SAFe
for Teams
®
Establishing Team and
Technical Agility
6.0.3
Workbook
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
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For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
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© Scaled Agile. Inc.
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
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For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
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For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
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For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
~SAFe®6.0
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SCALED AGILlif
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
Business results
SAFe® Implementation Roadmap
30-75%
10- 50%
Leading SAFe® Executive
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© Scaled Agile, Inc.
Table of Contents
Privacy Notice ................................................................................10
Course Introduction ......................................................................11
Lesson 1: Introducing SAFe®..........................................................13
Lesson 2: Forming Agile Teams as an Agile Release Train ...........32
Lesson 3: Connecting to the Customer ........................................52
Lesson 4: Planning the Work ........................................................70
Lesson 5: Continuously Delivering Value ...................................102
Lesson 6: Getting Feedback ........................................................128
Lesson 7: Improving Relentlessly ...............................................140
Lesson 8: Get Certified ................................................................164
SAFe Glossary ..............................................................................168
Workbook
I 9 I
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Privacy Notice
Your name, company, and email address will be shared with Scaled Agile, Inc. for course fulfillment,
including testing and certification. Your information will be used in accordance with the Scaled Agile
privacy policy available at https://www.scaledagile.com/privacy-policy/.
Workbook
10
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
6.0.3
SAFe® for Teams
Establishing Team and Technical Agility
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
© Scaled Agile, Inc.
PROVIDED BY SCALED AGILE
Logistics
►
Course meeting times
►
Breaks
►
Facilities
►
Technology requirements
►
Working agreements
© Scaled Agile, Inc.
Workbook
1-2
11
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Activity: Access the Class Page
► Step 1: Navigate to the Class
Page on SAFe Studio
Duration: 5 min
e table below contains links 10 SA.Feclass pages for classes you'Ve
registered for. A.cces5lho5e pages 10view ln5tructor noles, dlgllal
rkbook5, and other resources lo oplimile your Learning e•perience
► Step 2: Select Learn, then
My Classes, then SAFe for Teams
Active
► Step 3: Click on the link to
download the SAFe for
Teams workbook
~SAFe STUDIO"
Visit the SAFe for Teams Class Page to
download the workbook
https://community.scaledagile.com/s/vc-class-list
© Scaled Agile, Inc.
1-3
Course outline
► Lesson 1: Introducing SAFe
► Lesson 2: Forming Agile Teams as an Agile Release Train
► Lesson 3: Connecting to the Customer
► Lesson 4: Planning the Work
► Lesson 5: Continuously Delivering Value
► Lesson 6: Getting Feedback
► Lesson 7: Improving Relentlessly
► Lesson 8: Get Certified
© Scaled Agile, Inc.
Workbook
1-4
12
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Introducing the SAFe for Teams Action Plan
In your workbook, you will find Action
Plans after every lesson. Action Plans
are your opportunity to add ideas,
insights, and improvement items as a
takeaway from each lesson.
© Scaled Agile, Inc.
1-5
Lesson 1
Introducing SAFe®
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
~SAFe·
© Scaled Agile, Inc.
PROVIDED BY SCALEDAGILE
Workbook
13
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Lesson Topics
1.1 The Scaled Agile Framework
1.2 The Five Disciplines of the LeanAgile Organization
Improving Relentlessly
Connecting with the Customer
1.3 The Lean-Agile Mindset
1.4 The SAFe Core Values and LeanAgile Principles
Planning the Work
Getting Feedback
Delivering Value
© Scaled Agile, Inc.
Learning objectives
At the end of this lesson, you should be able to:
► Recognize SAFe as an operating system for Business Agility
► Summarize the Team and Technical Agility and Product Development
Flow Disciplines
► Describe the Lean-Agile mindset and SAFe Core Values
► Identify the SAFe Lean-Agile principles
► Identify one or more actions an individual or a team can take to
represent the SAFe Core Values or the SAFe Lean-Agile principles
© Scaled Agile, Inc.
Workbook
1-8
14
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
1.1 The Scaled Agile Framework
© Scaled Agile, Inc.
1-9
Rethinking the organization
“The world is now changing at a rate at
which the basic systems, structures,
and cultures built over the past
century cannot keep up with the
demands being placed on them.”
—John P. Kotter, Accelerate
Accelerate by John P. Kotter
Portrait of John Kotter. Photo courtesy of Kotter Inc.
Workbook
15
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#-10
© Scaled Agile, Inc.
We started with a network
Customer
Centricity
J;~,-1Fe· © Scaled Agile, Inc.
__
1-11
ED,t.GII.E
We need a dual operating system for Business Agility…
Efficiency and stability
Customer
Centricity
Speed of innovation
© Scaled Agile, Inc.
Workbook
1-12
16
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
…And we have just such an operating system at our fingertips
Value Stream Network
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----
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Traditional Hierarchy
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Operates at the speed of innovation
Offers efficiency and stability
© Scaled Agile, Inc.
1-13
Business Agility is our opportunity
Business Agility Value Stream
Business opportunity
emerges
Business opportunity
leveraged
QUICK RESPONSE TO
BUSINESS OPPORTUNITY
Sense
opportunity
Fund
MVP
Organize
around value
Connect to
customer
Deliver
MVP
Pivot or
persevere
Deliver value
continuously
Learn
and adapt
)
2–6 months to Minimum Viable Product
© Scaled Agile, Inc.
Workbook
1-14
17
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
The SAFe Big Picture
Portfolio
EnterpriH
PortfoUo
Leader1hip
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Strategy
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owners
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Backlogs
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•
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© Scaled Agile, Inc.
Inspect
andAd.ipl
1-15
1.2 The Five Disciplines of the LeanAgile Organization
© Scaled Agile, Inc.
Workbook
1-16
18
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© Scaled Agile, Inc.
The five disciplines of the Lean-Agile organization
Lean Portfolio Management
Enabling Strategy Agility
Large Solution Integration and Delivery
Building Large-Scale Systems
Product Development Flow
Developing Innovative Customer-Centric Products
Team and Technical Agility
Accelerating Value Delivery
Leadership and Culture
Establishing a New Way of Working
© Scaled Agile, Inc.
1-17
Team and Technical Agility Discipline
••
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PO
Agile Teams
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0
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Architect
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Objectives
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System Demos
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Products
and Solutions
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--
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@
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Backlogs
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Objectives
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ART Backlog
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•••
Product
Management
Business
Owners
IP Iteration
NFRs
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Iterations
PI
Shared Services
\...._
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---a
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SAFe TeamKanban
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Built-in Quality
© Scaled Agile, Inc.
Workbook
1-18
19
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Product Development Flow Discipline
Innovation
Customer
Business Value
Vision
ion
-- -
Flow
Release on
Demand
. . . 111,. .
..
@
iii.. •
Products
and Solutions
•
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Cbntinuous Dell"erl
Feedback
© Scaled Agile, Inc.
1-19
1.3 The Lean-Agile Mindset
© Scaled Agile, Inc.
Workbook
1-20
20
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Lean thinking
Lean thinking
Lead Time
Customer
Trigger
Step 1
Step 2
Step 3
REPEAT
••
••
•
Solution
(value)
Principles
1
Precisely specify value by product
2
Identify the value stream for each product
3
Make value flow without interruptions
4
Let the customer pull value from the producer
5
Pursue perfection
J;~,-1Fe· © Scaled Agile, Inc.
__
ED,t.GII.E
1-21
The Agile Manifesto
Agile Values
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.
Reference: Agile Manifesto
© Scaled Agile, Inc.
Workbook
1-22
21
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Activity: Agile Manifesto principles
Prepare: 5 min
Share: 3 min
► Step 1: Individually, review the principles behind the Agile Manifesto on the
following slides.
► Step 2: With your group, select one or more principles to discuss. How
does the principle apply in your context?
► Step 3: Be prepared to share an example with the class.
© Scaled Agile, Inc.
1-23
The Agile Manifesto principles
1.
Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
2.
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
3.
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference for the shorter timescale.
4.
Business people and developers must work together daily throughout the
project.
© Scaled Agile, Inc.
Workbook
1-24
22
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© Scaled Agile, Inc.
The Agile Manifesto principles
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.
© Scaled Agile, Inc.
1-25
The Agile Manifesto principles
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.
© Scaled Agile, Inc.
Workbook
1-26
23
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© Scaled Agile, Inc.
1.4 The SAFe Core Values and LeanAgile Principles
© Scaled Agile, Inc.
1-27
Exemplifying the SAFe Core Values
Alignment
Transparency
►Create a trust-based environment
►Communicate the vision, mission,
and strategy
►Communicate directly, openly,
and honestly
►Connect strategy to execution
►Speak with a common language
►Constantly check for understanding
►Turn mistakes into
learning moments
►Understand your customer
►Visualize work
►Provide ready access to
needed information
© Scaled Agile, Inc.
Workbook
1-28
24
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© Scaled Agile, Inc.
Exemplifying SAFe Core Values
Respect for People
Relentless Improvement
►Create a constant sense
of urgency
►Hold precious what it is to
be human
►Value diversity of people
and opinions
►Build a problem-solving culture
►Grow people through coaching and
mentoring
►Let facts guide improvements
►Reflect and adapt frequently
►Embrace ‘your customer is
whoever consumes your work’
►Provide time and space
for innovation
►Build long-term partnerships based
on mutual benefit
© Scaled Agile, Inc.
1-29
Activity: SAFe Core Values
Prepare: 3 min
Share: 5 min
► Step 1: Individually assess where your organization stands in embracing
the SAFe Core Values.
► Step 2: As a class, discuss the results of the self-assessment. What
similarities and differences emerge?
(low)
1
Alignment
Transparency
Respect for people
Relentless improvement
(high)
2
3
0 0
0-0
0 0
0 0
4
0 0=0
0-0-0
0 0-0
0 0=0
1-30
© Scaled Agile, Inc.
Workbook
5
I 25 I
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© Scaled Agile, Inc.
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
Step 1: Individually assess where your organization stands in embracing
the SAFe Core Values.
Step 2: Discuss the results of the self-assessment within your group. What similarities
and differences emerge?
(low)
1
2
3
4
(high)
5
Alignment
Transparency
Respect for People
Relentless Improvement
Notes
Workbook
26
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© Scaled Agile, Inc.
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
© Scaled Agile, Inc.
#10 Organize around value
1-31
Prepare: 7 min
Action Plan: Introducing SAFe
► Step 1: With your team, identify 1-2 Agile
Manifesto Principles or SAFe Core Values that
you feel will have the biggest potential impact.
► Step 2: Identify some actions your team can
take to put this Principle or Value into daily
practice. Add to your Action Plan.
Share: 3 min
-
► Step 3: Be prepared to share with the class.
© Scaled Agile, Inc.
Workbook
1-32
27
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© Scaled Agile, Inc.
Action Plan
Principles
Introducing SAFe
#1 Take an economic view
Core Values
#2 Apply systems thinking
Alignment
#3 Assume variability; preserve options
Respect for People
#4 Build incrementally with fast, integrated learning cycles
Transparency
#5 Base milestones on objective evaluation of working systems
Relentless Improvement
#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
Workbook
I 28 I
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
Lesson review
In this lesson you:
►
Recognized SAFe as an operating system for Business Agility
►
Summarized Team and Technical Agility and Product Development
Flow Disciplines
►
Described the Lean-Agile mindset and SAFe Core Values
►
Identified the SAFe Lean-Agile principles
►
Identified one or more actions an individual or a team can take to represent
the SAFe Core Values or the SAFe Lean-Agile principles
© Scaled Agile, Inc.
1-33
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson:
►
“Business Agility”
https://www.scaledagileframework.com/business-agility
►
“Core Values”
https://www.scaledagileframework.com/safe-core-values/
►
“Lean-Agile Mindset”
https://www.scaledagileframework.com/lean-agile-mindset/
►
“SAFe Lean-Agile Principles”
https://www.scaledagileframework.com/safe-lean-agile-principles/
© Scaled Agile, Inc.
Workbook
1-34
29
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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:
►
“Team and Technical Agility Discipline”
https://framework.scaledagile.com/team-and-technical-agility-discipline/
►
“Product Development Flow Discipline”
https://framework.scaledagile.com/product-development-flow-discipline/
© Scaled Agile, Inc.
Workbook
1-35
30
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© Scaled Agile, Inc.
Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
Workbook
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© Scaled Agile, Inc.
Lesson 2
Forming Agile Teams
as an Agile Release Train
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
~SAFe·
© Scaled Agile, Inc.
PROVIDEDBYSCALEDAGILE
Lesson Topics
2.1 Forming Cross-functional
Agile Teams
Improving Relentlessly
Connecting with the Customer
2.2 The Scrum Master/Team
Coach and Product
Owner Roles
2.3 SAFe Scrum and SAFe
Team Kanban
Getting Feedback
Planning the Work
2.4 Becoming an Agile
Release Train
Delivering Value
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
Le nin o ec i es
At the end of this lesson
ou should be able to
Form our Agile Team
lain the characteristics and res onsibilities of an Agile Team
escribe the SAFe Scrum Master/Team Coach and SAFe Product
Owner roles
lain SAFe Scrum and SAFe Team Kanban
dentif the roles within an Agile Release Train ART
dentif one or more actions indi iduals or teams can ta e to de elo
cross-functional s illsets within their Agile Team
© Scaled Agile, Inc.
