agilelive: scaling agile faster, easier, smarter with safe and versionone - part 1

Accelerate

Delivery

Make Better

Decisions

Increase

Agility

Ensure

Alignment

Scale Agile Faster, Easier, Smarter

with SAFe® and VersionOne

Part 1

April 29, 2015

#AgileLIVE

© 2015 VersionOne, Inc. 2

Moderator

Lee Cunningham Director of Enterprise Agile

SAFe Program Consultant, CSM, PMP, PMI-ACP

VersionOne


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A few logistics…


Featured Presenter

Dean Leffingwell Creator of Scaled Agile Framework (SAFe)

Director and Chief Methodologist

Scaled Agile, Inc.

5 © 2015 Scaled Agile, Inc. All Rights Reserved

www.scaledAgile.com

Leading the Lean-Agile Enterprise An Overview of the Scaled Agile Framework® (SAFe®)


Agenda

Facing the Problem

Understanding SAFe Values and Principles

Applying SAFe Practices

Leadership’s Role: Implementing SAFe 1-2-3


Facing the Problem


We thought we’d be designing systems like this:


But sometimes it feels more like this:


And our retrospectives feel like this

Problems

discovered

late in

production

or

installation

No path to

improve

systematically

Hard to

manage

distributed

teams

Late

delivery

Cost

overrun

Too little

visibility Too early

commitment

to a design

that didn’t

actually work

Poor

morale

Massive

growth in

software

complexity

Phase gate

isn't helping

reduce risk


How Do We Keep Pace?

‣ Increasing system complexity; worldwide

competition, distributed teams

‣ Software is eating our world. Agile shows great

promise, but was developed for small teams

‣ Lean hardware and product development shows

promise too, but it’s mostly ethereal principles,

not practices

‣ We need a new approach-one that

harnesses the power of Lean and Agile

and applies to the needs of those building

complex applications and systems

Our development methods are not keeping pace


The Management Challenge

If you can’t change the system, who can?

It is not enough that management

commit themselves to quality and

productivity, they must know what it

is they must do.

Such a responsibility cannot be

delegated.

—W. Edwards Deming


Understanding SAFe® Values and Principles


Why the Focus on Principles?

A Lean-Agile transformation will deliver

substantial benefits

But it is a significant change and every

implementation is different

Leaders should understand why the practices

deliver the results they do; its part of “knowing

what it is they must do”

If a practice needs to change, leaning on the

principles will assure the change moves the

enterprise forward, not backward

SAFe is based on nine immutable Lean-Agile Principles

Principles

over

Practices

100 books

100 implementations


SAFe House of Lean Value System

LEADERSHIP

Respe

ct

for

people

and c

ulture

Flo

w

Innovation

Rele

ntless

impro

vem

ent

VALUE


SAFe Lean-Agile Principles

Take an economic view

Apply systems thinking

Assume variability; preserve options

Build incrementally with fast, integrated learning cycles

Base milestones on objective evaluation of working systems

Visualize and limit WIP, reduce batch sizes, and manage queue lengths

Apply cadence, synchronize with cross-domain planning

Unlock the intrinsic motivation of knowledge workers

Decentralize decision-making



Clarity on how to think, without clarity on

how to act, leaves people unmoved.

—Dan Pink

Principles are great, but…

Unless principles are embodied in practices,

people won’t necessarily know what to do


Applying SAFe® Practices


SAFe is an online, freely revealed knowledge base

of proven and integrated success patterns

for implementing Lean-Agile development

at enterprise scale.


1. Quality

2. Program execution

3. Alignment

4. Transparency

Scaled Agile Framework® (SAFe®)

ScaledAgileFramework.com

Emphasis

http://scaledagileframework.com/


Roots, Past, Present and Future of SAFe®

Agile

21

Systems

Engineering

Lean Product

Development

Lean Thinking

2012 2013 2014

2.0

3.0

1.0

Field Experience at Enterprise Scale

LSE

4.0

2015


Build Cross-Functional Teams

Cross-functional, self-organizing entities that can

Define, Build, and Test a feature or component

Optimized for communication and delivery of value

Works iteratively in small increments that are

synchronized with other teams

Value doesn’t follow organizational silos

Team

1

Team

n


Apply Agile Methods

Scrum, XP and Kanban empower the teams

to do their best work

Scrum Master

Product Owner

Cross-Functional

Team

Runs team meetings, facilitates agile behavior

Removes impediments; protects the team from outside influence

Attends integration (ART Sync) meetings

Creates and refines user stories and acceptance criteria

Defines/Builds/Tests/Delivers stories

Develops and commits to Team PI Objectives

Defines and accepts stories

Acts as the customer

Works product management to align solutions


Nothing Beats an Agile Team

▸ Empowered, self-organizing, self-managing, cross-functional team

▸ Delivers valuable, tested, working software every two weeks

▸ Scrum project management and XP-inspired technical practices;

Kanban too

▸ Value delivery via User Stories


Build Cross-functional Agile Release Trains

Business Systems

Engineering

Production Hardware Software Testing

A G I L E R E L E A S E T R A I N

Cross-functional Teams

Mech. PMO


Agile Release Trains Deliver Value

▸ Common sprint lengths and estimating

▸ Face-to-face release planning for collaboration, alignment, and adaptation

▸ Value delivery via Features and Benefits

Agile Release Train

▸ Self-organizing, self-managing team-of-Agile-teams

▸ Delivers working, tested full system increments every two weeks

▸ Operates with Vision, architecture and UX guidance


Build an Agile Portfolio

▸ Organize around Value Streams

▸ Centralized strategy, decentralized execution

▸ Lean-Agile budgeting empowers decision makers

▸ Kanban systems provide portfolio visibility and WIP limits

▸ Enterprise architecture guides the larger technology decisions

▸ Objective metrics support governance and improvement

Sneak preview of SAFe 4.0!


