needed to deliver new functionality more frequently.
►
Each ART builds and maintains, or shares, a pipeline.
►
Organizations map their current pipeline into this new structure and remove
delays and improve the efficiency of each step.
Continuous Delivery Pipeline
AGILE RELEASE TRAIN
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release on Demand
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Continuous Exploration: Understand Customer needs
Hypothesize
,. ,.
Collaborate and
Architect
Research
Synthesize
...
-I
•
WSJF
Product
Management
Continuous Continuous Release on
Integration Deployment Demand
Continuous Exploration
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Continuous Integration: A critical technical practice of the ART
-- ~
>< -- ~ -Develop
Build
Test
End-to-End
00
Continuous
Exploration
~
Stage
Deploy
Continuous
Deployment
~
Release
on Demand
Continuous Integration
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Continuous Deployment: Getting to production early
Deploy
Continuous
Exploration
Verify
Monitor
Respond
Continuous
Integration
Release
on Demand
Continuous Deployment
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4-85
Decouple release elements from the total Solution
/
- - - --
-
Streamlet 1 __:...--+-----l:....-UH.._-l.:IHJ--UH~•--lll-+
-
Solution
Security updates
(released on demand)
Back-office functionality
(released every month)
" " Entire Solution (major
release every quarter)
Value 'streamlets'
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Workbook
End-user functionality
(released every two weeks)
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Separate deploy from release
►
Separate deploy to production
from release
Deploy
►
Hide all new functionality under
Feature toggles
►
Enables testing background and
foreground processes in the actual
production environment before
exposing new functionality to users
►
Release
11111
11111
Timing of the release becomes
a business decision
11111
SCALED AGILE • @SoolodAgHo. lac.
4-87
Release on Demand: Making value available when it's needed
Stabilize
Release
and Operate
Measure
Learn
Ji,.
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release
on Demand
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Prepare
Action Plan: Improving Agile Product Delivery
►
Step 1: Consider the practices and the
events that support Agile Product Delivery
as discussed earlier.
►
Step 2: Identify one viable improvement you
could execute to improve Customer
Centricity and Design Thinking. Write it down
in your Action Plan.
►
Step 3: Identify one viable improvement you
could execute to improve the Continuous
Delivery Pipeline. Write it down in your
Action Plan.
►
Step 4: Share your insights with the class.
Share
~'lr'
~~
SCALED AGILE • @SoolodAgHo. lac.
4-89
Lesson review
In this lesson you:
►
Described the benefits of Customer Centricity
►
Practiced Design Thinking
►
Prioritized the ART Backlog with weighted shortest job first (WSJF)
►
Participated in a Pl Planning simulation
►
Explained the need to develop on cadence and release on demand
►
Justified the need to build and maintain a Continuous Delivery Pipeline
with DevOps
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Action Plan
Improving Agile
Product Delivery
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Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson.
►
►
►
►
►
►
►
"Agile Product Delivery"
https://www.scaledagileframework.com/
agile-product-delivery/
"Customer Centricity"
https://www.scaledagileframework.com/
customer-centricity/
"Design Thinking"
https://www.scaledagileframework.com/
design-thinking/
"Weighted Shortest Job First"
https://www.scaledagileframework.com/wsjf/
"Pl Planning"
https://www.scaledagileframework.com/pi-planning/
"DevOps"
https://www.scaledagileframework.com/devops/
"Continuous Delivery Pipeline"
https://www.scaledagileframework.com/
continuous-delivery-pipeline/
SCALED AGILE '
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~Afe'6.0
o - - BUSll<!ESSAGtUTY - - 0
=t:.
....,,_
1-:~-f: -
~~
...
--
-..:: @ ..!.,:.)., P.::. e -·s-·
_:_&__ -:_- = . : :.
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References
Cohn, Mike. Agile Estimating and Planning. Boston: Addison-Wesley 2006.
Gray, Dave. "Empathy Map." Game Storming. Updated November 12,
2009. https://gamestorming.com/empathy-Dmap.
Lawrence, Richard and David Green. "The Humanizing Work Guide to Splitting
User Stories." Humanizing Work. Updated August 15, 2022.
https://www.humanizingwork.com/the-humanizing-work-guide-to-splitting-userstories/.
Leffingwell, Dean. Agile Software Requirements: Lean Requirements Practices
for Teams, Programs, and the Enterprise. Upper Saddle River, NJ: AddisonWesley 2011. Kindle Edition.
Reinersten, Donald G. The Principles of Product Development Flow: Second
Generation of Lean Product Development. Redondo Beach: Celeritas 2009.
31, 178.
SCALED AGILE • @SoolodAgHo. lac.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don't lose
any of your notes.
