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The Lean-Agile Enterprise Awakens:Scalable and Modular is the Future!
Richard KnasterPrincipal Consultant,SAFe FellowScaled Agile Inc.
@richardknaster
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About me
4SAFe Fellow, Principal Consultant and author:– SAFe White paper– SAFe Reference Guide– SAFe Distilled
4Over 25 years of industry experience in software and systems development in roles.
4Formerly IBM Chief Agile Methodologist; held various roles as CIO, CTO, Director of Development and various practitioner roles
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The New Reality
“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.
Incremental adjustments to how you manage and strategize, no matter how clever, are not up to the job.
- John P. Kotter
– John P. Kotter
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Enterprises can’t keep pace
Our methods must keep pace with an increasingly complex world.
4Business innovation is increasingly being delivered via software and systems, and companies must respond quickly to challenges and opportunities
4Agile has produced better business outcomes—however, it was developed for small, collocated teams
4Agile methods alone don’t address the top-down concerns of business strategy, as Agile teams work bottom-up.
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A more scalable and modular approach is needed
SAFe synchronizes alignment, collaboration, and delivery for large numbers of teams
1. Built-In Quality
2. Program execution
3. Alignment
4. Transparency
Core Values
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What makes aframework
scalable and modular?
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A scalable and modular pattern
1. Start simple and expand for large software & systems
2. Scale work across different levels of the enterprise
3. Adapt to different sized enterprises
4. Organized around value, not silos
5. Uses a scalable requirements model & content authority
6. Use principles and values to make it work in your context
7. Foster informal learning networks
8. Empower teams to chose their ways of working
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You can start simple and lightweight…
Well suited for small to medium size, independent programs
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And expand to large value streams
Well suited for the largest, most complex programs
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Scale work across different levels of the enterprise
Portfolio
Value Streams
ProgramTeam
Communitiesof Practice
Systems thinking informs us that the entire system must be agile
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Agility at all levels
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Team Level
Three Key Roles 1. Scrum Master (SM)2. Product Owner (PO)3. Agile Team
Three Key events1. Iteration Planning 2. Iteration Review 3. Iteration Retrospective
Key Artifacts1. User Stories, NFRs,
Enablers2. Team Backlog & Kanban3. Team PI Objectives
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Program Level
Three Key Roles 1. RTE2. Product Mgmt3. System
Architect/Engineer
Three Key events1. PI Planning2. System Demos3. Inspect & Adapt
Key Artifacts1. Vision & Roadmap2. Features, Enablers, NFRs,
Epics3. Program Backlog & Kanban
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Value Stream Level (optional)
Three Key Roles 1. VSE2. Solution Mgmt3. Solution
Architect/Engineer
Three Key events1. Pre- and Post- PI
Planning2. Solution Demo3. Inspect & Adapt
Key Artifacts1. Vision & Roadmap2. Capabilities, Enablers, Epics, NFRs3. VS Backlog & Kanban
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Portfolio Level
Three Key Roles 1. PPM Team2. Epic Owners3. Enterprise Architect
Key eventsPLT meetings
Key Artifacts1. Vision & Roadmap2. Epics, Enablers, NFRs3. Lightweight Business Case4. Portfolio Backlog & Kanban
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Single-ART Value Streams, Value Stream Level not needed (3-Level SAFe)
Smaller business
Multiple Value Streams, some with multiple ARTs; full Solution context needed (4-Level SAFe)
Largerbusiness
Multiple SAFe portfolios, some larger, some smaller(multiple instances of 3- and 4-Level SAFe)
Largestbusiness
Adapt the framework to different size enterprises
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Legacy and Agile organizational structures don’t match
The organizational structure we use today is over 100 years old. It was not built to be fast and agile.– John P. Kotter
Source: Adapted from Accelerate John P. Kotter
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Optimized for vertical communication
Most organizations are organized in silos
Friction across the silos
Location via function
Political boundaries between functions
Communication across silos does not happen with sufficient speed and effectiveness.
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The ART “takes a systems view”
Business Product Mgmt
Hardware Software Testing
A G I L E R E L E A S E T R A I N
Agile Teams
PMO DeploymentSys Eng.