2.1 Forming Cross-functional
Agile Teams
~Afe·
© Scaled Agile, Inc.
l"IKMO[O•Y~ACiLI!:
Workbook
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© Scaled Agile, Inc.
e
i e Te
s
n SAFe an Agile Team is a cross-functional team of generall ten or fewer
indi iduals who define build test and deli er alue in short increments while
continuousl learning and ad usting
O timi ed for communication and deli er of alue
eli er alue e er two wee s
Contain two s ecialt roles
crum
aster eam Coach
Product
wner P
e
C
e
e
u
es
e o
e
© Scaled Agile, Inc.
esponsi i i ies o
e
i e Te
Improving Relentlessly
Connecting with the Customer
Planning the Work
Getting Feedback
Agile Team
Delivering Value
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
c e is ics o
i
pe o
in
i e Te
s
Foster the s chological safet needed to ta e ris s without fear of
embarrassment or unishment
a e di erse nowledge and s ills to ma e uic
decisions inde endentl
effecti e
Trust each other allowing for both health conflict and reliance on others
Align on a shared ision with clear goals and ur ose
Meet commitments
nderstand their wor s broader im act on the organi ation
n o their wor and wor ing together
Accountable to each other and the organi ation for reliabl com leting
ualit wor
© Scaled Agile, Inc.
ci i
pe ience n
i e Te
Prepare: 15 min
Share: 5 min
e
In your teams select one team member to act as
the timekeeper
e 2 Working with your team review the pu le
images to be built and the available pieces hen solve
the pu le as uickly as possible within a three minute
time limit
e
ter the irst iteration run a one minute
retrospective to discuss your process and how it can
be improved
e
Complete two more iterations with di erent
pu le shapes Discuss your approach a ter each
iteration in your team s one minute retrospective
e
e prepared to share with the class
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
Te
s on
e
T
e co pose o
i e en e
opo o ies
Stream-aligned team – Organized around the flow
of work and has the ability to deliver value directly
to the Customer or end user
TEAM
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
(
,. - - .....
\
..._- - _I
MATTHEW SKELTON
and MANUEL PAIS
I
Team Topologies
Enabling team – Organized to assist other teams
with specialized capabilities and help them become
proficient in new technologies
© Scaled Agile, Inc.
Te
opo o ies e p
i n in e c ions e
AGILE
A
e e
s
,
,,
,,
een e
s
RELEASE TRAI N
~-::.-=.-=.-::..-:..----::.::.-=.-::..-::..----::.::.-=.-=.-::..---
....
''
''
~-------------------------------------------'- '
Product
Owner
Scrum Master/Team Coach
--------------------------------------------~
© Scaled Agile, Inc.
Workbook
36
For personal use only - Marcio Antonio Kruger - Aug 11, 2025 (ID:005Qo00000PsmuNIAR)
© Scaled Agile, Inc.
ci i
en i in
o
e
opo o
ra i n:
min
1 As a team discuss our team s res onsibilities and s ill sets
2 se the team to ologies on the following two slides to consider
what beha iors need to be resent on the team in relation to its
res onsibilities within the larger solution
3 Select which of the four team to ologies best a
lies to our team
4 Be read to resent our findings as art of an acti it later in
this lesson
© Scaled Agile, Inc.
Applying the four topologies – team behavior
Stream-aligned teams
FOR REFERENCE ONLY
Platform teams
► Develop a steady flow of new features
► Collaborate with stream-aligned teams in
service of end customer requirements
► Support the solution in production
► Focus on usability and selfservice capabilities
► Respond to customer needs
► Collaborate with other teams
► Lead by example, keeping platforms thin
and fit for purpose
► Are cross-functional and long-lasting
► Develop efficiencies over time
► Build and deploy incrementally with
frequent feedback
© Scaled Agile, Inc.
Workbook
2-12
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© Scaled Agile, Inc.
pp in
e o
n
n
opo o ies
e
con in e
s
F
F
e s
s se
o
e
s
Identi y improvement opportunities
including new technology and practices
aintain deep e pertise and ongoing
technical e cellence
Develop knowledge in other team types
over time
Plan and prioriti e e ectively aligned to
the needs o stream aligned teams
Collaborate with other
teams proactively
Develop appropriate inter aces which
hide comple ity
Communicate new technologies
and emerging methods with
the organi ation
nsure uality per ormance and
architectural robustness o the subsystem
empli y a Continuous
earning Culture
hort lived by intention
© Scaled Agile, Inc.
2.2 T e crum aster Team Coac an
ro uct
ner oles
~Afe·
© Scaled Agile, Inc.
l"IKMO[O•Y~ACiLI!:
Workbook
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© Scaled Agile, Inc.
T e
T
esponsi i i ies
Improving R Per ormance
Facilitating PI Planning
uilding igh Per orming eams
upporting Iteration
ecution
Scrum Master/
Team Coach
Improving Flow
© Scaled Agile, Inc.
T e
esponsi i i ies
Getting and
pplying Feedback
Connecting with
the Customer
. .
u u• u• u
upporting the eam
in Delivering Value
@00
:.
Product
ner
Contributing to the
Vision and Roadmap
------NFRs
anaging and Prioriti ing
the eam acklog
© Scaled Agile, Inc.
Workbook
39
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© Scaled Agile, Inc.
ci i
Te
o es n
Prepare:
Share:
esponsi i i ies
min
min
1
ith our team draw the following
enn diagram
2 Re iew the ro ided
res onsibilit cards
3 Place them either in the circle for a
role or in an a licable intersection on the
enn diagram
4 Present our enn diagram to
the class
Agile
Team
Product
Owner
Scrum
Master
© Scaled Agile, Inc.
2. AFe crum an
Team an an
~Afe·
AFe
© Scaled Agile, Inc.
l"IKMO[O•Y~ACiLI!:
Workbook
40
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© Scaled Agile, Inc.
SAFe Lean-Agile Principles
ake an economic view
pply systems thinking
ssume variability preserve options
n e en
s
ne
e
e nn
es
ase milestones on ob ective evaluation o working systems
e
e o
o
ne
ons
pply cadence synchroni e with cross domain planning
nlock the intrinsic motivation o knowledge workers
Decentrali e decision making
rgani e around value
© Scaled Agile, Inc.
i
inc e en
i
s in e
e
e nin c c es
Fast feedbac accelerates nowledge
m ro es learning efficienc b decreasing the
time between action and effect
e e
Reduces the cost of ris -ta ing b truncating
unsuccessful aths uic l
s facilitated b small batch si es
Re uires increased in estment in
de elo ment en ironment
e e nn
e
Plan
Do
t
t
d ust
Check
.
© Scaled Agile, Inc.
Workbook
41
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© Scaled Agile, Inc.
e
se
o
e o
i o
in e
r e rou
p ions
or
o
re u re e s
e
o
e r
r
ee
....
o
e er
e eo
ue
e
I
::~
--------------------------------------------------
•
Do
t
•
e
l
st
00000
es
e s
e o e er
or
o s
o re u re e s
es
e er
ue s or
e o es
re ue
e r o
ro e e
es
© Scaled Agile, Inc.
e c
Stories rom
P Planning
ocal team
conte t
o e ie
-\
Stor
Stor
S r
S r
. [[]_
P O ecti es
t
oals
- Ill
teration
e iew
S stem
emos
ncrement
teration
etros ecti e
Story
S r
S r
S r
S r
S r
Team
ac log
-S r
System Demos
Team
S nc
teration
Planning
teration
ac log
eli er
terat o
t
ca
t o
ee s
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
e Te
Stories rom
P Planning
n
n o e ie
-\
--
. ...
r-,
... E.:J_
te
Team S nc
t
S stem
emos
etros ecti e
story
t
ocal team
conte t
e
P O ecti es
____.
t
t
Team
ac log
Plan
eli er
ncrement
© Scaled Agile, Inc.
i e Te
i e o
4
4
Defining
Ready
Expedite
Funnel
s is
2
|
Building
•
4
6
6
Integrating
and testing
Validating
Done
••
• •••
•
© Scaled Agile, Inc.
Workbook
43
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© Scaled Agile, Inc.
ci i
o
in
o
Prepare: 1 min
Share: min
e
1 As a team discuss and identif each erson s res onsibilities and
s ill sets including the PO and SM/TC
2 Create a team name
ote ames should not be the names o components subsystems or eature areas
Instead create a un name a mascot or even a cheer
3 se our findings from dentif ing our team to olog and
select either SAFe Team Kanban or SAFe Scrum as a team starting oint
4 Be re ared to share a one-minute resentation about our team
© Scaled Agile, Inc.
ci i
e n
Part o the
i e Te
e
Fe eam Formation oolkit
he gile eam Charter helps teams clearly
de ine their purpose responsibilities and
success criteria amongst other
critical elements
he process o completing the gile eam
Charter provides the opportunity or teams
to discuss and re lect on how they want to
work with each other and with other teams
on the R
o s op
Agile Team Charter: [TEAM NAME]
I
_J
L
I
d __
t!MUIM•At
,, __
_
<T-r.lembe,2/Rdt.~
~h.,._31Rdll.~
<T--•1Ro1e.~
<T--5/Rdt.~
•r===ttte:±tw
I::::::::.:------·OUf-~anlheMT?
,
Ir
MMMI 1,
Howdo... wOlntlO-~IO-•~
..iPftldu<SM..............r
M
Mi§@@&i
t
1~'!!!'1=:".
J
.. -~""'1?
---da--
For each o the ten bo es there s an
interactive e ercise to generate discussion
and the re uired output
Ihi
1=-g...
~--M5¥J.)2
Creating the Agile Team Charter
SAf.e 1 Team f.O!TTial,on locikll
.~SAFe
© Scaled Agile, Inc.
Workbook
1994+J?i¥H'ii¥
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© Scaled Agile, Inc.
2. ecoming an Agile
elease Train
© Scaled Agile, Inc.
Ts
A irtual organi ation of
teams
indi iduals
S nchroni ed on a common cadence a Planning nter al P
Aligned to a common mission ia a single ART bac log
---WSJF
L
on n o s
e
e
e ne
AGILE RELEASE TRAIN
NFRs
ART
Backlog
ontinuous
loration
·•···•·••·•·
ontinuous
De loy ent
ontinuous
Integration
e e se on e
Customer
n
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
Te
s in
e
ep
o
n
3
,.·•..
_.
··s
•
'
,- .. D_
' • /-....
_b_
'•
...,-..----
Product
Owner
T
emo to ether
lore integrate de lo and
release toget er and inde endentl
earn to ether
Scrum Master/Team Coach
Product
Owner
•\• _.
P an to ether
Product
Owner
P era i n
PI Planning
•\• _.
PI Planning
Scrum Master/Team Coach
Scrum Master/Team Coach
••
Product
Owner
•\•s3
_.
Scrum Master/Team Coach
AGILE RELEASE TRAIN
© Scaled Agile, Inc.
o es on
e
T
he e e se r
a coach or the A
eer
is
ro u
e e
and prioriti es the A
.
o ns de ines
ac log.
he S s e Ar
e provides
architectural guidance and technical
ena lement to the teams on the A .
he s s e
e
provides processes
and tools to integrate and evaluate
assets earl and o ten.
us ess
ers are e
sta eholders on the A .
S re ser es represent the
specialt roles people and services
re uired or the success o an A
ut that are not dedicated ull-time.
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
ci i
no
e peop e on
e
T
ra i n: 1 min
1 The RT
introduces themself
2 The RT
leadershi roles
resents the ART
AGILE RELEASE TRAIN
,,
Product Management
I
Business Owners
I
...
S stem Architect
-
-
-
'
-
•
••
'...
S stem team
Shared ser ices
© Scaled Agile, Inc.
c ion
n
o
i e Te
s s n
T
Prepare: 5 min
Share: min
1
ith our team reflect on the s ills ou
need to de elo to build more cross-functionalit
2 Reflect on an additional roles or teams
that would enhance the ART
3 Add our chosen actions and reflections to
the Action Plan in our wor boo and be re ared
to share with the class
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
Action Plan
Form Agile Teams
as an ART
Workbook
I 48 I
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© Scaled Agile, Inc.
Lesson review
In this lesson you:
► Formed your Agile Team
► Explained the characteristics and responsibilities of an Agile Team
► Described the SAFe SM/TC and SAFe PO roles
► Explained SAFe Scrum and SAFe Team Kanban
► Identified the roles on the ART
► Identified one or more actions individuals or teams can take to develop
cross-functional skillsets within their Agile Team
© Scaled Agile, Inc.
ic es se in
2-33
is esson
Read these Framewor articles to learn more about to ics co ered in this lesson
Agile Teams
https www scaledagile ramework com agile teams
Product Owner
https www scaledagile ramework com product owner
Scrum Master/Team Coach
https www scaledagile ramework com scrum master team coach
Agile Release Train
https www scaledagile ramework com agile release train
Organi ing Agile Teams and ARTs Team To ologies at Scale
https
ramework scaledagile com organi ing agile teams and arts team topologies at scale
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e e ences
S elton atthe and anuel Pais. Team Topologies: Organizing Business and Technology Teams for Fast
Flow.
evolution Portland
. indle dition.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
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Lesson 3
Connecting to the Customer
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
© Scaled Agile, Inc.