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Lesson Topics
Strategy
5.1 Defining a SAFe portfolio
& Investment
5.2 Connecting the portfolio
to the Enterprise strategy
Enterprise
Executives
Funding
11A 11
/
8;!i~:: a,
5.3 Maintaining the
Portfolio Vision
' ,. ~!~it:~e
'-.__/
5.4 Realizing the Portfolio
Vision through Epics
5.5 Establishing Lean
Budgets and Guardrails
VMO
~
Enterprise :
Architect •
'-
Business
A& Owners
5.6 Establishing portfolio flow
Master/Team
Coach CoP
O Scal&dAg!a,lnc.
5-3
Learning objectives
At the end of this lesson, you should be able to:
►
Describe the purpose and elements of a SAFe portfolio
►
Construct well-written Strategic Themes
►
Employ the portfolio canvas to describe the current and future state
►
Create Epic hypothesis statements to inform the Vision
►
Distinguish traditional and Lean budgeting approaches
►
Construct a Portfolio Kanban
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5.1 Defining a SAFe portfolio
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What is a SAFe portfolio?
A SAFe portfolio is a collection of development Value Streams.
►
Each Value Stream builds, supports, and maintains Solutions
►
Solutions are delivered to the Customer, whether internal or external
to the Enterprise
SAFe Portfolio
Strategic
Themes
Development Value Streams
SCALED AGILE • @SoolodAgHo. lac.
5-7
An Enterprise may have a single portfolio or multiple portfolios
SAFe Portfolio
:=
►
Strategic
: = Themes
IJ..S l ~ ~ ~,O~
Small Enterprise
Single Portfolios
:=
►
Strategic
: = Themes
Multiple Portfolios
Large Enterprise
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Define the portfolio with the portfolio canvas
►
►
The portfolio canvas is a
template for identifying
a specific SAFe portfolio
It defines the domain of
the portfolio and other
key elements
Portfolio Canvas
Date:
Po,tf~;oNamoc
Veraion:
Value Propositions
Value Streams
Solutions
~;::::.: •
Whatarethe Value Streams
in this portfolio?
What Solutions
does each
provide?
Whet
Customers
does each
Channels
What channels
does each Value
Stream use to
(Note:Createamwforeach
Value Stream)
&
Key Partners
Whoareourl<eypartners?
Whoareourkeysuppliera?
Whichkeyresourcesareweacquiring
from partners?
Whichkeyactivitiesdopartnersperform?
Cost Structure
Whettypeof
Customer
relationship
doeseach
Value Stream
maintain?
~
Key Activities
WhatkeyactMUesdoourvalueproposltlons
require?
• StrategicTha1'1'188andlaanBudgets
• Markstrhythms
• Portfoliosync
• PIPlanning{pre/post)
• System/Sol. Demo
• lnspect&Adapt
•
Whetisthelotalportfoliobudgel?
Wheterethemostimportantcoslsinherentintheportfolio?
Whichkeyresourcesarernostexpensive?
Whichkeyactiviliesarethernostexpensive?
Budget
~
Whatisthe
budgatfor
each Value
Stream?
KPls/
Revenue
usedto
evaluate the
performance
of each Value
Stream?
.:.tl
Key Resources
WhatkeyresourcesdoourvalueproposlUons
require?
• EpicOwnera
• EnterpriseArchitects
• LPMauthorities
• VMO, LACE
• Sharedservices
6
Revenue Streams
Whet is the revenue for Value Streams that ere monetized?
• Forwhatvaluearecustomeniwillingtopay?
• ForwhatdotheycurrenUypay?
• Howeretheycurrenllypayi~?
• How much does each revenue stream contribute lo overaU revenue?
Whatisthevalueprovidedbynon-monetized(puredevelopment)Value
Streams?
The Portfolio Canvas is adapted from The Business Model canvas by Strategyzer
{https://www.strategyzer.com/canvas/business-model-canvas ).
SCALED AGILE • @SoalodAgHo. lac.
5-9
5.2 Connecting the portfolio
to the Enterprise strategy
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Strategy and investment funding: collaboration and responsibilities
Strategy and investment funding ensures that the entire portfolio is aligned and
funded to create and maintain the Solutions needed to meet business targets.
,.
Enterprise
Executives
I
••
MU
Business
Owners
Enterprise
Architect
e Connect the portfolio to Enterprise strategy
e Maintain a Portfolio Vision
e Realize Portfolio Vision through Epics
e Establish Lean Budgets and Guardrails
e Establish portfolio flow
SCALED AGILE • @SoolodAgHo. lac.
5-11
Elements of Enterprise strategy formulation
• Vision
• Mission
• Core values
Enterprise
business
drivers
f
--+
competence
/r.iA Financial
'&/ goals
I
Portfolio
context
◄
..-,
Portfolio Vision
Lean Budget
Guardrails
t d I Outcomes, Flow,
Competency
- - - • ~ Portfolio
~ budgets
Enterprise
Strategy
Formulation
___. . : = Strategic
: = Themes
t
Competitive
environment
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Connect the portfolio to the Enterprise with Strategic Themes
Strategic Themes are differentiating business objectives that:
Enterprise
Government
Strategic
Themes
►
Are a collaboration between LPM and the larger Enterprise
►
Drive the future state of a portfolio
►
Connect the portfolio to the Enterprise strategy
►
Provide context for the Portfolio Vision and Lean budgeting
Good examples of Strategic Themes
Bad examples of Strategic Themes
Expand autonomous delivery into retail
Increase shareholder wealth
Expand autonomous delivery into healthcare
Maximize corporate wealth
SCALED AGILE • @SoolodAgHo. lac.