Cross-functional Train
Cross-functional Teams
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ART roles that support scaling teams
Release Train Engineer acts as the Chief Scrum Master for the train
Business Owners are the key stakeholders on the Agile Release Train
Product Management owns, defines, and prioritizes the program backlog
System Architect-Engineering provides architectural guidance and technical enablement to the teams on the train
The System Team provides process and tools to integrate and evaluate assets early and often
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Use a scalable requirements model & content authority
4Epics are large initiatives and replace the need for Projects
4Capabilities describe the higher level behaviors of a Solution
4Features are services that fulfill user needs
4User stories are statements of intent
PPM Mgmt
VSMgmt
ProductMgmt
Product Owner
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The business and IT must steer the train together
At scale, a single person cannot handle product and market strategy while also being dedicated to an Agile team
2..4 11..21
Product Manager owns Program Backlog
Product Owner owns Team Backlog
Team implements value
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Scalable flow of value through enterprise Kanban
Epics
Capabilities
Features
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Program Kanban for flow and feature readiness
BacklogAnalysisFunnel Implementing
AnalysisReviewFunnelWIP limit
Program Epics
Features
Breakdown of epics
Done
WIP limit
WIP limit✓ ✓
✓✓
✓
Individual Features
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SAFe teams have a choice of methods
4Most teams use Scrum, but Scrum is not exclusive
4Some teams—especially maintenance teams, DevOps, and System Teams—often apply Kanban as their base practice
4Scrum teams can apply Kanban to visualize work, establish WIP limits, and illustrate bottlenecks
Scrum
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New Foundation layer enables adoption in your context
4 Lean-Agile Leaders
4 Communities of Practice
4 Core Values, Lean-Agile Mindset, and SAFe Principles
4 Implementing 1,2,3
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Foster Informal Learning Networks (CoP)
An informal group of individual collaborators and other experts, acting within the context of a portfolio, that has a mission of sharing and advancing practical knowledge in one or more relevant domains
Team A
Team B
Team M
Team N
Communityof Practice
(CoP)
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SAFe is a principles based, adaptable framework
#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 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7 Apply cadence, synchronize with cross-domain planning#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision-making
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Embrace Lean-Agile Mindset
LEADERSHIP
Res
pect
for
peop
le a
nd c
ultu
re
Flow
Inno
vatio
n
Rel
entle
ssim
prov
emen
tVALUE
House of Lean
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Manifesto
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More ways to adapt the framework to your enterprise needs
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Empowerment/governance with Lean-Agile Budgeting
Traditional:▶ Project cost
accounting; projects are the basic unit of work
▶ People are “brought to the work”
▶ Measure peoples “compliance” to inherently uncertain work
Result: - Friction and high
overhead- Us vs. them- Low throughput,
productivity- Low morale
Fund Value Streams, not projects
Empower Value Stream content authority
Approve Epic Level initiatives
Exercise fiscal governance with dynamic budgeting
Lean-Agile:
Beyond project cost accounting with SAFe
Provide objective evidence of fitness
for purpose
3
4
51
2
GOVERNANCE
EMPOWERMENTResult: - Full control of total spend- No budget surprises
- Higher throughput- Higher morale
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Use what you need from the Value Stream
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Spanning palette increases flexibility
4 Most often applied at the Value Stream and/or Program Levels
4 Some can apply to the Portfolio or Team Levels (e.g., Metrics, Vision, Roadmap, etc.)
4 Use only what is needed for each SAFe® level in your Enterprise
This is a floating surface for roles and artifacts that can apply to multiple levels of SAFe. It is an essential part of the configurability and modularity of the framework.
Spanning Palette
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All Agile teams are on the train
PO
PO
PO
SM
Dolphins(Ride control)
Iguanas(Feature team)
Bears (Player portal)
Eagles(Feature team)
PO
Plan together
Integrate and demo together
Learntogether
Synchronize
Pro
gram
Incr
emen
tPI
Pla
nnin
g
Pro
gram
Incr
emen
tPI
Pla
nnin
g
SM
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4 All teams participate in PI Planning, and commit to Team PI Objectives and plan delivery of dependencies to other teams
4 Teams publish Iteration Goals every Iteration
4 Teams participate in Scrum of Scrums and PO Sync meetings (or the combined ART Sync)
4 Teams continuously integrate with all other teams. The teams participate in the fortnightly System Demo, PI System Demo and Solution Demo (large Value Streams) to prove successful solution integration.
4 Teams are part of the Inspect and Adapt workshop, improving the train as a whole
4 Teams help forecast by estimating Epics,Capabilities and Features in story points
Scale from team to train
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Primary aspects of Coordination
4Cadence and synchronization
4 Injection of new Portfolio Level Epics, and Enablers
4Program/content management and enterprise architecture
4Portfolio Roadmap
4Deployment and Release
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70% US Fortune 100 Enterprises have SAFe-trained practitioners
Global Fortune 500 Enterprises have SAFe-trained practitioners 10%
102Scaled Agile Partnersin 35 countries
80,000SAFe-trained
practitioners in105 countries
5,500 SPCs in 56 countries35 SPCTs
30 - 75%Faster time to market:SAFe Case Studies
PLEDGED 1%Scaled Agile Stock Equity & Employee Time to Pledge 1% Campaign
12 millionannual pageviewsacross SAFe & Scaled Agile websites
1.3 million websites users
20-50%Increase in productivity:SAFe Case Studies
Is it SAFe to adopt?
DENVER, CO | OCTOBER, 2016AN
NU
AL
25,000Social Media Followers
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Gain the Knowledge
Explore the SAFe®
knowledge base and find free resources at:
ScaledAgileFramework.com
Leading SAFe®
with SA Certification
Implementing SAFe®
with SPC4 Certification
Find SAFe® trainingworldwide at:
ScaledAgile.com
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Questions?