PROVIDED BY SCALEDAGILE
Lesson Topics
3.1 Apply Customer Centricity
and Design Thinking
Improving Relentlessly
Connecting with the Customer
3.2 Align to Product Vision
and Roadmaps
3.3 Define Features
and Stories
Planning the Work
Getting Feedback
Delivering Value
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Learning objectives
At the end of this lesson, you should be able to:
► Explain the customer-centric mindset
► Summarize how design thinking tools to create customer-centric products
► Connect vision concepts to strategy execution
► Identify roadmap techniques
► Summarize strategies for creating well-written stories
► Explain relative sizing of user stories
► Identify steps your team can take to uncover key details about your customers
3-3
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3.1 Apply Customer Centricity
and Design Thinking
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Discussion: Customer centricity
Duration: 7 min
► Step 1: As a class, discuss the following:
– Why is it important to maintain focus on
the customer?
– What are some of the characteristics of a
customer-centric organization?
– List your primary customer(s).
– How does the primary customer vary
by team?
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3-5
Why customer centricity?
Design whole-product solutions with a deep understanding of
customer needs.
& mr
Benefits include:
'
, @ '
Enterprise
► Greater revenue
► Increased employee engagement
► More satisfied customers
Customer centricity
► Alignment to mission
► Better product resiliency and sustainability
'z
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C
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Design thinking is a customer-centric development process
Problem space
Solution space
Epics and
features
Design the
right solution
Understand
the problem
Gemba walks
Personas
Journey maps
Empathy maps
Prototyping
Story mapping
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3-7
Use personas to understand customers
Personas are characterizations of the
people who might use your product.
Personas 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.
• 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 time to help
• I’d rather text
instead of calling or
emailing suppliers
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Empathy map
►
►
The empathy map is
a tool that helps
teams develop
deep, shared
understanding and
empathy for others
The empathy map
can be used to
design better
products and
solutions
Designed by:
Designed for:
Empathy Map Canvas
0 WHO are we empathizing with?
GOAL
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 we were successful?
Who is the person we want to understand?
What is the situation they are in?
What is their role in the situation?
What do they THINK and FEEL?
PAINS
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?
GAINS
What are their fears, What are their
frustrations, and
wants,
anxieties?
needs, hopes and
dreams?
What other thoughts and feelings might
motivate behavior?
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?
What do they SAY?
What have we heard them say?
What can we imagine them saying?
0 What do they DO?
What do they do today?
What behavior have we observed?
What can we imagine them doing?
Last updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/
© 2017 Dave Gray, xplane.com
"Empathy Map" by Dave Gray
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3-9
3.2 Align to Product Vision
and Roadmaps
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Vision aligns everyone on the product’s direction
Product vision describes the future state of the
product and aligns people on the direction of
the product.
► How will the product solve our
customer's problems?
► What features does it have?
► How will it differentiate us?
► What nonfunctional requirements (NFRs) does
it deliver?
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3-11
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 ART.
NFRs
NFRs
~SAFe·
,. ,.
,.
,. ,.
,.
Feature
40
Feature
40
Feature
40
Enabler
100
Feature
40
........
Feature
........
........
.... Feature
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40
40
3-12
P"°"'OEO!YSCAlEOAGilE
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Apply multiple planning horizons
► Outer levels are less defined and committed
► Inner levels are more understood and detailed
Less
defined
Portfolio
roadmap
Product and
solution roadmaps
1 – 3 year forecast
PI
roadmap
More
defined
6 – 9 month forecast (2 – 3 PIs typical)
PI
plan
8 – 12 week plan
Iteration
plan
1 – 2 week plan
Daily
plan
1 day plan
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3-13
Architectural runway supports vision execution
►
►
Provides the technical vision to
realize the product vision
Example:
A single sign-on mechanism
will enable sign-on in multiple
applications
Consists of existing code,
hardware components, marketing
branding guidelines, and so on,
that enable near-term
business features
►
Enablers build up the runway
►
Features consume it
~SAFe·
Feature
Feature
-
Enabler
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to support
future features
3-14
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Feature
Implemented
now…
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Intentional architecture and emergent design
► Intentional architecture: Fosters team alignment
and defines the architectural runway
► Emergent design: Teams grow the system
design as user stories require
A balance between intentional architecture and
emergent design is required for speed of
development and maintainability.
► Every team deserves to see the bigger picture
► Every team is empowered to design their part
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3.3 Defining Features and Stories
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Features represent the work for the ART
► The feature benefit hypothesis
justifies development cost,
customer value, and provides
business perspective for
decision-making
In-service software update
Benefit hypothesis
Significantly reduced planned downtime
► Features contain acceptance
criteria typically defined as part
of refining the ART backlog
Acceptance criteria
1. Nonstop routing availability
2. Automatic and manual update support
3. Rollback capability
4. Support through existing admin tools
5. All enabled services are running after
the update
► They reflect functional and
nonfunctional requirements
► Features can be completed
within a PI timebox
Example feature
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3-17
Example features
Technology example
Business example
Multi-factor authentication
Incident response plan for
protected customer data
Benefit hypothesis
Benefit hypothesis
Enhanced user security will reduce risk
of a system data breach
Organizational readiness to quickly
respond to incidents
Acceptance criteria
Acceptance criteria
1. USB tokens as a first layer
1. Incident response plan is fully documented
2. Password authentication second layer
2. Incident response plan is reviewed and
approved by legal and security
3. Multiple tokens on a single device
4. User activity log reflecting both
authentication factors
3. Incident response is placed within company
repository for policies and procedures
5. Data breach tests pass
,NJJf,ISAFe·
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Features are implemented by stories
Feature
► User stories are short descriptions
of a small piece of desired
functionality, written in the
user’s language
Shipping Method Selection
Benefit 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
Enabler story
– As a (user role), I want to (activity),
so that (business value).
Research how
to calculate the
shipping costs.
► Features fit in one PI for one
ART; stories fit in one iteration
for one team
User story
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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3-19
Enabler stories
Enabler stories build the groundwork for future user stories. There are four types
of enabler stories:
► Infrastructure: Build development and testing frameworks that
enable a faster and more efficient development process
► Architecture: Build the architectural runway, which enables smoother
and faster development
► Exploration: Build understanding of what is needed by the customer
to understand prospective solutions and evaluate alternatives
► Compliance: Facilitate specific activities such as verification and validation,
documentation, signoffs, regulatory submissions, and approvals
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Using personas to better understand users
Personas are detailed fictional characters acting as a representative user.
Jane: Mileage-sensitive
– Law-abiding driver
– Obeys all traffic signs
– Wants to save on gas
As Jane, I want to travel at the legal
limit and operate in an energy saving
manner so that I don’t get a ticket
save money.
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Bob: Time-sensitive
– Impatient driver
– Ignores traffic signs if
they slow him down
•
As Bob, I want to travel at the
maximum speed the roadway and
my vehicle safely allows so that I
arrive quickly.
•
3-21
INVEST in a good story
I
Independent
Write stories that can be developed on their own
N
Negotiable
Write stories that have a flexible scope
V
Valuable
Write stories that are useful to the customer
E
Estimable
Write stories that can be estimated
S
Small
Write stories that can fit in an iteration
T
Testable
Write stories that are testable
Reference: Wake, “INVEST in Good Stories, and SMART Tasks”
~SAFe·
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Writing good stories: The Three Cs
Card
Conversation
Confirmation
Written on a card or in a
digital tool and can be
annotated with notes
The details are in a
conversation with the PO
Acceptance criteria
confirms the
story correctness
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.
What about
international shipping?
• Shipping methods
are visible
• Shipping prices
Oh yeah, we
should incorporate
those rates too.
are correct
• International carriers
are included
Reference: Jefferies, "Essential XP: Card, Conversation, Confirmation"
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3-23
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
► Estimating poker combines
expert opinion, analogy, and
disaggregation for quick but
reliable estimates
Steps
1 Each estimator gets a deck of cards
2 Read a job
3 Estimators privately select cards
► All members participate
4 Cards are turned over
► Increases accuracy by including
all perspectives
5 Discuss differences
6 Re-estimate
► Builds understanding and creates
shared understanding
?
1
2
3
5
8
13
20
40
Agile Estimating and Planning by Mike Cohn
Warning: Estimation performed by a manager,
architect, or select group negates these benefits.
100
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3-25
Activity: Relative size estimating
Prepare: 7 min
Share: 3 min
► Step 1: In your team, identify the
smallest animal and mark it as 1
r'\_
► Step 2: Estimate the remaining
animals using values 2, 3, 5, 8, 13,
20, 40, and 100
, a•
Chicken
Gorilla
Horse
Crocodile
Hyena
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Giraffe
Elephant
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Relative size estimating
Hyena
Horse
Gorilla
Chicken
Giraffe
Elephant
Crocodile
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Action Plan: Connect to the customer
Prepare: 5 min
Share: 3 min
► Step 1: With your team, consider the primary
customer identified earlier in the lesson and
identify their biggest problem
► Step 2: Brainstorm 1-2 potential features to
address these problems
► Step 3: Add the outcomes of your discussion to
the Action Plan in your workbook
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3-27
Lesson review
In this lesson you:
► Explored the customer-centric mindset
► Summarized how to use design thinking tools to create customercentric products
► Connected vision concepts to strategy execution
► Identified roadmapping techniques
► Explored strategies for creating well-written stories
► Discovered relative sizing of user stories
► Identified steps your team can take to uncover key details about
your customers
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Action Plan
Connecting to the
Customer
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Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► "Customer Centricity"
https://www.scaledagileframework.com/customer-centricity/
► "Design Thinking"
https://www.scaledagileframework.com/design-thinking/
► "Roadmap"
https://www.scaledagileframework.com/roadmap/
► "Architectural Runway"
https://www.scaledagileframework.com/architectural-runway/
© Scaled Agile, Inc.
3-29
References
Jeffries, Ron. “Essential XP: Card, Conversation, Confirmation.” Ron Jeffries. August 30, 2001.
https://ronjeffries.com/xprog/articles/expcardconversationconfirmation.
Wake, Bill. “INVEST in Good Stories, and SMART Tasks.” XP123. August 17, 2003.
https://xp123.com/articles/invest-in-good-stories-and-smart-tasks.
Gray, Dave. “Empathy Map.” Game Storming. Updated November 12, 2009.
https://gamestorming.com/empathy-Dmap.
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Lesson notes
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Lesson 4
Planning the Work
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
© Scaled Agile, Inc.
PROVIDED BY SCALEDAGILE
Lesson Topics
4.1 Participating in PI Planning
4.2 Creating the Team Backlog
Improving Relentlessly
Connecting with the Customer
4.3 Committing with Team Planning
Getting Feedback
Planning the Work
Delivering Value
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Learning objectives
At the end of this lesson, you should be able to:
► Summarize the steps of PI Planning
► Describe the purpose of iteration goals and PI objectives
► Explain techniques for creating a team backlog
► Practice preparing your backlog by breaking down features into stories
► Apply strategies for creating well-written stories
► Summarize the Iteration Planning event and its outcomes
► Create a set of questions your team can use to understand and size
upcoming work
© Scaled Agile, Inc.
4-3
ART and team planning events drive the train
ART Sync
...
,M~••••••••••M"••M
••:
ART events
•====•=""=::::::========..___
Coach Sync
:.
•
:. •
Do
Do
•
PI Planning
I
PI Planning
Plan
•
Plan
I
Iteration 4.3
Planning
Iteration Retro
•
\I
Backlog 4.2
Refinement
Iteration
Review
Adjust
./
System
Demos
Check
Check
Prepare for PI
Planning
Inspect &
Adapt
•
Adjust
~SAFe·
•
Team Sync
4.1
•
PO Sync
Team events
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4.1 Participating in PI Planning
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4-5
Video: SAFe at Travelport: The Power of PI Planning
Duration: 2 min
SAFe·
at Travelport
The Power of Pl Planning
Watch Video
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What is PI Planning?
PI Planning is a cadence-based event that serves as the heartbeat of the 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
► Agile Teams own story planning and high-level estimates
► System Architect and User Experience (UX) work as intermediaries
for governance, interfaces, and dependencies
..,;,dSAFe·© Scaled Agile, Inc.
4-7
Plt(MOf:OIIYSCAUDM;ll~
The benefits of PI Planning
► Establishing personal communication across all team
members and stakeholders
► Aligning development to business goals with the
business context, vision, and team/ART PI 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 WIP
► Fast decision-making
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The PI Planning process
Input
Output
ART
PI Objectives
Team A PI
Objectives
---~
Team B PI
Objectives
Vision
- ...
Team C PI
Objectives
PI Planning
NFRs
Iteration 1.1
Top 10 features
Iteration 1.2
Team J PI
Objectives
Iteration 1.3
Iteration 1.4
Iteration 1.5 (IP)
PI 2 >>>
111111·
Milestones &
Events
Unicorns
Lions
Bears
Eagles
ART backlog
Tigers
Antelopes
Bulls
UX Help
Sys Arch Help
Vision and top 10 features
Team and ART PI objectives
and ART Planning Board
© Scaled Agile, Inc.