5-13
Influence of Strategic Themes
Strategic Themes influence portfolio strategy and provide business context for
portfolio decision making.
Portfolio Vision
6_ 1 ~
Enterprise
Portfolio Kanban and Portfolio Backlog
Government
~ == ----+
Vision for Solution, ART, and Team Backlogs
Strategic
Themes
Value Stream Budgets
Investment Horizons
Lean Budget Guardrails
~
~
Abovel)llrtfolothr9shad?
Approve Significant
Initiatives
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
Capacity Allocatlon
--
Business Owner
Engagement
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Prepare
Activity: Identify Strategic Themes
►
Share
~~
~~
Step 1: Individually, in your workbook, identify three Strategic Themes
that help define the strategy of your portfolio in the upcoming year.
- Are these differentiators for your business, or business as usual?
►
Step 2: Be prepared to share with the class.
SCALED AGILE • @SoolodAgHo. lac.
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5.3 Maintaining the Portfolio Vision
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Identify Strategic Themes
Instructions: Identify three Strategic Themes that help define the strategy of your portfolio
in the upcoming year. Are these differentiators for your business, or business as usual?
Strategic Theme #1
Strategic Theme #2
Strategic Theme #3
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Identify Strategic Themes
Strategic Theme #4
Strategic Theme #5
Strategic Theme #6
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Identify opportunities for the portfolio's future state with SWOT
►
Establishes an
understanding of the
portfolio's strengths
and weaknesses
s
w
Strengths
C
Weaknesses
·5,
~
□
□
-.;
E
s
.E
►
Helps identify the
most significant
opportunities
and potential threats
0
C
·5,
T
Opportunities
Threats
□
□
□
□
□
~
-.;
E
~
w
SCALED AGILE • @SoolodAgHo. lac.
5-17
TOWS strategic options matrix
►
1.
1.
2.
2.
3.
3.
4.
►
A TOWS analysis is used primarily
for identifying strategic options to
create a better future state
Internal Strength (S)
A SWOT analysis is a great way
to uncover the current situation
of your Value Stream, product,
or portfolio
2.
3.
Internal Weaknesses (W)
WO
How can your
opportunities be
leveraged to
overcome
weaknesses?
1.
2.
3.
4.
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
4.
so
How can your
strengths be used
to exploit and
maximize
opportunities?
1.
4.
►
External Threats (T)
External Opportunities (0)
The key difference between the
SWOT and TOWS analyses are
the outcomes that they create
ST
How can you apply
your strengths to
overcome present
and potential
threats?
WT
How can you
minimize
weaknesses and
avoid threats?
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Envision the future state
►
The portfolio canvas captures the current state
►
Use SWOT and TOWS to brainstorm potential future states
►
Evaluate your options and select a future state
►
Identify the Epics that will get you to this future state
•
Explore Possibilities
Current State
8
••• '--+
Make Decisions
- -
•
Identify Epics
Future State
--~--~-- --
Portfolio Canvas_ /
!!!1!!1!!!11!11!!!!1!!
• • • -----. • • • ---+
Portfolio Canvas
....
• • •---+mmm ._
--1 • • • -1Divergent
Thinking
- -
Convergent
Thinking
SCALED AGILE • @SoolodAgHo. lac.
5-19
Express the future state as a Vision
Along view:
►
How will our portfolio of future Solutions solve
the larger Customer problems?
►
How will these Solutions differentiate us?
►
What is the future context within which our
Solutions will operate?
►
What is our current business context, and how
must we evolve to meet this future state?
Vision: A postcard from the future
.,
,..
POSTCARD
I
I
I
-
L
I
I
I
I
- - - - - - - ...1
►
Aspirational, yet realistic and achievable
►
Motivational enough to engage others on the journey
Result: Everyone starts thinking about how to apply
their strengths in order to get there.
'A postcard from the future,' adapted from Switch by Chip Heath and
Dan Heath.
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5.4 Realizing the Portfolio Vision through Epics
SCALED AGILE ·
0
- "
,
,
What is a portfolio Epic?
►
An Epic is a significant Solution development
initiative. There are two types:
- Business Epics directly deliver business value
- Enabler Epics support the Architectural
Runway and future business functionality
►
►
Portfolio Epics are typically cross-cutting,
typically spanning multiple Value Streams
and Pis.
NFRs
Portfolio
Backlog
Ii i
E!D Eil'ilill
Eil'ilill E!D
rz.
Ii i
NFRs
ART
Backlog
Epics need a Lean business case, the definition
of a minimum viable product (MVP), an Epic
Owner, and approval by LPM.
SCALED AGILE • ©SealodAgllo. lac.
