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SEI

Scaled Agile Framework® TransformationUnderstanding the process SEI initiated to move from full waterfall development to a full Scaled AgileFramework ® to deliver higher business value to our clients.

22 February 2017 © SEI | One Freedom Valley Drive | Oaks, PA | 19456

Mona C RocciaProgram Mgmt Lead, [email protected]

2© SEI 2015Leffingwell, et al. © 2011‐2015 Scaled Agile, Inc. All rights reserved

Usage Restrictions› This material is the property of SEI and Scaled Agile, Inc. and is

protected by U.S. and International copyright laws.› Certain content has been reproduced or adapted with permission from

© 2011-2015 Scaled Agile, Inc. All rights reserved.› It is provided solely for use at this conference to promote adoption and

use of the Scaled Agile Framework® (SAFe®) for the benefit of the enterprises and individuals who apply it.

› SAFe® and Scaled Agile Framework® are registered trademarks of Scaled Agile Inc.

› You may not reproduce, distribute, or use this material for any purpose other than for personal education.


Mona C. Roccia

Welcome!

• 24+ year Veteran at SEI• SEI’s Strategic Scaled Agile Advisor for SWP SAFe Program and

Agile for Excellence (ACE) Program• Assisted SEI in launching SAFe® within two weeks• Drives initiatives to apply SAFe® in order to increase program

effectiveness thru systems thinking and Lean/Agile Leadership• SEI’s SAFe Trainer/Coach for 1,700+ resources • MBA, SPC4, SAFe Agilist (SPC4), SAFe Portfolio Management

Facilitator, SAFe PM / PO (SPC4); SAFe Practitioner Certification (SPC4); SAFe Value Stream Workshop Facilitator


Goals for today…..

• Agile at Scale vs. Team Agile• Who is SEI?• SEI’s Initial Challenges/Opportunities• SAFe® Big Picture• SEI’s Transformation Process


Agile =Value

(especially at scale)


The Problems We All Face:

#1 – Real WorldComplex Systems


The Dream of Teams. But...


SAFe® Roots

Lean, Systems Thinking

Principles of Product Development FlowAgile Development

Field experience at enterprise scale

Iterative and Incremental Development


The Problems We All Face:

#2 – Value at Scale May Not Be Obvious


Value at Scale

› Teams may or may not be agile, and are likely to be geographically dispersed

Agile teams


Finding The Kidney

› “Finding the kidney” is a thinking tool to identify a value stream

Agile teams


Value Streams

› They are the major themes of portfolio intent› Realized by one or more Agile Release Trains

› The whole picture, from concept to cash› Lend themselves to Value Stream Analysis for time-to-market

reduction

A value stream describes the steps used to provide a continuous flow of a specific kind of value to the customer


SEI Problems?

Challenges!Opportunities!


Context

Business Context› Serving approximately 8,200

clients (as of 12/31/15 in the US, Canada, UK, continental Europe, South Africa, and East Asia)

› Revenue $1.40 billion› Manages or administers $751

billion in hedge, private equity, mutual fund and pooled or separately managed assets

› $283 billion in assets under management

› $468 billion in client assets under administration

Provider of outsourced asset management, investment processing, and investment operations solutions for corporations, financial institutions, financial advisors, and

affluent individuals

Technical Context Next Gen platform --

replacing legacy mainframe application written in the 1970s.

HIGHLY configurable system – think leverage!


Service Bundles

It seemed so easy at first...

CORE also know as Investment Processing(which includes Infrastructure Services and Operations)

Client Mgmt Services

Business Mgmt & Practice Mgmt Services

Asset Mgmt Services

Client Acquisition Services

ProductMgmt


Market Units

Private Ba

nks

Financial A

dviso

rs

Institu

tional Investors

Investmen

t Managers

Wealth

Adviso

ry Services

Market Units


Challenge #1

Development and the multiple Market Units and multiple Operations Units were not in alignment

– Requirements were handed off between multiple silos

– Milestones were sometimes compromised due to scope changes

– Transparency from development back to the Market Units/Operations was at times delayed

– Client Satisfaction was not at an all time high

Alignment


Challenge #2

› Prioritization across the market units and operations into one large development group was difficult

– Multiple Market Units and Operations requesting development of same system in a leveraged fashion sometimes slowed development

Prioritization


Challenge #3

› Work-in-Progress was at an all time high– Be everything to all people– Don’t miss a date– Delivery quality and client satisfaction– YIKES!

Work In Process (NOT Progress)


Waterfall › Where we were…….