4-9
Create alignment with PI objectives
► Objectives are business summaries of
what each team intends to deliver in the
upcoming PI
Objectives for PI 1
AV
1. Show routing calculations between
the five most frequent destinations
► Objectives often directly relate to intended
features in the backlog
2. Navigate autonomously from
distribution center to the most
frequent destination
► Other examples:
4. Return to the distribution center
after delivery
3. Parallel park for a delivery
5. Include traffic data in route planning
– Aggregation of a set of features
6. Recall a delivery that is already
in progress
– A milestone like a trade show
Uncommitted Objectives
– 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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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’
Objectives for PI 1
► They are not included in the commitment, thereby
making the commitment more reliable
► If a team has low confidence in meeting a PI
objective, it should be moved to uncommitted
► If an objective has many unknowns, consider moving
it to uncommitted and put in early spikes
► Uncommitted objectives count when calculating load
Uncommitted Objectives
7. Spike: Reduce GPS signal loss
by 25%
8. Demonstrate real-time rerouting
to avoid delays (e.g., accident,
construction)
4-11
© Scaled Agile, Inc.
Outcomes of the PI Planning simulation
Actively participating in a simulated PI Planning event will reinforce:
Communication
Experience the business benefits of
establishing communication across
all team members and stakeholders
Drafting Objectives
Experience drafting PI objectives for
achieving the PI and committing to
the plan
0
Estimating Capacity
Experience estimating capacity for
the iteration
Managing Risks
Experience managing ART PI risks
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Activity: Identify ART roles
Duration: 3 min
► Step 1: Identify ART roles for
the simulation in your class.
► Step 2: Ensure that you have
all key roles required for the
PI Planning simulation.
Note: Your instructor will be the RTE.
Simulation role
Assigned to
Executive
Volunteer
Product Management
Volunteer
System Architect, UX,
Development Manager
Volunteer
© Scaled Agile, Inc.
4-13
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. We will now review the agenda for
the next two days of PI Planning.
RTE
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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
© Scaled Agile, Inc.
4-15
Simulation: Day two agenda
Planning adjustments
8:00 – 9:00
•
Planning adjustments made based on previous day’s
management meeting
•
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
ART PI risks
1:00 – 2:00
•
Remaining PI-level risks are discussed and ROAMed
PI confidence vote
2:00 – 2:15
•
Team and ART confidence vote
Plan rework if necessary
2:15 – ???
•
If necessary, planning continues until commitment
is achieved
Planning retrospective
and moving forward
After
commitment
•
•
•
Retrospective
Moving forward
Final instructions
•
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Simulation: Briefings
Executive
Product
Manager
System
Architect
© Scaled Agile, Inc.
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Simulation: Planning guidance
•
Expect this first PI Planning to feel a bit chaotic.
Future PI Planning meetings will become
more routine.
POs - You have the content authority to make
decisions at the user story level
SM/TCs - Your responsibility is to manage the
timebox, dependencies, and ambiguities
Agile Team - Your responsibility is to define
user stories, plan them into the iteration, and work
out dependencies with other teams
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Simulation: Planning requirements
Iteration 1.1
Feature 1
Iteration 1.2
Iteration 1.3
Iteration 1.4
Iteration 1.5
Capacity:
Capacity:
Capacity:
Capacity:
Capacity:
Load:
Load:
Load:
Load:
Load:
Feature 2
IP
iteration
X
PI objectives
PI objectives
Risks
BV
Uncommitted
objectives
AV
•••
Focus on the highlighted area
for this simulation.
G
User story
O
Infrastructure
enabler
P
Maintenance
R
Risks or
dependencies
Y
Exploration
enabler
© Scaled Agile, Inc.
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Activity: Select the feature from Product Management
Duration: 5 min
► 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
PI Planning simulation
4-20
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Simulation: Using historical data to calculate velocity
Establish velocity by looking at the average output of the last iterations.
Velocity
Six iterations
30 story points/
iteration
180 story points
© Scaled Agile, Inc.
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Simulation: Calculate your initial capacity
► For every full-time Agile Team member
contributing to solution development, give the
team eight points; adjust this number for parttime team members
► Subtract one point for every team member
vacation day and holiday
► Assign one point to a story that would take
about a half day to develop and a half day
to test and validate
Example:
A seven-person team composed of
three developers, two testers,
one PO, and one SM/TC
Exclude the SM/TC, PO, and
vacation time from the calculation
► Estimate every other story relative to that one
Calculated capacity: 5 x 8 points =
40 points per iteration
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Activity: Team breakout #1
Duration: 50 min
You will be planning a short PI 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 PI objectives using clear statements
► Step 5: Identify the uncommitted objectives
► Step 6: Identify any ART PI risks and dependencies
~SAFe·
4-23
© Scaled Agile, Inc.
Pl!CMO(OIIY5CAUD,l,Gll~
Activity: Coach Sync
Duration: 5 min
► Step 1: The teams observe the Coach Sync, conducted by the RTE
► Step 2: Choose an SM/TC 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.
4-24
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Activity: Coach Sync
Duration: 5 min
Coach Sync Questions
Team 1
Have you identified the capacity for each iteration of the PI?
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 PI risks?
Will you be ready to start writing PI objectives in the next 15 minutes?
Is there anything you need to discuss with other SM/TCs? If so, stay for the meet-after.
© Scaled Agile, Inc.
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Activity: Draft plan review
Duration: 7 min
► Step 1: The teams will present summaries of their first two iterations
and one or more draft PI objectives
► Step 2: Make sure to include the following:
– Capacity and load for each iteration
– Draft PI objectives
– ART PI risks and impediments
4-26
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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.
© Scaled Agile, Inc.
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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
Planning adjustments
8:00–9:00
Team breakouts
9:00–11:00
Final plan review and lunch
11:00 –1:00
ART PI risks
1:00–2:00
PI 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
© Scaled Agile, Inc.
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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 PI objectives from low (1) to high (10)
► Teams finalize the PI plan
Objectives for PI 1
BV
1. Show routing calculations between
the five most frequent destinations
10
2. Navigate autonomously from
distribution center to the most
frequent destination
4
3. Parallel park for a delivery
7
4. Return to the distribution center
after delivery
► Teams also consolidate ART PI risks,
impediments, and dependencies
5. Include traffic data in route planning
6. Recall a delivery that is already
in progress
► Uncommitted objectives provide the capacity
and guard band needed to increase the
reliability of cadence-based delivery
10
7
8
Uncommitted Objectives
7. Spike: Reduce GPS signal loss by 25%
6
8. Demonstrate real-time rerouting
to avoid delays (e.g., accident,
construction)
5
© Scaled Agile, Inc.
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Activity: Setting business value
Duration: 7 min
The instructor will demonstrate assigning
business value for one team’s objectives.
► Step 1: Bring one team’s draft plans to
the Business Owners
► Step 2: The Business Owners will set a
value on a scale of 1–10 for each
identified objective
Objectives for PI 1
BV
1. Show routing calculations between
the five most frequent destinations
10
2. Navigate autonomously from
distribution center to the most
frequent destination
4
3. Parallel park for a delivery
7
4. Return to the distribution center
after delivery
5. Include traffic data in route planning
► Step 3: Observe the discussion that
would take place, illustrating the larger
purposes and thought processes around
assigning business value
6. Recall a delivery that is already
in progress
AV
10
7
8
Uncommitted Objectives
7. Spike: Reduce GPS signal loss by 25%
6
8. Demonstrate real-time rerouting
to avoid delays (e.g., accident,
construction)
5
© Scaled Agile, Inc.
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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)
PI 2 >>>
Milestones &
Events
Unicorns
A milestone or event is
occurring in iteration 1.3
(e.g., release, trade show)
Lions
Bears
Eagles
This feature cannot be
delivered until multiple
teams complete their
dependencies
Tigers
Antelopes
Bulls
UX Help
A feature with no strings
means it does not have
any dependencies
Sys Arch Help
ART Planning Board Legend:
D
Features
Blue
Significant
Dependency
Milestone
or Event
Red or Pink
Orange
Red strings (or lines for digital boards) are used to
connect a feature or milestone to one or more
dependencies. Sometimes a dependency has its own
dependencies (see Lions in iteration 1.2)
..._________.,
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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 PI objectives with business value
3. ART PI risks and impediments
4. Q&A session
© Scaled Agile, Inc.
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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.
© Scaled Agile, Inc.
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Addressing ART PI risks
After all plans have been presented, remaining
PI risks and impediments are discussed
and categorized.
RisksO
R
R Resolved
ROAMing risks:
O Owned
► Resolved: Has been addressed; no longer
a concern
► Owned: Someone has taken responsibility
► Accepted: Nothing more can be done; if risk
occurs, release may be compromised
A
M
A Accepted
M Mitigated
► Mitigated: The team has plans to adjust
as necessary
© Scaled Agile, Inc.
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Activity: Manage ART PI risks
Duration: 7 min
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.
Risks
R Resolved
O Owned
A Accepted
M Mitigated
► Step 4: Put each risk into a corresponding
quadrant of the ROAM sheet for the ART.
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Confidence vote: teams and ART
Once ART PI 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.
1
No
confidence
3
Little
confidence
Good
confidence
5
High
confidence
Very high
confidence
© Scaled Agile, Inc.
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Run a planning meeting retrospective
The PI Planning event will evolve over time. Ending with a retrospective will
help continuously improve it.
The PI Planning
The Planning Meeting
Theretrospective
Planning Meeting
event
retrospective
retrospective
1. What went well?
1.What went well
1.What
went well
2. What
didn’t?
2.What didn’t
2.What
3. What
candidn’t
we do
3.What we can do
3.What
we
can do
better next time?
better next time
better next time
~SAFe·
..
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P!tOI/IOEDSYSClolEOAGAE
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4.2 Creating the Team Backlog
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The Agile Team backlog is comprised of stories
► Contains all the work for the team
► Created by the PO and the team
► Prioritized by the PO
► Contains user stories, enabler stories, and
improvement items
•
Product Owner
– User stories provide customers with value
– Enabler stories build the infrastructure and architecture that
makes user stories possible
► Stories for near-term iterations are more detailed than
stories for later iterations
s
► NFRs are backlog constraints
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Acceptance criteria
► Provide the details of the story from a testing point of view
► Are created by the Agile Team
► Can be written in the Given-When-Then format
As a driver, I want to get a receipt after
fueling so that I can expense the purchase.
As a driver, I want to limit the amount of
money I can spend before I fuel so that I can
control my expenses.
Acceptance criteria:
Acceptance criteria:
Given that the fueling is over
When the driver asks for the receipt
Then it's printed and includes:
amount fueled, the amount paid, tax,
date, time
Given that the driver indicated a
maximum amount of money
When the fuel cost reaches that amount
Then the fueling process stops
automatically
© Scaled Agile, Inc.
•
•
4-41
Splitting stories
► In support of small batches for flow:
As a driver, I want
my automobile to
maintain a speed.
Decrease story size to the minimum possible
Split stories into essential and nonessential
parts and eliminate the nonessential
Ensure you have something releasable
► In support of feedback:
Deploy small stories to get technical/user
feedback quickly
As a driver, I want
my automobile to
maintain speed
on flat roads.
Maximize feedback
► In support of Iteration Planning:
Split stories so they fit into an iteration
~SAFe·
© Scaled Agile, Inc.
As a driver, I want
my automobile to
maintain speed
on downhills.
,
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Apply some common splitting techniques
Splitting techniques:
►
Business rule variations (for example, single
variation, then remainder)
►
Workflow steps (for multi-step stories)
►
Simple/complex (for example, search for a single
word, then for phrases)
►
Scenarios (for example, use case exceptions)
••••
••
•
© Scaled Agile, Inc.
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Activity: Write user stories
Prepare: 15 min
Share: 10 min
► Step 1: With your team, select an upcoming feature.
► Step 2: Break the feature into at least three stories, written in user story
format: As a (user role), I want (activity) so that (business value).
Break the feature into stories in a way that retains business value.
► Step 3: Write acceptance criteria in the Given-When-Then format for each
user story. Be sure that the acceptance criteria are testable.
► Step 4: Estimate the story sizes using relative estimation.
► Step 5: Be prepared to share with the class.
© Scaled Agile, Inc.
J;,!{(§,.1Fe·
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lEDAGAE
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Write User
TitleStories
Instructions: With your group, select three Features you created and decompose these
Features into Stories. Write these Stories in the User Story format: As a (user role) I want
(activity) so that (business value).
Story: As a Fleet Manager, I can
search my fleet so that I can find
vans that need maintenance. Vans
that are overdue or need a safety
recall are highlighted.
Story: As a Fleet Manager, I can
review safety recalls so that I
can prioritize the maintenance
schedules of my fleet.
As a (user role)
I want to (activity)
So that (business value)
As a (user role)
I want to (activity)
So that (business value)
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Story maps connect to the user journey
Feature
Activities or tasks the user must perform to
accomplish their goal
Starting conditions
Stories essential for
the initial release
Stories considered
as improvements in
future releases
..£~,1fP.'
© Scaled Agile, Inc.
Activity
or task
Activity
or task
Activity
or task
Activity
or task
Story 1
Story 2
Story 4
Story 5
Story
Story
- -- - -- -- - -- -
Holistic
solution
Story 3
Story
Story
Story
Story
Story
Story
Story
4-45
Story maps bring additional benefits
► Story maps promote design thinking
► Story maps are for ideating on how to break down features and big user
stories as they are told
► Story maps enable broader thinking toward delighting a user rather than
starting with identifying sequence or priority
► Story maps may produce user stories or even additional features
© Scaled Agile, Inc.