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NFRs
lli'l lli'I an
an lli'l lli'I
lli'l lli'l lli'I
Team
Backlog
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Epics are initially described with the Epic hypothesis statement
Epics are described with four major fields:
►
►
Epic Hypothesis Statement - Describes the Epic in
detailed terms, including the "for-who-the ... " portion
Epic Hypothesis Statement
Funnel Entry Date:
<The dale that the epic entered the funnel.>
Epic Name:
<A short name for the epic.>
Epic Owner:
<The name oftha epic owner.>
Epic Description:
<An elevator pitch (value statement) that describes the epic in a
clear and concise way.>
For<customers>
Business Outcomes - States the quantitative or
qualitative benefits that the business can anticipate if
the hypothesis is proven to be correct
who<dosomething>
the<solution>
isa <something-the'how'>
that<providesthisvalue>
unlike (competitor, current solution or non-existing solution>
our solution <does something better - the 'why'>
►
Leading Indicators - Describe the early measures
that will help predict the business outcomes
►
Nonfunctional Requirements (NFRs) - Identify any
NFRs associated with the Epic
SCALED AGILE '
Busi nus Outcome.:
<The measurable benefits that the business can anticipate if the
epic hypothesis is proven to be correct.>
Leading
Indicators:
<The early measures that wiRhelp predict the business outcome
hypothesis. For more on this topic, see the Innovation Accounting
advanced topic article.>
Nonfunctional
Requirements
(NFRs):
<Nonfunctional requirements (NFRs) associated with the epic.>
5-23
@SoolodAgHo. lac.
Prepare
►
'li?
~
Activity: Epic writing
►
Share
~~
Step 1: Individually, in your workbook,
identify an Epic from your context.
Epic Hypothesis Statement
Funnel Entry Date:
<The date that the epic entered the funnel.>
E ic Name:
<A short name for the eoic.>
Epic Owner:
<The name of the epic owner.>
Epic Description:
<An elevator pitch (value statement) that describes the epic in a
dear and concise way.>
Step 2: Write the Epic hypothesis
statement.
For<customers>
who<dosomething>
the <solution>
isa<something-the 'how'>
that<providesthisvalue>
►
Step 3: Be prepared to share with
the class.
unlike (competitor, current solution or non-existing solution>
our solution <does something better - the 'why'>
Bu•ineH Outcomes:
<The measurable benefits that the business can anticipate if the
epic hypothesis is proven to be correct.>
Leading
Indicator-a:
<The early measures that will help predict the business outcome
hypothesis. For more on this topic, see the Innovation Accounting
advanced topic artide.>
Nonfunctlonal
Requirements
(NFRs):
<Nonfunctional requirements (NFRs) associated with the epic.>
© Scaled Agile, Inc.
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Epic writing
Instructions: Identify an Epic from your context. Write the Epic hypothesis statement.
Epic: Develop next-
Epic: Maintenance
Epic: Automated
generation van hardware
to capture additional
data on van performance
programs tailored for
each van based on
sensor data
electronic inspections
and tracking
Epic Hypothesis Statement
Funnel Entry
Date:
<The date that the epic entered the funnel.>
Epic Name:
<A short name for the epic.>
Epic Owner:
<The name of the epic owner.>
Epic Description:
<An elevator pitch (value statement) that describes the epic in a clear and concise
way.>
For <customers>
who <do something>
the <solution>
is a <something- the 'how'>
that <provides this value>
unlike <competitor, current solution or non-existing solution>
our solution <does something better - the 'why'>
Business
Outcomes:
<The measurable benefits that the business can anticipate if the epic hypothesis is
proven to be correct.>
Leading
Indicators:
<The early measures that will help predict the business outcome hypothesis. For more
on this topic, see the Innovation Accounting advanced topic article.>
Nonfunctional
Requirements
(NFRs):
<Nonfunctional requirements (NFRs) associated with the epic.>
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Epic writing
Epic Hypothesis Statement
Funnel Entry Date:
Epic Name:
Epic Owner:
Epic Description:
Business Outcomes:
Leading Indicators:
Nonfunctional
Requirements
(NFRs):
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5.5 Establishing Lean Budgets and Guardrails
SCALED AGILE · 0
- "
,
,
Problem: cost-center budgeting
Traditional project-based, cost-center budgeting creates overhead and friction, and lowers velocity.
Project cost
Project effort
estimate
est~:~~~,,--------
$
$
~
Q)
.."'
·;::
a.
~
w
•#ffij@j
LLJ
Cost center 1
□
Result:
► Slow, complex budgeting process
► Leads to utilization-based planning and execution
► Low program throughput
► Moves people to the work
Cost center 3
~ ~
Li
~
Cost center 4
Cost center 2
SCALED AGILE • ©SealodAgllo. lac.
Workbook
A project requires collaboration of cost
centers and assignment of people, budget,
and schedule. It takes multiple budgets to
build a single project budget.