12 Month Release Cycle

RequirementsMarket Unit or Operations

(Solution Teams)

MRD

Service Requirements

Services Management

SRD

Functional Design

Architects & Business Analysts

FRAS

DevelopmentProgrammers

CODE

Quality Assurance

Testers

TEST

ProductionRelease

Management

RELEASE


The Approach:

®


The Scaled Agile Framework® (SAFe)

Core Values

1. Alignment

2. Code Quality

3. Transparency

4. Program Execution

Synchronizes alignment,

collaboration, and delivery for large numbers of teams

A proven, publicly‐facing framework for applying Lean and Agile practices at enterprise scale

SWP Development (Transparency & Stakeholders participation)

Business & Architectural Epics

Epic Owners(Clients, Market Units, Operations, Product

Management)

EPIC

13 Week Release Cycle

Actionable Features & Acceptance Criteria

Product Managers(Solution Teams)

FEATURES

ProductionRelease

Management

RELEASE

Executive OversightPortfolio Management – Investment Themes – Cross Team Steering Committee

SPRINT SPRINT SPRINT SPRINT SPRINT HARDENING SPRINT

Post Development

Week 1

Week2 & 3

Week 4

Week 5

Week 6

Week 7

Week8

Week 9

Week10

Week 11

Week 12

Week 13

Weeks14 - 22

Demo Demo Demo Demo

Mid-PI CeremonyRelease Planning

Ceremony

Stories Product Owner

DevelopersScrum Master

Testers

CODEInspect & Adapt

Ceremony

Deployment

Client participation- Requirement

definition/validation- Sprint Demo and- UAT

24© SEI 2012 | SEI Confidential InformationPortions of this material are adapted from or the copyright of Scaled Agile, Inc.

SEI Program Portfolio Management

Investment Themes

...

2. PPMO Queue (25) –based on capacity per MU allocation 20% threshold• Roadmap Sequencing

• Refine T‐Shirt Estimates

• Rank EPIC Priority

CurrentPPMO

PPM

GO

PPM

Load the Trains

Portf

olio B

acklo

g

SWP Agile PM ... SWP

Agile PM ...Polar ExpressIron Horse

1. Funnel Queue (100)• Documented Position Statement

Opportunity Identification Evaluation

3. Analysis Queue (15)• Weighted Rank LWBC • EO owns & pitches • Go/No Go• Weighted Rank• Product Council Decision

Product Council

Product Council

4. Implementation• Based on DevCapacity

• Rank EPIC WSJF

SWP Agile PM

Implementation

SWP Agile PM ...

Solution TeamQueue


SAFe› Content Authority and Decision-Making

Portfolio Management

Product Managers

Product Owners

Few Roles Come into Question• PPM/PPMO• Product Manager/Product Owner


SAFe› Program Portfolio Management FunctionProgram Portfolio Management is a function with the highest level responsibility

and decision-making in the Framework

Consists of the executives who bring the necessary market knowledge, technology awareness, and understanding of internal financial constraints and external market conditions– e.g., chief executive for the domain, senior

solution managers, line-of-business owners, sales and marketing reps, the CTO, senior development managers, etc.

Drives product and solution strategy Typically assisted by a Project/Program

Management Office (PMO) or Agile Program Portfolio Management Office (PPMO), which shares responsibility for program execution and governance

Critical Responsibilities: Strategy and

Investment Funding

Program Management

Governance


SAFe› PPM Responsibilities

PPM has a central role in Strategy and Investment Funding, Program Management and Governance

Assure (allocate) funding to follow strategy

Drive, assist or follow program execution

Close the loop on funding and program execution, measures and reporting, any necessary compliance


SAFe› Governance: Release ContentClear lines of content authority provide fast decision-making

and governance

Owns Team backlog(s) Defines sprints and

stories Accepts sprint

increments Integrates refactors and

redesigns

Owns Team backlog(s) Defines sprints and

stories Accepts sprint

increments Integrates refactors and

redesigns

2..4 1

Implements value Integrates with other

teams Evolves design

Implements value Integrates with other

teams Evolves design

1..2

Owns Program Backlog Pricing, licensing, ROI Defines releases and

features Accepts PSI Works with architects to

prioritize architectural features

Owns Program Backlog Pricing, licensing, ROI Defines releases and

features Accepts PSI Works with architects to

prioritize architectural features

1


SAFe› Product Manager and Product OwnerIn the enterprise, a single person cannot handle product strategy and market launch

while being dedicated to Agile team(s) during development

Customer/market facing Product/technology facingLives with other PMs, marketing, sales and customer Lives with the development team

Messaging and positioning Define sprint goals

Product, System and portfolio planning Component and subsystem responsibility

Identify market needs Write stories and acceptance criteria

Own the Vision Own the implementationDrive the Release Drive the sprint

Today: SEI Structure


SAFe› SEI Trains

Iron Horse = Banking

UnStopsables = Client Portfolio MgmtServices & Client Acquisition Services

Polar Express = Advisor MarketTSC

TSC

TSC

TSC Paddy Wagon = EcoSystem & Front

Office

TSC TransRapid = Maintenance

SEI’s Scaled Agile Framework® Transformation

Thank You & Questions?

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