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Sequencing stories
► The PO and the team sequence
stories based on:
Priorities inherited from the
ART backlog
Capacity allocations for
defects, maintenance, and
refactors
Dependencies with other
stories, teams, events,
milestones, and releases
► Initial sequencing happens
during PI Planning
► Adjustments happen at
iteration boundaries
1. ART Backlog
2. Team Context
Refactors
Maintenance
Other technical debt
3. Other Stakeholders
Other team dependencies
Other commitments
Spikes / research
Stories
NFRs
Team’s part of a feature/enabler
Feature
NFRs
© Scaled Agile, Inc.
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Backlog refinement
Refinement is a collaborative process that involves the entire team.
Backlog refinement:
► Helps the team turn new hypotheses into user stories
► Allows the team to consider recent learnings before
Iteration Planning or in preparation for PI Planning
► May occur daily throughout the iteration or at a longer
event on a cadence
► Improves stories, adds acceptance criteria, and identifies
missing information
► Leverages the team's collective knowledge and creativity
► Creates joint buy-in and ownership
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4.3 Committing with Team Planning
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SAFe Scrum – Plan and commit with Iteration Planning
Purpose
Responsibilities
Result
Reciprocal
commitment
• Define and commit to what will be built in the iteration
• The PO defines the potential value of the iteration
• The team defines how the value will be delivered via stories that meet the
definition of done
• Iteration goals and a backlog of the team’s commitment
• Team commits to delivering specific value
• Stakeholders commit to leaving priorities unchanged during the iteration
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Team planning for SAFe Team Kanban
► Some teams have a more responsive nature to their work,
such as maintenance teams and system teams
► These teams will tend toward emphasizing continual
backlog refinement over detailed iteration plans
-- 3
► Kanban teams could still publish iteration goals and
integrate with other teams continuously or on cadence
► They commit to the goals and communicate average
response time for incoming work based on their known
historical lead time, enabling other teams to accurately
depend on them
Kanban
► They participate in PI Planning, System Demos, and the I&A
like all other teams
© Scaled Agile, Inc.
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Capacity allocation for a healthy balance
► By having capacity allocation defined, the PO doesn’t need to prioritize unlike
things against each other
► Once the capacity allocation is set, the PO and team can prioritize like things
against each other
Capacity allocation
Capacity Allocation
Next PI
User stories
• Helps alleviate velocity
degradation due to
technical debt
• Keeps existing customers
happy with bug fixes
and enhancements
Refactors+
Maintenance
• Can change at iteration or
PI boundaries
Team
Backlog
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Commit to the iteration goals
Team commitments are not just to the work. Teams are committed to other
teams, the ART, and the stakeholders.
A team meets its commitment:
By doing everything they said they would do,
- or By immediately raising the concern if it isn’t feasible to do so.
Commitment
Adaptability
Too rigid of a
commitment can lead to
burnout, inflexibility, and
quality problems.
Too little commitment
can lead to
unpredictability and lack
of focus on results.
..Mfli.SAfe·
© Scaled Agile, Inc.
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Pf!OYIO(OIYSCAl[O•GllE
Iteration goals: examples
Software example
Business example
Iteration goals
Iteration goals
1. Finalize and push last-name search
and first-name morphology
1. Roll out the incident
report procedures
2. Index 80% of remaining data
2. Have documentation in one
folder for external audit
3. Other stories:
3. Obtain commitment to audit days
from auditors and
internal leaders
– Establish search replication
validation protocol
– Refactor artifact
dictionary schema
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Action Plan: Plan the work
Prepare: 5 min
Share: 3 min
► Step 1: Brainstorm 1–2 actions you can take as
a team to improve how you plan your work
based on what you have learned in this lesson
► Step 2: Add your plan to the Action Plan in
your workbook
© Scaled Agile, Inc.
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Lesson review
In this lesson you:
► Experienced the steps of PI Planning
► Discovered the purpose of iteration goals and PI objectives
► Explored techniques for creating a team backlog
► Practiced preparing your backlog by breaking down features into stories
► Applied strategies for creating well-written stories
► Explored the Iteration Planning event and its outcomes
► Created a set of questions your team can use to understand and size
upcoming work
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Action Plan
Plan the Work
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Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► "Story”
https://www.scaledagileframework.com/story/
► “Team Backlogs”
https://www.scaledagileframework.com/team-backlog/
► “PI Planning”
https://www.scaledagileframework.com/pi-planning/
► “Iteration Planning”
https://www.scaledagileframework.com/iteration-planning/
© Scaled Agile, Inc.
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References
Cohn, Mike. Agile Estimating and Planning. Pearson Education, Inc.: Upper Saddle River, 2006. 56-59.
Reinertsen, Donald G. The Principles of Product Development Flow: Second Generation of Lean Product
Development. Redondo Beach: Celeritas 2009. 178.
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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 5
Continuously Delivering Value
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
© Scaled Agile, Inc.
PROVIDED BY SCALEDAGILE
Lesson Topics
5.1 Continuously Integrate,
Deploy, and Release
Improving Relentlessly
Connecting with the Customer
5.2 Visualizing the Flow of Work
5.3 Aligning Delivery with
Synchronization Events
5.4 Building Quality In
Planning the Work
Getting Feedback
Delivering Value
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Learning objectives
At the end of this lesson, you should be able to:
► Explain the importance of a Continuous Delivery Pipeline (CDP)
► Describe the communication and synchronization benefits of ART
sync events
► Summarize different practices to build quality into solutions
► Create action items as a team to take into the upcoming PI around
improving your CDP and built-in quality
© Scaled Agile, Inc.
5-3
5.1 Continuously Integrate, Deploy,
and Release
© Scaled Agile, Inc.
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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
© Scaled Agile, Inc.
#10 Organize around value
5-5
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.”
—Dantar P. Oosterwal, The Lean Machine
The Lean Machine
by Dantar P. Oosterwal
► Integration points accelerate learning
► Development can proceed no faster than the
slowest learning loop
p.,. D
t
A,_C
l
► Improvement comes through synchronization
of design loops and faster learning cycles
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
Video: What is DevOps?
Duration: 5 min
Watch Video
~SAfe·
© Scaled Agile, Inc.
5-7
PROYIOEOBYSCl.l.EO.oGllE
Maximize speed and stability
Operations
Compliance
Dev
Dev
Development
Ops
Ops
…
Architecture
Security
Business
Optimized for
development speed
~SAfe·
Optimized for
stability
Working together for
speed and stability
© Scaled Agile, Inc.
5-8
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Maximize speed and stability
C
A
Culture
Automation
Establish a culture of shared
responsibility for development,
deployment, and operations.
A CALMR approach to DevOps
Culture
of shared
responsibility
Automate the CDP.
Dev Keep batchOps
sizes small, limit
L
Lean flow
WIP, and provide
extreme visibility.
M
Measure the flow through the
Measurement pipeline. Implement fullstack telemetry.
R
Recovery
Recovery
Automation
reduces risk &
preserves value
of Continuous
Delivery Pipeline
Design for low-risk releases.
Establish fast recovery, fast
reversion, and fast fix-forward.
Measurement
Lean Flow
of flow, quality
& value
accelerates
delivery
© Scaled Agile, Inc.
5-9
Video: Continuous Delivery Pipeline
Duration: 5 min
Watch Video
© Scaled Agile, Inc.
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Building the CDP with DevOps
► The 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, remove
delays, and improve the efficiency of each step
Continuous Delivery Pipeline
AGILE RELEASE TRAIN
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release on Demand
© Scaled Agile, Inc.
5-11
Continuous code integration
Develop
'
Commit
Build
Test
Build
Test
I
Version
Control
App
package
Test
package
End-to-end
testing
© Scaled Agile, Inc.
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Staging
5-12
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Trunk-based development
Teams continuously integrate assets (leaving as little as possible to the
system team).
Agile
Team 1
►
►
System
team
Avoid physical branching
for software
1111
Full system
integration at least System
once per iteration Demo
Story
Frequently integrate
hardware branches
Check out most
functionality
Check newest
changes back in
Trunk
Check in
each story
1111
Story
Always current
trunk increases
program velocity
Agile Team 2
© Scaled Agile, Inc.
5-13
Continuous Exploration (CE) – Understand customer needs
Architect
Product
Management
Synthesize
-------.,:sJF
PI Planning
,.
Collaborate &
Research
Hypothesize
Continuous
Integration
Continuous
Deployment
Release on
Demand
Continuous Exploration
~SAFe·
© Scaled Agile, Inc.
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Continuous Integration (CI) – Get fast feedback on small changes
Build
Develop
Test
End-to-End
Stage
Live
Build
Idle
Deploy
Idle
Test
Live
Continuous
Exploration
Continuous
Deployment
Release
on Demand
Continuous Integration
© Scaled Agile, Inc.
5-15
Continuous Deployment (CD) – Get to production early for verification
Deploy
Staging
Continuous
Exploration
Verify
Monitor
Respond
Production
Release
on Demand
Continuous
Integration
Continuous Deployment
~SAFe·
© Scaled Agile, Inc.
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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
--
Feature
► Timing of the release becomes
a business decision
Feature
Feature
Feature
Feature
Feature
© Scaled Agile, Inc.
Discussion: CE, CI, and CD challenges
5-17
Prepare: 10 min
Share: 10 min
► Step 1: Considering the various aspects of environment,
culture, tools, and people that influence continuous
delivery culture, discuss the following:
– What are the challenges to continuously exploring?
– What are the challenges to continuously integrating?
– What are the challenges to continuously deploying?
► Step 2: As a team, create a poster with the challenges
and your potential solutions
► Step 3: Be prepared to share with the class
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5.2 Visualizing the Flow of Work
© Scaled Agile, Inc.
5-19
Video: Designing Your Team’s Kanban System
Duration: 7 min
Designing
Your Team's
Kanban System
Watch Video
© Scaled Agile, Inc.
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Visualize the flow of work
►
What is the flow of work for your team?
►
What are the steps it takes to get a story to done?
To Do
WIP
To Do
To Do
Code
Analyze
-
Done
Done
Test
Request Info
Develop
Test
Done
Release
Notes
© Scaled Agile, Inc.
5-21
Setting WIP limits
► WIP limits improve the flow of work
► Some steps have no WIP limits, while others serve as buffers and have
minimum and maximum WIP
7
5
3
Ready stories
Development
Test
Story
11
Story
12
Story
10
Story
9
Story
8
Story
3
Story
7
Story
13
Story
5
Accepted
Story
6
Story
4
Story
2
© Scaled Agile, Inc.
Workbook
Story
1
5-22
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Activity: Visualize the flow of work
Prepare: 8 min
Share: 5 min
►
Step 1: Consider the stories you wrote in the previous lesson
►
Step 2: Define the steps you need to turn the stories into value
►
Step 3: As a team, build your current flow of work and assign WIP limits
►
Step 4: Be prepared to share your flow of work with the class
© Scaled Agile, Inc.
5-23
5.3 Aligning Delivery with
Synchronization Events
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Sync events drive the delivery of value
Utilize syncs to maintain connectivity as you deliver and overcome challenges together.
ART Sync
Do
Coach Sync
•
•
PO Sync
ART events
Scrum events
Do
•--=
Team Sync
Plan
Plan
PI Planning
Iteration
Review
Iteration
Planning
Iteration
Backlog
Retrospective Refinement
•
Check
System
Demos
Check
• == -=•
Adjust
Prepare for
PI Planning
Inspect &
Adapt
© Scaled Agile, Inc.
•
•·-========-=-----
5-25
Adjust
Communicate and synchronize with the Team Sync
Basic daily Team Sync agenda
The meet-after agenda
1. Review topics captured on the
meet-after board
2. Involved parties discuss;
uninvolved people may leave
Each person answers:
1. What did I do yesterday to
advance the iteration goals?
2. What will I do today to advance
the iteration goals?
3. Are there any impediments that
will prevent the team from
meeting the iteration goals?
© Scaled Agile, Inc.
Workbook
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Prepare: 5 min
Activity: Roleplay a Team Sync
Share: 2 min
You will participate in or observe a reenactment of a Team Sync. A group of
volunteers will play the role of team members, and your trainer will play the
role of the SM/TC.
► Step 1: Volunteers receive a persona card. Do not show your card
to others.
► Step 2: Run a Team Sync, playing the role assigned by the card.
► Step 3: The rest of the class observes and considers the following:
– How long do you think the meeting should be?
– Where should it take place?
– What is the main purpose of the Team Sync?
© Scaled Agile, Inc.
5-27
ART Syncs are used to coordinate progress
ART Sync
I
I
_________________ IL_______________ _
PO Sync
Coach Sync
► Visibility into risks, dependencies, progress,
and impediments
► Visibility into progress, scope, and
priority adjustments
► Facilitated by RTE
► Facilitated by RTE or PM
► Participants: SM/TCs, other select team
members, SMEs if necessary
► Participants: PM, POs, other
stakeholders, and SMEs as 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
~SAFe·
© Scaled Agile, Inc.
5-28
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Reenact the
Title
Team Sync
How long do you think the meeting should be?
Where should it take place?
What is the main purpose of the Team Sync?
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5.4 Building Quality In
© Scaled Agile, Inc.