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Project overruns cause re-budgeting and increase costs of delay
Project estimate
Planned:
What/who do we blame?
► Technology challenge?
Project
Actual:
►
Change in scope?
►
The team?
►
Does it matter?
Project
Result:
► Wait for new budget approval; increase cost of delay (CoD)
► Costly variance analysis; blame game; threatens transparency
► Resource scramble reassignments
SCALED AGILE • @SoolodAgHo. lac.
5-27
Solution: fund Value Streams, not projects
Funding Value Streams provides for full control of spend, with:
►
No costly and delay-inducing project cost variance analyses
►
No resource reassignments
►
No blame game for project overruns
Solutions
j
-~--JIIIIIIII__ r-.=:-. of
- - -~--~~ ~
P~
Lean Budgets
~
KPls
Guardrails
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Budgets are not affected by Feature overruns or changing priorities
Planned:
When a Feature takes longer than planned,
keep people working on the right Feature
for the right reasons.
Actual:
Delay this Feature
as necessary.
+---------- Fixed cost per Pl
SCALED AGILE • @SoolodAgHo. lac.
5-29
Each portfolio establishes a set of budget Guardrails
Guardrails describe portfolio-level budgeting,
spending, and governance policies that:
Lean Budget Guardrails
Guiding investments
by horizon
1. Ensure the mix of investments balance near-term
opportunities with long-term strategy and growth
Applying capacity
allocation
2. Balance the backlog of new Features with the need
to continuously invest in the Architectural Runway
~ Lean Budgets
3. Ensure large, significant investments (Epics) are
approved appropriately
4. Actively engage Business Owners to ensure the
alignment of ART and portfolio priorities
~c::::J
·
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-
c::::J
Approving significant
initiatives
Continuous Business
Owner engagement
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5.6 Establishing portfolio flow
SCALED AGILE ·
0
- "
,
,
Manage Epic flow with the Portfolio Kanban
►
Makes largest business initiatives visible
►
Brings structure to analysis and decision-making
►
Provides WIP limits to ensure the teams
analyze responsibly
►
Helps prevent unrealistic expectations
►
Helps drive collaboration among the key stakeholders
►
Provides a transparent and quantitative basis
for economic decision-making
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Epics flow through the Portfolio Kanban
The Portfolio Kanban system describes the process states that an Epic goes
through from the funnel to done.
Funnel
Reviewing
All big ideas are
captured, such as:
• Refine
understanding of
the Epic
• New business
opportunities
• Cost savings
• Marketplace changes
• Mergers and
acquisitions
• Problems with
existing Solutions
Ii
Analyzing
• Solution
alternatives
• Refined cost
estimates and
WSJF
• Create the Epic
hypothesis
statement
• Epics
approved by
LPM
• Sequenced
using WSJF
• Define MVP
• Preliminary cost
estimates and
WSJF
• Create Lean
business
case
• WIP limited
0
Implementing
Ready
r
MVP
• Build and
evaluate MVP
• Pivot or
persevere
decision made
• Pulled by teams
• Go/no-go decision
• WIP limited
If the idea is below the
Epic threshold, move to
the appropriate ART
Kanban.
Pull when an
Epic Owner is
available.
Pull when an Epic
Owner has
capacity.
Pull when
approved by
LPM.
Pull when train
capacity and
budget available.
Persevere
Done
"'I
• Affected ARTS
or Solution
Trains reserve
capacity for the
Epic
• Done when LPM
governance is no
longer required
• Continue
Feature
implementation
until WSJF
determines
otherwise
Pull when MVP
hypothesis
proven true.
'-
~
Pull when Epic is
no longer a
portfolio concern.
SCALED AGILE • @SoolodAgHo. lac.
5-33
Feed the portfolio funnel
Portfolio
Vision
_
--
,. ■■■ \
■■■ --+ -
--
T .
-- T___
'
_,, - - '-+ -
CurrentState '
Portfollo Canvas
--+ ■■■
■■■ ...,......+ - -
--
-
/
FutureState
Portfolio Canvas
■■■
Portfollo
Roadmap
-Funnel
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© Scaled Agile, Inc.
MVPs foster innovation and control scope
SAFe Lean Startup Cycle
Create new Epic and hypothesis
Yes
Build and
evaluate MVP
Epic state: MVP
Portfolio Kanban
Hypothesis
proven?
No
Pivot?
Approved Lean business
case with a defined MVP and
business outcome hypothesis
Epic state: Ready
Note: Many
experiments are
Development stops
Epic state: Done
possible here!
Continue
until WSJF
determines
otheiwise
Local Features and
other Epic input -----llio-
ART Backlogs
I
SCALED AGILE • @SoolodAgHo. lac.