Organize Around Value: Software Systems

Value doesn’t recognize organizational

or geographic boundaries

Organize your ARTs around the Value Streams you have

Software Systems

Value Streams deliver solutions


Organize Around Value: Cyber-physical Systems

If your value streams are cyber-physical systems,

apply Lean Systems Engineering

Cyber-physical Systems

LSE


Leaders’ Role:

Implementing SAFe® 1-2-3


Leadership

People are already doing

their best; the problems are

with the system.

Only management can

change the system.

‣ Lead the change

‣ Know the way;

emphasize life-long learning

‣ Develop people

‣ Inspire and align with mission;

minimize constraints

‣ Decentralize decision-making

‣ Unlock the intrinsic motivation of

knowledge workers

LEADERSHIP

Re

sp

ect f

or

pe

op

le a

nd

cu

ltu

re

Flo

w

Inn

ova

tio

n

Re

len

tle

ss

imp

rove

me

nt

VALUE

—W. Edwards Deming


Respect for People and Culture

‣ People do all the work

‣ Your customer is whomever

consumes your work

‣Don’t overload them

‣Don’t make them wait

‣Don’t force them to do wasteful work

‣Don’t impose wishful thinking

‣ Build long-term partnerships

based on trust

‣ Cultural change comes last,

not first

‣ To change the culture, you have to

change the organization

Culture eats strategy

for breakfast.

LEADERSHIP

Re

sp

ect f

or

pe

op

le a

nd

cu

ltu

re

Flo

w

Inn

ova

tio

n

Re

len

tle

ss

imp

rove

me

nt

VALUE

—Peter Drucker


Change is Hard

1. Allowing too much complacency

2. Failure to create a sufficiently powerful guiding coalition

3. Underestimating the power of vision

4. Under-communicating the power of vision by 10-100 X

5. Permitting obstacles to block the new vision

6. Failure to create short term wins

7. Declaring victory too soon

8. Neglecting to anchor changes firmly in the corporate

culture

No one else can do it for you.

Beware the Eight Big Mistakes.


1 Train

Lean-Agile

Change Agents

Build a sufficiently

powerful coalition

for change


Train Lean-Agile Change Agents

Lean-Agile Change Agents drive the

transformation by:

Organizing around Value

Training Lean-Thinking Leaders in

Leading SAFe

Training or Baselining Teams in SAFe

ScrumXP

Launching Agile Release Trains

Assuring Relentless Improvement


2 Train

Executives,

Managers,

and Leaders

Build a sufficiently

powerful coalition

for change


Leading SAFe

Who You Train

Executives, managers, consultants,

Lean-Agile Leaders, and Agile

change agents

Why You Train

To gain the knowledge necessary to lead

an enterprise Agile transformation by

leveraging the Scaled Agile Framework®

and its underlying principles of lean

thinking and product development flow to

scale Agile, Program, Program Portfolio

Management, and Leadership.

Leading SAFe®

Leading the Lean-Agile

Software Enterprise with the

Scaled Agile Framework®


3 Train Teams

and Launch

Agile Release

Trains

Create short term wins


SAFe ScrumXP

Who You Train

Software Development Teams, Release

Train Engineers, managers, and others who

work directly with SAFe teams

Why You Train

To teach non-Agile teams or baseline

existing Agile teams in the Lean thinking

tools, roles, processes, and software

engineering practices necessary to achieve

the code quality you need to scale Scrum to

your enterprise business context.

SAFe ScrumXP

Scrum, XP, and Lean

Practices for Teams in the

SAFe Enterprise


Accelerate Change: A One Week Launch

When you find a Value Stream, go All In and All at Once for each

Train. The one week launch is a proven adoption model.

SAFe

Scrum

Master

SAFe

Product

Owner

Mon Tue Wed Thu Fri

Train everyone at

the same time

Same instructor,

same method

Most cost effective

Align all teams to

common objectives

Commitment

Continue training

during planning

Orientation for

specialty roles

Open spaces

Tool training

for teams

To

ol tra

inin

g

GO.

AGILE.

NOW.

Training:

SAFe ScrumXP

Prepare

SAFe Release

Planning


SAI Partners: Over 35 Countries and 350 Cities

15 Gold Partners

8 Silver Partners

24 Bronze Partners January 2015


Case Studies


Decreased

time to

market by

27 weeks

20–50%

Productivity

increase

76%

Decrease in

response

time to

customer

requests

20–25%

Increase

in client

satisfaction

SAFe

adoption

leads to

Barron’s

award

50%

Warranty

expense

down

95%

Decrease in

product

defects

Dramatic

improvement

in quality

Better

alignment to

common

vision

Cost down

50%

Better

business-IT

collaboration

Dependencies

and risks

revealed far

in advance

with SAFe


Questions?


Join us next week!

Scale Agile Faster, Easier, Smarter

with SAFe and VersionOne

Part 2

May 6, 11 AM-12 PM EDT / 17:00-18:00 PM CET

Lee Cunningham Director of Enterprise Agile

SAFe Program Consultant, CSM, PMP, PMI-ACP VersionOne

Matt Badgley Lean/Agile Coach and Product Consultant

SAFe Program Consultant, CSM, CSPO VersionOne


Thank you

for joining us today!

#AgileLIVE

agilelive: scaling agile faster, easier, smarter with safe and versionone - part 1

Software

leanagile enterprise

leanagile transformation

rights reserved agenda

agile shows great promise

alignment scale agile

safe values

ethereal principles

power of lean