5-29
Discussion: Express built-in quality
Duration: 5 min
► Step 1: As a class, discuss what the phrase “built-in quality” means to you
► Step 2: Identify how your teams can deliver built-in quality and what value
it brings to your customer, your organization, and your Agile Teams
© Scaled Agile, Inc.
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Built-in quality
“You can’t scale crappy code (or hardware, or anything else).”
– Dean Leffingwell, Creator of SAFe
PRACTICES
Cyber-physical
Systems Quality
IT Systems
Quality
Agile Hardware
Eng. Quality
Business Quality
Standards
Agile Software
Dev. Quality
Agile Software
Dev. Quality
Agile Hardware
Eng. Quality
Agile Software
Dev. Quality
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Basic Agile
Quality Practices
Business Functions
Software Applications
Hardware
Cyber-physical Systems
DOMAINS
IT Systems
Built-in
Quality
© Scaled Agile, Inc.
5-31
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
Basic Agile
Quality Practices
► Workflow automation – Enable small batches and
reduce errors
© Scaled Agile, Inc.
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Agile software development quality practices
► Continuous integration: Continually check many small
changes for conflicts and errors
► Test-first practices: Define and execute many tests early,
often, and at multiple levels of integration
Agile Software
Dev. Quality
► Refactoring: Continuously modify the system to provide a
foundation to efficiently deliver value in the future
Agile Software
Dev. Quality
► Continuous delivery: Apply CE, CI, CD, and RoD
► Agile architecture: Evolve the architecture continuously,
while supporting the needs of current users
© Scaled Agile, Inc.
5-33
Traditional testing (V-Model) delays feedback
Time
Test Feature
Write Feature
Time
Test Story
Write Story
Test Code
Write Code
© Scaled Agile, Inc.
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Shift testing left for fast and continuous feedback
Shift testing left
FEATURE TESTS
(BDD)
Test Feature
Write Feature
STORY TESTS
(BDD)
Test Story
Write Story
CODE TESTS
(TDD)
… always testing…
Write Code
… always testing…
Test Code
… always testing…
© Scaled Agile, Inc.
5-35
Test-first practices
Software quality practices, most inspired by Extreme Programming (XP), include agile
testing, behavior-driven development (BDD), test-driven development (TDD),
refactoring, code quality, and agile architecture.
Lean
UX
BDD
Product
Owner
Customer
TDD
Developers/Testers
Developers
Define
Build
Test
Deploy
© Scaled Agile, Inc.
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Release
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A test-first approach creates a balanced agile testing pyramid
A balanced portfolio of tests contains many small, low-level, automated tests and
fewer large, manual tests.
The test pyramid
is about the
speed of the test
----------------------------
$$$
\
Typical large end-to-end UI
Large
(slow)
,---------------------------~
Medium
Typical medium external
services single UI
,--------------------,
Test
, _______________
)
I
I
I
I
I
I
Small
(fast)
₵
Test Pyramid
I
I
I
I
I
I
I
I
Typical small
I
I
individual
classes
, ____________________
,I
I
Reference: Cohn, Succeeding with Agile
© Scaled Agile, Inc.
5-37
Scalable definition of done
Team Increment
• Stories satisfy
acceptance criteria
• Acceptance tests passed
•
•
•
•
•
•
•
(automated where
practical)
Unit tests
Cumulative unit
tests passed
Assets under
version control
Engineering standards
followed
NFRs met
No must-fix defects
Stories accepted by PO
System Increment
•
•
•
•
•
•
•
•
Solution Increment
Stories completed by all
teams in the ART
and integrated
Completed features meet
acceptance criteria
NFRs met
No must-fix defects
Verification and validation
of key scenarios
Included in build definition
and deployment process
Increment demonstrated,
feedback achieved
Accepted by Product
Management
•
•
•
•
•
•
•
•
•
Capabilities completed by
all ARTs and meet
acceptance criteria
Deployed/installed in the
staging environment
NFRs met
System end-to-end
integration, verification,
and validation done
No must-fix defects
Included in build definition
and deployment/transition
process
Documentation updated
Solution demonstrated,
feedback achieved
Accepted by Solution
Management
© Scaled Agile, Inc.
Workbook
Release
•
•
•
•
•
•
•
•
All capabilities done and
meet acceptance criteria
End-to-end integration
and solutions V&V done
Regression testing done
NFRs met
No must-fix defects
Release documentation
complete
All standards met
Approved by Solution and
Release Management
5-38
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Activity: What is your definition of done?
Prepare: 7 min
Share: 3 min
► Step 1: As a team, craft a definition of what it
means for you to finish a team increment
► Step 2: Considering the elements of a team
increment in the previous slide, discuss what is
included in your definition of done
► Step 3: Discuss how you might mature your
definition of done to improve the quality of
your products.
► Step 4: Be prepared to share with the class
© Scaled Agile, Inc.
5-39
Business quality practices
► Address specific functional quality standards:
Standards have historical and legacy context that
require adjustment when applying them to a flowbased context
► Apply standards in an agile manner: apply
standards early and continually (shift-left) and strive
to automate them where possible
© Scaled Agile, Inc.
Workbook
Business Quality
Standards
Business Quality
Standards
5-40
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Agile hardware engineering quality practices
► Modeling and simulation: analyze and simulate in a
virtual environment to test changes quickly
and cost-effectively
Agile Hardware
Eng. Quality
Agile Hardware
Eng. Quality
► Rapid prototyping: integrate mockups (for example, 3Dprinted parts) for higher-fidelity feedback
t
Virtual
environment
1
Prototype
environment
l
Operational
environment
© Scaled Agile, Inc.
5-41
Action Plan: Deliver value
Prepare: 5 min
Share: 3 min
► Step 1: With your team, brainstorm actions you could take
to improve one of the following aspects of the CDP:
– CE
– CI
– CD
► Step 2: As a team, select one action you agree to take in
the coming PI
► Step 3: Be prepared to share with the class
© Scaled Agile, Inc.
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Action Plan
Deliver Value
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© Scaled Agile, Inc.
Lesson review
In this lesson you:
► Explained the importance of a CDP
► Described the communication and synchronization benefits of ART
sync events
► Summarized different practices to build quality into solutions
► Created action items as a team to take into the upcoming PI around
improving your CDP and built-in quality
© Scaled Agile, Inc.
5-43
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson
► “Continuous Exploration”
https://www.scaledagileframework.com/continuous-exploration/
► “Continuous Integration”
https://www.scaledagileframework.com/continuous-integration/
► “Continuous Deployment”
https://www.scaledagileframework.com/continuous-deployment/
► “Built-in Quality”
https://www.scaledagileframework.com/built-in-quality/
© Scaled Agile, Inc.
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References
Cohn, Mike. Succeeding with Agile: Software Development Using Scrum. Boston: Pearson Education Inc.,
2013. 312
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.
© Scaled Agile, Inc.
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Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.
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Lesson 6
Getting Feedback
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
© Scaled Agile, Inc.
PROVIDED BY SCALEDAGILE
Lesson Topics
6.1 Getting Customer Feedback
6.2 Demonstrating Progress with
the Iteration Review
Improving Relentlessly
Connecting with the Customer
6.3 Demonstrating the Integrated
Solution with the System Demo
Getting Feedback
Planning the Work
Delivering Value
© Scaled Agile, Inc.
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Learning objectives
At the end of this lesson, you should be able to:
► Summarize techniques to maintain customer focus
► Identify Iteration Review steps for the Agile Team
► Recognize the importance of integrating and demonstrating together with
the System Demo
► Identify one or more actions your team can take to develop or maintain a
customer focus in the upcoming PI
© Scaled Agile, Inc.
6-3
6.1 Getting Customer Feedback
© Scaled Agile, Inc.
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Product roles help gather customer feedback
POs and Product Managers should:
► Focus on how value is determined by
the customer
► Bring the Business Owners, customers, and
end users as needed to ART and
team events
► Identify the need and plans for implementing
design thinking activities such as gemba
walks and empathy interviews
Understand the
customer’s needs
© Scaled Agile, Inc.
6-5
Gemba
► Gemba refers to observing customers in their
day-to-day activities, using products, or
observing problem spaces
► Engaging with customers directly helps to
understand their needs and preferences better
► Teams can see real processes and challenges
firsthand, gaining valuable insights
► Gemba allows for immediate feedback on
products, which can lead to quicker adjustments,
enabling continuous exploration
© Scaled Agile, Inc.
Workbook
ee e t e
ustomer
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Enable feedback by building telemetry into products and solutions
1 Architect for operations
by designing logging
and telemetry into
products and solutions
2 Build telemetry into
each application to help
determine the results of
relevant hypotheses
3 Use telemetry to
monitor for
problems across
the entire stack
4 Collect and manage
the telemetry data
used to track and
measure hypotheses
Continuous Delivery Pipeline
1
2
3
AGILE RELEASE TRAIN
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release on Demand
© Scaled Agile, Inc.
4
Discussion: Keeping the customer focus
6-7
Discuss: 5 min
► Step 1: Individually, consider the following:
– What techniques do you already utilize to get customer feedback?
– What additional techniques might be useful in your context?
► Step 2: Discuss as a class
© Scaled Agile, Inc.
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6.2 Demonstrating Progress with
the Iteration Review
© Scaled Agile, Inc.
6-9
The Iteration Review
The Iteration Review provides the true
measure of progress by showing working
software functionality and business
outcome progression.
Demonstrating a working,
tested team increment
► Preparation starts with planning
► Teams demonstrate every story,
spike, refactor, and NFR
Working software,
other components
► Attended by the team and
its stakeholders
© Scaled Agile, Inc.
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© Scaled Agile, Inc.
Iteration Review guidelines
► Timebox: A maximum of 90 minutes
for a two-week iteration.
Sample Iteration Review Agenda
► Preparation: Plan your Iteration
Review during Iteration Planning.
Minimize presenting slides; focus on
demonstrating functionality.
Demonstrate completed stories.
1. Review business context and
iteration goals
2. Demo and solicit feedback on
each story, spike, refactor,
and NFR
3. Discuss stories not completed
and why
► Attendees: If a major stakeholder
cannot attend, the PO should follow
up individually.
4. Identify risks, impediments
5. Revise team backlog and
team PI objectives as needed
© Scaled Agile, Inc.
6-11
Two views from the Iteration Review based on a working system
► How did we do in the iteration?
► How are we doing in the PI?
– Did we meet the goal?
– Review of PI objectives
– Did we meet the dependencies
other teams relied on us for?
– Review of remaining PI scope
and reprioritizing if necessary
– Have we been meeting our
team DoD?
– Optional: Alignment on kanban
board
– Is our flow time stabilized
or improving?
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6.3 Demonstrating the Integrated
Solution with the System Demo
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6-13
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
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#10 Organize around value
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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
► Happens after the Iteration Review
(may lag by as much as one
iteration maximum)
Full system
System
Team
► Demo from a staging environment
that resembles production as
much as possible
© Scaled Agile, Inc.
6-15
The System Demo demonstrates value at each iteration
Sample System Demo agenda:
– Review the business context and the PI objectives
– Briefly describe each new feature
– Demo each new feature in an end-to-end use case
– Open discussion, questions, and feedback
– Summarize progress, feedback, and action items
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Lesson review
In this lesson you:
► Summarized techniques to maintain customer focus
► Identified Iteration Review steps for the Agile Team
► Recognized the importance of integrating and demonstrating together
with the System Demo
► Identified one or more actions your team can take to develop or maintain
a customer focus in the upcoming PI
© Scaled Agile, Inc.
6-19
Articles used in this lesson
Read these Framework articles to learn more about topics covered in this lesson:
► “System Demo”
https://www.scaledagileframework.com/system-demo/
► "Iteration Review"
https://www.scaledagileframework.com/iteration-review/
► "Customer Centricity"
https://www.scaledagileframework.com/customer-centricity/
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Discussion: System Demo challenges
Duration: 7 min
► Step 1: As a class, discuss the challenges present in demonstrating a new
system increment every two weeks
► Step 2: Brainstorm some ways to solve these challenges
© Scaled Agile, Inc.
6-17
Prepare: 5 min
Action Plan: Get feedback
Share: 2 min
► Step 1: With your team, reflect on the various
feedback methods covered in this lesson
-
Customer feedback
-
Iteration Reviews
-
System Demo
► Step 2: Identify any other teams or stakeholders you
may need to work with to collect and take action on
each of these methods
10
► Step 3: Add your plan to the Action Plan in
your workbook
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Action Plan
Get Feedback
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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 7
Improving Relentlessly
SAFe® Course - Attending this course gives learners access to the
SAFe® Practitioner exam and related preparation materials.
© Scaled Agile, Inc.
PROVIDED BY SCALEDAGILE
Lesson Topics
7.1 Using ART and Team Events for
Relentless Improvement
7.2 Measure Flow
Improving Relentlessly
Connecting with the Customer
7.3 Improving Flow
Planning the Work
Getting Feedback
Delivering Value
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Learning objectives
At the end of this lesson, you should be able to:
► Summarize the steps of a retrospective
► Identify the steps of Inspect & Adapt (I&A)
► Explain the eight flow accelerators
► Summarize how to apply flow metrics to assess the organization’s ability to
make value flow without interruption
► Identify the top three actions your team can take into the upcoming PI to
develop and grow your SAFe Agile Team practices
© Scaled Agile, Inc.