5-35
LPM addresses the challenges of a traditional approach
=
Traditional Approach
People organized in functional silos
and temporary
Lean-Agile Approach
People organized in Value Streams/ARTs;
continuous value flow
Fund projects and project-cost accounting
Fund Value Streams; Lean budgets
and Guardrails
Big up-front, top-down, annual planning
and budgeting
Value Stream budgets adjusted dynamically;
Participatory Budgeting
Centralized, unlimited work intake;
project overload
Strategic demand managed by Portfolio Kanban;
decentralized intake by Value Streams and ARTs
Overly detailed business cases based
on speculative ROI
Lean business cases with MVP business outcome
hypothesis, Agile forecasting and estimating
Projects governed by phase gates;
waterfall Milestones, progress measured
by task completion
Products and services governed by self-managing
ARTs; objective measures and Milestones based
on working Solutions
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Lesson review
In this lesson you:
►
Described the purpose and elements of a SAFe portfolio
►
Constructed well-written Strategic Themes
►
Employed the portfolio canvas to describe the current and future state
►
Created Epic hypothesis statements to inform the Vision
►
Distinguished traditional and Lean budgeting approaches
►
Constructed a Portfolio Kanban
SCALED AGILE • @SoolodAgHo. lac.
5-37
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson.
►
►
►
►
►
►
►
"Lean Portfolio Management"
https://www.scaledagileframework.com/
lean-portfolio-managemenU
"Strategic Themes"
https://www.scaledagileframework.com/
strategic-themes/
"Portfolio Vision"
https://www.scaledaqileframework.com/
portfolio-vision/
"Lean Budgets"
https://www.scaledagileframework.com/lean-budgets/
"Lean Budget Guardrails"
https://www.scaledagileframework.com/guardrails/
"Portfolio Kanban"
https://www.scaledaqileframework.com/
portfolio-kanban/
"Epics"
https://www.scaledagileframework.com/epic/
SCALED AGILE • ©ScalodAgllo. lac.
Workbook
~ Afe' 6.0
-=~ ~ .!.
o - - BUSll<!ESSAGtUTY - - 0
~ ~~~1i- f~l'!J-~-f[TJ ~~ ~
;:"'
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-
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References
Heath, Chip and Dan Heath. Switch: How to Change Things When Change Is
Hard. New York: Currency, 2010.
Moore, Geoffrey A. Escape Velocity: Free Your Company's Future from the Pull
of the Past. New York: HarperCollins, 2011. 3.
Strategyzer. "Business Model Canvas - Download the Official Template."
Canvas. https://www.strategyzer.com/canvas/business-model-canvas.
SCALED AGILE • ©SealodAgllo. lac.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don't lose
any of your notes.
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SCALED AGILEf
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Mindset and Principles
Lesson Topics
6.1 Leading by example
6.2 Leading the change
i i Lean-Agile Mmdset
=
1 1 Core Values
•
Leading by Example
••
SAFe Principles
Leading Change
@ 1nsatiablelearning
0
iii
Eiiiit;trn;-
Authenticity
@ Emollonalcompetence
@ courage
@ Growingolhera
@ oecentralizeddecision-making
·---❖ :r
=->
•... ,
6-3
Learning objectives
At the end of this lesson you should be able to:
►
Explain the skills and behaviors necessary to lead by example
►
Discuss techniques for leading successful change
►
Recognize the steps in the SAFe Implementation Roadmap
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6.1 Leading by example
SCALED AGILE ·
0
, :•
'!'
Leading by example
"[Setting an] example is not the main thing. It is the only thing."
-Albert Schweitzer, as quoted by Eugene Exman, "God's Own Man"
►
Insatiable learning - Depicts how leaders engage in the ongoing,
voluntary, and self-motivated pursuit of knowledge and growth,
and they encourage and support the same in others
►
Authenticity - Requires leaders to model desired professional
and ethical behaviors
►
Emotional competence - Describes how leaders identify and manage
their emotions and those of others through self-awareness, selfregulation, motivation, empathy, and social skills
►
Courage - Is essential for leaders to guide their organizations through
the rapidly changing dynamics of the digital age
►
Growing others - Encourages leaders to provide the personal,
professional, and technical guidance and resources each employee
needs to assume increasing levels of responsibility
►
Decentralized decision-making - Moves the authority for decisions
to where the information is
SCALED AGILE • ©SealodAgllo. lac.
Workbook
Leading by Example
••
iii
@ 1nsatial:llelearnir,g
0 Authenticity
@ Emotionalcompetence
@ Courage
@ Growin11 others
@ Decenlralizeddeciliion-making
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Activity: Exploring leadership skills
►
Step 1: Individually, in your workbook, reflect on the
leading by example attributes on the previous slide.
►
Step 2: Identify one or two of these to focus on in your
current context and consider their potential impacts.
►
Step 3: Be prepared to share with the class.
SCALED AGILE • @SoolodAgHo. lac.
~*
~~
6-7
6.2 Leading the change
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•
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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Exploring leadership skills
Instructions: Reflect on the leading by example attributes on the previous slide. Identify
one to two of these to focus on in your current context and consider their potential impacts.
Notes
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Keys to leading successful change
Change Accelerators
,,
,,
INSTITUTE
Change
s~.~~"Nf
The key to successfully navigating complex change is embodied in four critical
principles that unlock the full power of the eight-accelerator methodology.