7-3
ART and team planning events drive the train
ART Sync
--!
r-------------"---
•====•==============-Coach Sync
PO Sync
Do
•
PI Planning
I
PI Planning
Plan
•
Plan
•
•
Iteration 4.3
Planning
Iteration Retro
•
Backlog
Refinement
./
Iteration
Review
Adjust
System
Demos
•
•
Check
Check
Prepare for PI
Planning
Inspect &
Adapt
·'~=====I===-
Adjust
~SAFe·
•
Team Sync
,:;-
•
:.:.
:..:.
Do
4.1
ART events
Team events
•
© Scaled Agile, Inc.
7-4
l'ltOIIIOEOSYSCAlEC>Mill.E
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7.1 Using ART and Team Events for
Relentless Improvement
© Scaled Agile, Inc.
7-5
Iteration Retrospective
► Timebox: Should be an hour or less.
► Purpose: Align on items that can be
improved upon in next iteration.
► Outcome: Enter the improvement items
in the team backlog.
► Tip: Action items take time and energy.
Prioritize them alongside other work so
the work to be done is visible.
Sample Agenda
Part 1: Quantitative
1. Review the improvement backlog
items targeted for this iteration.
Were they all accomplished?
2.
Did the team meet the goals
(yes/no)?
3.
Collect and review the
agreed-to iteration metrics.
Part 2: Qualitative
1.
What went well?
2.
What didn’t?
3.
What can we do better next time?
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Prepare: 8 min
Activity: Simulate a retrospective
Share: 2 min
In your group, run a retrospective of how your team has worked together in the
course so far.
► Step 1: Pick someone in your group to play the role of the SM/TC. They
will facilitate the retrospective.
► Step 2: As a group, participate in the retrospective by focusing on what you
have learned from the course
– What went well?
– What didn’t go so well?
– What can be done better?
► Step 3: Share some of your group’s insights with the class.
© Scaled Agile, Inc.
7-7
Innovation and Planning (IP) iteration
PI Planning occurs on cadence within the IP iteration which facilitates
reliability, PI readiness, planning, and innovation.
► Innovation: Opportunity for
innovation, hackathons, and
infrastructure improvements
“Provide sufficient capacity
margin to enable cadence.”
► Planning: Provides for cadencebased planning
—Donald G. Reinertsen, The Principles of
Product Development Flow
The IP iteration also provides an
estimating guard band for cadencebased delivery.
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Example IP iteration calendar
Sunday Monday
Monday
Monday
Sunday
Tuesday
Tuesday
Tuesday
Wednesday
Wednesday
Wednesday
Thursday
Thursday
Thursday
Friday Saturday
Friday
Friday
Saturday
31
Buffer for leftover work
Buffer for leftover work
----------- ---------------------- ------------------------'
… buffer for overflow work …
'
FinalFinal
verification
and
validation,
anddocumentation
(if releasing)
verification
and
validation,
(if:-:-releasing)
--:-:-::-:-_-::-_-_:.I_-:-:-_-:-:-::-:_-:r
_-:-_-_:-:and
-_-:-:-documentation
.:.:j·-. -:- _-_-:-_-__-,:- ::- :-_-: :-_-_-:----:
Innovation
… skills development
and
learning
…
'
Innovation
'::::::::::::::::::_::s::::::::::::::::::::-x_::::::::::::::::~::r-::::::::::::::::-r-::::::::::::::::::_:1
PI planning readiness
… prepare
for PI
Planning …
'
PI planning
readiness
'::::::::::::::::::_::s::::::::::::::::_-::-x_::::::::::::::::~::r-::::::::::::::::-r-:::::::: _-::::
::::_:1
… innovations and hackathon …
'
.____________
---------------------- ----------- -----------J
Optional '
Solution
Train Pre-PI
planning
PI planning
Continuing
education
Continuing
education
Business context
Planning
adjustments
Product / solution
vision
PI PlanningTeam breakouts
PI planning
Innovation
continues
Innovation
continues
PI planning
readiness
PI
Inspect
& Adapt
Inspect
and
adapt
workshop
PI planning
Planning
readiness
readiness
Architecture
Day 1 vision
and development
practices
Planning
requirements
and lunch
planning
13
Optional
PI planning
time for
Day 2
Final plan review
and lunch distributed
Solution
planning
Train
Day 1
PI confidence
vote
Day
2
Draft plan review
Plan rework if
necessary
Management
review and
problem-solving
Planning
retrospective and
moving forward
Team breakouts
time for
Optional time
distributed
for distributed
planning
Post-PI
planning
© Scaled Agile, Inc.
7-9
Improving results with the I&A event
► Three parts of I&A:
1. The PI System Demo
...
2. Quantitative & Qualitative Measurement
... u
lllt
3. Problem-Solving Workshop
► Timebox: Three to four hours
per PI
5
.:::.
► Attendees: Teams and
stakeholders
...:..
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PI System Demo
► At the end of the PI, 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, SM/TCs, and teams
► Timebox: 45–60 minutes
© Scaled Agile, Inc.
7-11
Team performance assessment
Team PI Performance Reports
Business
Objectives for PI 3
► Review and rate your PI achievements:
Structured locations and
validation of locations
– Consider how well you did against your
stated objectives, including timeliness,
content, and quality
– Business Owners and teams discuss and
rate performance to determine if the planned
business value was achieved or if the team
gets partial credit
► Average these across all objectives and give
yourself an ART percent achievement score
Build and demonstrate a proof
of concept for context images
Implement negative triangulation
by: tags, companies and people
Plan
Actual
7
7
~8
8
8
6
5
Speed up indexing by 50%
8
Index 1.2 billion more web pages
Extract and build URL abstracts
=
Uncommitted Objectives
=
Fuzzy search by full name
100
80
7 ..........
____,..
► Suggested timebox: 45–60 minutes
~,~;1fP,"© Scaled Agile, Inc.
Workbook
Predictability Measure
120
Improve tag quality to 80%
relevance
Totals
% Achievement: 90%
ART Predictability Measure
7
7
Objectives Achieved
► All teams’ PI objectives were assigned
a planned business value between 1 and 10
60
40
,
,'
-' '
,
_,_
-- --
/,
,,
-,
, ,
Target: Effective process
control range
Predictability sufficient
to run the business
Handles common
variations
Special causes may still
Cause excess variation
20
0
PI 1
PI 2
---------
PI 3
PI 4
PI 5
Team A: Out-of-control development
Team B: Controlled development
ART
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Team PI performance report
► The planned total does not include uncommitted
objective points
Business
Objectives for PI 3
► Actual total includes uncommitted objectives
► Percent achievement equals the actual total divided
by the planned total
► A team can achieve greater than 100% by
completing uncommitted objectives
Plan
Actual
Structured locations and
validation of locations
7
7
Build and demonstrate a proof
of concept for context images
8
8
Implement negative triangulation
by: tags, companies and people
8
6
5
Speed up indexing by 50%
8
Index 1.2 billion more web pages
7
7
Fuzzy search by full name
7
0
Improve tag quality to 80%
relevance
4
4
50
45
Extract and build URL abstracts
► Effort required for uncommitted objectives is
included in the load (i.e., not extra work the team
does on weekends)
Uncommitted Objectives
Totals
% Achievement: 90%
► Individual team totals are rolled up into the ART
predictability report
© Scaled Agile, Inc.
7-13
ART performance metrics
► Collect and discuss any other
ART metrics that the team has
agreed to collect
► Suggested timebox:
45–60 minutes
Functionality
PI 1
PI 2
PI 3
ART velocity
Predictability measure
Feature throughput
Enabler throughput
Story throughput
Quality
Unit test coverage %
Defects
Total tests
% automated
# NFR tests
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The problem-solving workshop overview
After a short retrospective, teams use root cause analysis to systematically
address larger impediments limiting velocity.
Agree on the problem to solve
D
D
X
Insufficient
architectural
runway
-
ause of
cause of
cause
Insufficiently
reliable release
commitments
ause of
cause
otes
ause
l=IH
ause
Restate the new problem for
the biggest root cause
X
Identify the biggest root cause using
Pareto analysis
Apply root cause analysis and five whys
..
Brainstorm solutions
'
I
-~-
-.
,
ause
ause
ause
ause
ause
Identify improvement backlog items
I
NFRs
© Scaled Agile, Inc.
7-15
Assess competency within each SAFe Discipline
► One assessment for each of the
Team and Technical Agility Assessment
SAFe Disciplines
Agile Teams: Teamwork
− Lean Portfolio Management
5.0
0
− Large Solution Integration
Team of Agile
Teams: Delivery
Execution
and Delivery
4.0
0
3.0
0
Agile Teams:
Value Delivery
2.0
0
− Product Development Flow
1.0
0
Team of Agile
Teams: Organization
and Alignment
− Team and Technical Agility
Agile Teams:
Learning and
Improving
− Leadership and Culture
► Identify specific practices for
Built-in Quality:
Customer
Satisfaction
potential improvement
© Scaled Agile, Inc.
Workbook
Built-in
Quality: Quality
Practices
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7.2 Measure Flow
© Scaled Agile, Inc.
7-17
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
© Scaled Agile, Inc.
Workbook
#10 Organize around value
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7-18
© Scaled Agile, Inc.
What is flow?
"To enable fast and predictable lead times in any value stream, there is usually a
relentless focus on creating a smooth and even flow of work...."
—Kim et al., The DevOps Handbook
► Delivering a continuous flow of value to customers in the shortest sustainable
lead time is the central theme of SAFe
► Accomplishing this requires dedication to working towards an entirely new way
of working
Define
Feature
request
•••
Build
• •• Validate •••
Release
Make value flow without interruptions
New increment
of value
Customer
© Scaled Agile, Inc.
7-19
Measure flow with six flow metrics
Metric
Description
Flow distribution
The amount of each type of work in the system over time
Flow velocity
The average number of work items that can be completed in a
given timeframe
Flow time
How long it takes for a work item to go through the system
Flow load
The overall amount of WIP in the system
Flow efficiency
How much of the overall flow time is spent in value-added work
activities vs. waiting between steps
Flow predictability
Overall planned vs. actual business value achieved
Reference: Kersten, Project to Product
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Flow distribution
Flow distribution measures the amount of each type of work in the system
over time.
100%
80%
60%
40%
20%
0%
20.1.1 20.1.2 20.1.3 20.1.4 20.1.5 20.2.1 20.2.2 20.2.3 20.2.4 20.2.5 20.3.1 20.3.2
Stories
1111
Enablers
Maintenance
Flow distribution over time
© Scaled Agile, Inc.
7-21
Flow velocity
Flow velocity measures the number of backlog items completed in a
given timeframe.
Velocity Chart
40
38
35
Average Velocity: 31 pts
33
29
30
29
31
Iteration
6
Iteration
7
30
27
Story points
25
20
10
0
Iteration
1
Iteration
2
A
x
Iteration
3
Iteration
4
A
Iteration
5
’
Iteration
8
w
© Scaled Agile, Inc.
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9
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Flow time
Flow time measures the elapsed time from when an item enters the system to
the moment it is delivered to the customer.
Flow time histogram
25
Feature count
20
15
10
Average Flow Time: 36.4 days
5
0
5
10
15
20
25
30
35
40
45
50
65
70
75
80
85
90
95
100
105
110
Flow time (days)
© Scaled Agile, Inc.
7-23
Flow load
Flow load indicates how many items are currently in the system.
120
100
Feature
80
60
Funnel
Analysis
40
Ready
Implementing
20
Done
0
PI1 — i1 PI1 — i2 PI1 — i3 PI1 — i4 PI1 — i5 PI2 — i1 PI2 — i2 PI2 — i3 PI2 — i4 PI2 — i5 PI3 — i1 PI3 — i2 PI3 — i3 PI3 — i4 PI3 — i5
Done
~SAFe·
© Scaled Agile, Inc.
Implementing
Ready
Analysis
Visualizing flow load with a cumulative flow diagram
Funnel
7-24
P!tOVlOEDIIYSCAlEDAGII.E
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Flow efficiency
Flow efficiency measures how much of the overall flow time is spent in valueadded work activities vs. waiting between steps.
Feature
definition
New
feature idea
Active time
Wait time
4 hrs.
4 hrs.
Variable
%C&A
Code
Design
4 hrs.
%C&A: 75%
24 hrs.
16 hrs.
%C&A: 80%
Deploy to
Staging
4 hrs.
696 hrs.
QA + UAT
24 hrs.
%C&A: 100%
Deploy to
Prod
Smoke
test
QA + UAT
2 hrs.
2 hrs.
%C&A: 100%
%C&A: 100%
91 days
101 days
%C&A: 90%
%C&A: 35%
Productio
n signoff
4 hrs.
4 hrs.
11 days
4 days
16 hrs.
%C&A: 100%
%C&A: 100%
4.5 days
2 hrs.
38 hrs.
%C&A: 90%
1 hr.
7 days
%C&A: 38%
PM
Accepts
4 hrs.
4 hrs.
999 hrs.
24 hrs.
%C&A: 80%
16 hrs.
%C&A: 80%
Smoke
test
Cumulative
This flow
Test
1 day
1 hr.
%C&A: 100%
12 days
227 days
126 days
1 hr.
%C&A: 100%
%C&A: 35%
%C&A: 100%
Flow efficiency = 5%
© Scaled Agile, Inc.