CREATE
1
A Sense of Urgency
THE BIG
\
Change Principles
AG~~:~~;,oo
Opportunity
GENERATE\
Short-Term Wins : '
-
,
ENABLE
Actionby
Removing Barriers
., FORM
AStral9gicVision
ENLIST
A Volunteer Army
3
Management + Leadership
In order to capitalize on windows of
opportunity, leadership must be
paramount-and not just from one
executive. It's about vision, action,
innovation, and celebration, as well
as essential managerial processes.
Head+ Heart
Most people aren't inspired by
logic alone, but rather by the
fundamental desire to contribute
to a larger case. If you can give
greater meaning and purpose to
your effort, extraordinary results
are possible.
2
4
"Have to" + "Want to"
Those who feel included in a
meaningful opportunity will help
create change in addition lo their
normal responsibilities. Existing
team members can provide the
energy-if you invite them.
Select Few + Diverse Many
More people need to be able lo
make change happen-not just
carry out someone else's directives.
Done right, this uncovers leaders al
all levels of an organization; ones
you never knew you had.
https://www.kotterinc.com/8-step-process-for-leadinq-change/
"The 8-Step Process for Leading Change" by Kotter, Inc.
SCALED AGILE • @SoolodAgHo. lac.
6-9
Keys to leading successful change
1. Create a sense of urgency - Communicates the need for change and the
importance of acting immediately
2. Build a guiding coalition - Recognizes that a volunteer army needs a
coalition of effective people to coordinate and communicate activities and
guide the change
3. Form a strategic vision - Identifies the opportunity that changing
circumstances offer and motivates people to action
4. Enlist a volunteer army - Recognizes that large-scale change can only
occur when optimal numbers of people rally around a common opportunity
https://www.kotterinc.com/8-step-process-for-leading-change/
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Keys to leading successful change
5. Enable action by removing barriers - Engages the volunteer army to
remove barriers to work across silos and generate real impact
6. Generate short-term wins - Communicates visible successes as soon as
possible to track progress and energize volunteers to persist
7. Sustain acceleration - Promotes change until the Vision is a reality
8. Institute change - Replace old habits and traditions with new behaviors and
organizational success
https://www.kotterinc.com/8-step-process-for-leading-change/
SCALED AGILE '
6-11
@SoolodAgHo. lac.
SAFe Implementation Roadmap
Leading
SAFe®
SAF..
Executive
Business results
workshop
•
Lean Portfolio
(Reach the tipping point)
Leading SAFII"
Implementing
~ffilMGl!iO•iR©· •
SAFell!I
>>
Train Lean-Agile
Change Agents
Train Executives,
Managers, and Leaders
SAFeC' for
Architects
SAFe®for
Teams
30-75%
SAFe® Value Stream and
ART Identification Workshop
Management
>>
Organize Around Value
SAFe® Scrum
SAFe® Product Owner!
Master
Product Manager
Leading SAFe«'
(for ART stakeholders)
~
i
Train Teams and
Launch ART
i'<:~~ Agile Product
I-
~
;
~
-
~
~°v
d
~
Management
SAF..
DevOps
SCALED AGILE '
Workbook
Prepare for ART Launch
Implementing
Lean Portfolio
SAFe11 Release
SAFe5 (more SPCs)
Management
Train Engineer
SAfell!I Advanced
Scrum Master
~
~
~
lw
~
Launch More ARTs
and Value Streams
Enhance
the Portfolio
):
---J
Accelerate
6-12
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Measure your progress toward Business Agility
Business Agility Assessment
Measure and Grow is the way each
portfolio evaluates its progress toward
Business Agility and determines its next
improvement steps:
Team and Technical Agility {TTA)
Continuous
1.
Create a high-level summary using
the Business Agility assessment
2.
Go deeper with the Seven Core
Competency assessments
3.
Agile Product
Delivery (APD)
Learning
Culture (CLC)
Enterprise
Organizational
Agility (OA)
Solution
Delivery (ESD)
Analyze results and identify
opportunities to improve
Lean-Agile
Leadership
(LAL)
Lean Portfolio
Management
(LPM)
Access the online assessments: https://bit.ly/Community-MeasureAndGrow
SCALED AGILE • ©SealodAgllo. lac.
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Action Plan: Leading the change
►
Step 1: Identify three action items
you can do in the next month to start
leading the SAFe transformation.
►
Step 2: Share your ideas with
your group.
►
Step 3: Discuss outcomes you hope
to achieve with your Action Plan.
SCALED AGILE • @SoolodAgHo. lac.
~*
~~
6-15
Lesson review
In this lesson you:
►
Explained the skills and behaviors necessary to lead by example
►
Discussed techniques for leading successful change
►
Recognized the steps in the SAFe Implementation Roadmap
SCALED AGILE • ©SealodAgllo. lac.
Workbook
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Action Plan
Leading the change
Workbook
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© Scaled Agile, Inc.