Flow efficiency is the ratio of total time to total flow time
7-25
.BJvpT
Flow predictability
Flow predictability measures how
well teams, ARTs, and Solution
Trains are able to plan and meet
their PI objectives.
Team PI Performance Reports
Business
Objectives for PI 3
Plan
Actual
Structured locations and
validation of locations
7
7
Build and demonstrate a proof
of concept for context images
8
8
Implement negative triangulation
by: tags, companies and people
8
6
--~5
Speed up indexing by 50%
8
Index 1.2 billion more web pages
Extract and build URL abstracts
ART Predictability Measure
7
7
Uncommitted Objectives
Fuzzy search by full name
120
Improve tag quality to 80%
relevance
Target: Effective process
control range
'
I/[',,
,
60
Predictability sufficient
to run the business
I
80
,
Objectives Achieved
100
Handles common
variations
DI
Total
s% Achievement: 90%
Predictability Measure
Special causes may still
Cause excess variation
40
20
0
PI 1
PI 2
PI 3
PI 4
PI 5
Team A: Out-of-control development
Team B: Controlled development
ART
.BJv•r
Workbook
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7.3 Improving Flow
© Scaled Agile, Inc.
7-27
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 lengths
7. Optimize time ‘in the zone’
8. Remediate legacy policies and practices
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1. Visualize and limit WIP
Why it matters:
► Excessive WIP decreases team
productivity and impedes the flow
of value
► Excessive WIP confuses individual
and team priorities, causes frequent
context switching, and increases
waste and overhead
••
••
...
What to do about it:
► Make current WIP visible
...
Item
completion
time
► Set WIP limits to balance WIP
against available capacity
...
...
Item
completion
time
© Scaled Agile, Inc.
7-29
2. Address bottlenecks
Why it matters:
Bottlenecks constrain team productivity, and the system cannot meet the demand.
What to do about it: Start by identifying bottlenecks:
► An insufficient number of people with a given expertise
► Overspecialization
► Poor team discipline
Bottle
neck
► Excessive technical debt
► Lack of availability of a shared service
:::::::::]
Effective
throughput
Wait
State
► Lack of customer feedback
► Increase capacity at the bottleneck by applying
built-in quality and other agile practices
► Bypass the bottleneck with selective replanning
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3. Minimize handoffs and dependencies
Why it matters:
Excessive dependencies and handoffs disrupt team flow and may quickly create excessive context switching
and overhead.
What to do about it:
► Organize around value by applying effective
team topologies to help manage the cognitive
load placed on the team
Iteration 1
Iteration 2
Iteration 3
IP
Iteration 4
Team 1
Team 2
Team 3
► Make handoffs and dependencies visible
to understand the pattern in which they occur
and the impact they create
► Take corrective action by changing
the process, the design of the system,
the individual work product, or the
teams themselves
Team 4
Team 5
Team 6
Team 7
© Scaled Agile, Inc.
7-31
4. Get faster feedback
Why it matters:
When feedback is missing or delayed, misunderstandings accumulate leading to rework, slow
delivery, and dissatisfied customers.
What to do about it:
► Determine what types of feedback are
missing or inadequate. Different forms of
feedback provide answers to
different questions.
DO
-~\
✓
✓
PLAN
► Shift reviews left. Don’t wait until the work
CHECK
....,I
Building it right
is complete to get it peer-reviewed.
ADJUST
► Demonstrate working systems. Create a
discipline of empirically validating core
assumptions every step of the way.
© Scaled Agile, Inc.
Workbook
Building the right thing
7-32
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© Scaled Agile, Inc.
5. Work in smaller batches
Why it matters:
Optimum
Batch Size
Cost
Operating in large batches leads to delayed
feedback, significant rework, and high variability.
Teams have many different types of batches in
play, including feedback, integration, and
deployment batches.
What to do about It:
► Use the recommended cadence and
team size
Total Cost
Holding
Cost
Transaction
Cost
► Ensure enablers support automating
the delivery pipeline
Items per Batch
► Provide solution telemetry
► Explicitly plan for small batches
© Scaled Agile, Inc.
7-33
6. Reduce Queue Lengths
Why it matters:
Queues represent committed work. The longer the
queue, the longer the wait time for new functionality
to be delivered to the customer.
Long queues: All bad
Longer lead times
What to do about it:
I
I
► Short iteration time boxes and crisp
iterations
and PI objectives bring focus
I ft
Long
queues
create
I/
/
Increased risk
More variability
► Ensure all work goes through the backlog
Lower quality
► Enable Product Managers and POs to
exert positive yet firm ways to prioritize
Less motivation
► Leave capacity for emergent priorities
© Scaled Agile, Inc.
Workbook
7-34
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. Optimize time ‘in the zone’
Why it matters:
People and teams in the zone demonstrate high levels of creativity, productivity,
happiness, and fulfillment.
Unscheduled peer support
Update stories in
ALM
Lun
ch
Team
sync
80
%
Productivity
What to do about it:
► Optimize meetings and events, and
question the efficiency of all meetings
► Keep WIP low to reduce
context-switching
► Use productive collaboration patterns
like pair work and mob programming
► Maintain work product health to
ensure it doesn’t become harder to
maintain the system
100
%
60
%
Task switching
time
Ideal productivity
line
Email,
task
planning
40
%
20
%
0
%
Time in zone
I
9a
m
\
10a
m
11a
m
12p
m
Time
2.4 hrs (time in zone)
1p
m
2p
m
3p
m
4p
m
5p
m
= 30% of workday spent in zone
8 hrs (full day)
© Scaled Agile, Inc.
7-35
8. Remediate legacy policies and practices
Why it matters:
Old and new practices can’t simply be added as part of a transformation. Some are mutually exclusive, some
are directly counterproductive, and some just drive overhead.
......
START
What to do about it:
,
Leaders must constantly be on the lookout for impediments
to flow. Examples include:
I
I
I
I
1'---------r-0-,
► Keeping manual status reporting in place
0
I
I
I
I
► Mandating practices like documenting design decisions
► Forcing documentation on every defect
0------0--"
I
L ____
1
I
I
I
L-0---
'
0
Extraneous meetings
0 Waterfall mindset
0
Extra reporting
0 Iron Triangle
► Separating developers and testers to achieve
0
Timesheet reporting
0 Stage-gate milestones
0
Legacy CCB
0 Legacy compensation
0
Waterfall Quality
Management System
0 Obsolete standards
© Scaled Agile, Inc.
DELIVER
.J
► Mandating traceability of non-critical code
‘separation of quality concerns’
Workbook
I
I
r
► Maintaining old time sheets
7-36
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© Scaled Agile, Inc.
Activity: Which flow accelerators address what kind of problems?
Prepare: 8 min
Share: 3 min
► Step 1: In your team, review the example problems provided in your
workbook and on the next slide. Select a problem that most closely matches
one you experience in your team or ART.
► Step 2: Select which flow accelerators would help address that problem.
► Step 3: Be prepared to share with the class.
7-37
© Scaled Agile, Inc.
Activity: Which accelerators assist in what kind of
problems?
Example problems surfaced
Too much focus on business features, leading to solution health degradation and slow development
Underlying problems with productivity; unpredictable velocity from one time period to the next
Slow time-to-market, causing the customer to wait and our business to incur the cost of delay
Excess WIP, leading to increased flow time as queues build up in the system
Large amounts of waste in the system, along with bottlenecks and delays that need addressing
Low or erratic predictability, highlighting underlying problems in technology, planning, or
organization performance that need addressing
© Scaled Agile, Inc.
Workbook
7-38
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© Scaled Agile, Inc.
Which fundamentals assist
Title
in what kind of problems?
Example Problems Surfaced
Too much focus on business Features leading to Solution health degradation, slowing development
Underlying problems with productivity; unpredictable velocity from one time period to the next
Slow time to market causing Customer to wait and our business to incur a cost of delay
Excess WIP leading to increased flow time as queues build up in the system
Large amounts of waste in the system along with bottlenecks and delays that need addressing
Low or erratic predictability highlights underlying problems in technology, planning, or organization
performance that need addressing
Problems
Flow Accelerators
Flow Metrics
Notes
Workbook
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© Scaled Agile, Inc.
Action Plan: How will we improve together?
Prepare: 15 min
Share: 10 min
► Step 1: As a team, discuss and answer the following
prompts:
– Identify the top three actions you will bring to the
upcoming PI
– Identify how you will emphasize relentless improvement
in the team and the ART in the next PI
– Determine what metrics and methods you will start with
– Discuss how you will visualize team improvements
– Decide how you would prefer to get feedback from other
teams on opportunities to improve together
► Step 2: Share a two-minute recap of your discussion and
your decisions
© Scaled Agile, Inc.
7-39
Lesson review
In this lesson you:
► Summarized the steps of a retrospective
► Identified the steps of I&A
► Explained the eight flow accelerators
► Summarized how to apply flow metrics to assess the organization’s ability to
make value flow without interruption
► Identified the top three actions your team can take into the upcoming PI to
develop and grow your SAFe Agile Team practices
© Scaled Agile, Inc.
Workbook
7-40
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© Scaled Agile, Inc.
Action Plan
How will we
improve together?
Workbook
I 161 I
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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
“Measure and Grow”
https://www.scaledagileframework.com/measure-and-grow/
“Make Value Flow Without Interruptions”
https://www.scaledagileframework.com/make-value-flow-without-interruptions/
“Inspect & Adapt”
https://www.scaledagileframework.com/inspect-and-adapt/
“Iteration Retrospective”
https://www.scaledagileframework.com/iteration-retrospective/
© Scaled Agile, Inc.
7-41
References
AOE. 4. Don Reinertsen: The Economics of Batch Size and the “Father-Egg” Story. YouTube. April 12, 2017.
https://www.youtube.com/watch?v=zVASqSj_kvc.
Kersten, Mik. Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow
Framework. IT Revolution: Portland, 2018. Kindle Edition.
Kim, Gene, Jez Humble, Patrick Debois, and John Willis. The DevOps Handbook: How to Create WorldClass Agility, Reliability, & Security in Technology Organization, Second Edition. IT Revolution: Portland,
2021. Kindle Edition.
© Scaled Agile, Inc.
Workbook
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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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© Scaled Agile, Inc.
Get Certified
SAFe® Course - Attending this course gives learners access to the
exam and related preparation materials.
© Scaled Agile, Inc.
PROVIDED BY SCALED AGILE
The Learning Path is YOUR path to certification
1. Download the workbook.
2. Give feedback to improve the class experience.
3. Access your preparation materials and
get certified!
8-2
© Scaled Agile, Inc.
Workbook
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© Scaled Agile, Inc.
Activity: My Learning Plan
Prepare: 10 min
Share: 5 min
► Step 1: Individually, navigate to your learning plan at https://safe.scaledagile.com/
► Step 2: In your learning plan, navigate to and complete the course
feedback survey
– Survey results are used to improve courses and help instructors improve. Your feedback will
remain anonymous to the instructor.
► Step 3: Review the rest of the certification prep materials after completing
the survey
► Step 4: With your group, make a certification plan to answer the following:
– How will you fit exam preparation into your schedule?
– How will you support and hold each other accountable?
– How will you celebrate your achievement?
8-3
© Scaled Agile, Inc.
Video: SAFe Certification Benefits
Duration 3 min
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- ,,,,,,,,,,,,,
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............
,,,,,,,,,,,,,,--- _____
~,,,,,,,,,,,,
/,,,,,,,,,,
______
_
.....
~SAFe·
,,,,,,,,,-------//
PROVIDED BY SCALED AGILE
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.....____
.....,_,''\ \ \ \ \ '\ ''
:=:::::::::::::\
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,,,,,,,,,,,,,,
___
,,,,,,,,,,,,
___
\
---,,,,
-,,,,,,,,,,,,,,--_____
;,,,,,,,,,,,,
1''''''''''
_______
SAFe
Certification
Benefits
,,,,,,,,,-------//
I
I
I
I
\\\\,,,-----r////
1/////r----,,,,,
/ /////.,...
1I///.,...
____
____
....._,,,\\\
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Watch Video
8-4
© Scaled Agile, Inc.
Workbook
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Grow professionally and connect globally by getting certified!
► Advance Your Career
Learn proven skills that increase earning potential—SAFe-certified professionals earn
more and advance faster.
► Trusted by Top Organizations
SAFe is the world’s leading Agile framework, adopted by Fortune 100 enterprises
across industries.
► Make an Impact
Access role-specific tools and strategies to lead change and drive results at scale in
SAFe Studio.
► Join a Global Community
Use the SAFe Studio Forums to connect with 2M+ certified professionals shaping the
future of Agile work.
8-5
© Scaled Agile, Inc.
SAFe Studio Resources
SAFe
Skills
•• ,1::9
m
Ii
Workshops, Toolkits,
and Guides
SAFe
CoPilot
SAFe
Forums
Videos
SAFe
Jumpstart
SAFe
Assessments
Framework Articles
and Guidance
8-6
© Scaled Agile, Inc.
Workbook
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Work differently, build the future
Work differently,
build the future.
© Scaled Agile, Inc.
Workbook
https://safe.scaledagile.com/
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7-7
© Scaled Agile, Inc.
SAFe Glossary
📖
SAFe Glossary:
Visit the Scaled Agile Framework site (www.scaledagileframework.com/glossary/)
to download glossaries translated into other languages.
Workbook
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