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson.
►
"Lean-Agile Leadership"
https://www.scaledaqileframework.com/
lean-agile-leadership/
~Afe'6.0
..::=@2 -_;-~
►
o - - BUSll<!ESSAGtUTY - - 0
-=~ .all - ~ =-
~ ~
-
"SAFe Implementation Roadmap"
https://www.scaledaqileframework.com/
implementation-roadmap/
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- - - -::- , --,,.."
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·=-.-.;;;;....~
= ii .,;. .,;. '-li! f.: -·,! -·
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=
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~
SCALED AGILE • @SoolodAgHo. lac.
Workbook
-
~
6-17
I
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© Scaled Agile, Inc.
References
Kotter, John. "The 8-Step Process for Leading Change." Kotter, Inc., November
24, 2021. https://www.kotterinc.com/8-step-process-for-leading-change/.
Schweitzer, Albert. "God's Own Man." By Eugene Exman. United Nations World
(1952): 34.
SCALED AGILE • @SoolodAgHo. lac.
Workbook
6-19
I
188
I
© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don't lose
any of your notes.
Workbook
I
189
I
© Scaled Agile, Inc.
SCALED AGILEf
Duration
Video: SAFe Certification Benefits
~
~
https://bit.ly/Video-SAFeCertificationBenefits
SCALED AGILE • ©SealodAgllo. lac.
Workbook
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© Scaled Agile, Inc.
Duration
Video: Welcome to the SAFe Community Platform
~
~
https://bit.ly/Video-WelcomeSAFeCommunityPlatform
SCALED AGILE • ©SealodAgllo. lac.
Workbook
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© Scaled Agile, Inc.
Leading SAFe class page
Access all the practice assets you need to get started on your SAFe journey.
.AdSAFe I coMMuN1rv
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1 below contains links to SAFe class pages for d asses you've registered
ssthosepages toviewinstructornotes, dig1tal workbooks,and other
I
Role8~Leaming
s tooptimizeYOUtleernioge~perience
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SCALED AGILE • @SoolodAgHo. lac.
7-5
SAFe ART and team events: Use checklists, templates, videos,
agendas, toolkits, and more to support your ART and team events
SAFe ART & Team Events
Support for ART ,11nd Team Events
What's on thi s page?
l"""'"""'~'r,,,,o 1....,AAF"AAT~""T"""'"'""'Mh1,<1',~-rn,,lrb""'1""'"'~
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SCALED AGILE • ©SealodAgllo. lac.
Workbook
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192
© Scaled Agile, Inc.
Community video hub
Access videos to support your learning and grow your skills.
Getting Started
~Afe
►
An Overview
~~AFe
of WS ► :
Implement ► 5AFe
►
;-
How to Run an Effective
lnt roduct1on to Pl Plannmg
Da ily Stand up
AQudUv.,, v.,w
An Introduction
to Lean ~► rtfolio
Manage ... ent
~~A[e
►
How to Run an Effective
Iteration Planning Meetmg
..,,;
Value Stream
~(
M ► .,ing
- - - - SCAl.ED,l,GILEI
SCALED AGILE • @SoolodAgHo. lac.
7-7
Discover and develop skills through self-paced, interactive
online learning modules to achieve your personal and
professional goals.
Agile Basics
What is SAFe
SAFe Foundations: Core Va lues
€-teaming
e..iearnlng
Leam what Agile Is. where it comes
from, why it continues to be used and
needed, and how it supports teams and
organizations 10 do what they do better.
Become more familiar with the goals
and methods of SAFe to achieve
Build your understanding of the core
values of SAFe and how they are
Business Agility.
applied In practice.
© 30-45Mmutes
© 15 - 30 Minutes
© 15 - 30 Minutes
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Organize and run virtual SAFe events in real time.
SAFe Collaborate is a visual, cloud-based workspace where organizations can
orchestrate virtual SAFe events and activities easily and effectively with predesigned
and customizable templates.
SCALED AGILE • @SoolodAgHo. lac.
7-9
Evaluate progress towards Business Agility with the SAFe
assessments, Measure and Grow workshop, and our
assessment partners.
Business Agility Assessment
Team and Technical Agility (TTA)
Measure and Grow
Workshop Toolkit
Continuous
Learning Culture
(CLC)
Agile Product
a
Delivery
(APD)
agilityhealth"{l
enabling business ogibry
SAFe Measure and Grow Workshop
ToolKit
Enterprise
Solution Delivery
Organizational
Agility (DA)
PDF
(ESD)
Find the tools and resour-ces needed 10
facilitate successful Measure & Grow
Workshops tn your Ofgamzalion
Lean-Agile -~ - - - -~
Leadership
(LAL)
i::!:., Download
Lean Portfollo
Management
(LPM)
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Workbook
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© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don't lose
any of your notes.
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SAFe Glossary
8 SAFe Glossary:
Visit the Scaled Agile Framework site (www.scaledagileframework.com/glossary/)
to download glossaries translated into other languages.
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