whats new in safe 4.0 presentation

1© 2016 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2016 Scaled Agile, Inc. All Rights Reserved.

What’s New in SAFe® 4.0? An Overview

2© 2016 Scaled Agile, Inc. All Rights Reserved.

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© 2016 Scaled Agile, Inc. All Rights Reserved.


Agenda

1. Overview

2. Program and Team Level changes

3. Expand for large Value Streams

4. Manage large Portfolios

4© 2016 Scaled Agile, Inc. All Rights Reserved. 4

1. Overview

5© 2016 Scaled Agile, Inc. All Rights Reserved. 5© 2016 Scaled Agile, Inc. All Rights Reserved.

SAFe is a freely revealed

knowledge base of

proven success patterns for implementing Lean-Agile development

at enterprise scale

Knowledge for people building the world’s most important systems


2011Field experience at enterprise scale

Now…

Agile development | Lean product development | Systems thinking

1.0 2.03.0

LSE

The evolution continues

4.0

7© 2016 Scaled Agile, Inc. All Rights Reserved. 71.

PRESENTING

SAFe® 4.0 for Lean Software and Systems Engineering


SAFe 4.0

Synchronizes alignment, collaboration, and delivery for large numbers of teams

1. Built-In Quality

2. Program execution

3. Alignment

4. Transparency

Core Values


Three-level SAFe


Three-level SAFe 4.0 is backwards compatible with V3

SAFe 3.0 Three-level SAFe 4.0

4.0 is a superset: all the features of SAFe 3.0 are in 3-level SAFe 4.0

Well suited for small to medium-sized, independent programs

Migrate existing SAFe implementations to 4.0 as, and when, needed

Note: SAFe 3.0 website and courseware will be fully supported through 2016.


New foundation layer

Easy access to the Values, Mindset, Principles, Practices, and Implementation guidance

Lean-Agile Leaders

Communities of Practice

Core Values, Lean-Agile Mindset, and SAFe® Principles

Implementing 1,2,3


Integral SAFe 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-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


2. Program and Team Level changes


New Program Level

Manage the flow of work through the Program Kanban system Apply objective Milestones to plan, manage, and measure progress Have enhanced guidance for program execution Have enhanced communication with new Vision and Roadmap updates Customize to your context with Value Stream Level constructs


Enablers support value at all levels

Enablers are technical initiatives that support the development of upcoming business initiatives

Enablers exist on all four levels of SAFe:

Portfolio – Enabler Epics

Value Stream Level – Enabler Capabilities

Program Level – Enabler Features

Team Level – Enabler Stories

Enablers usually fall into one of three categories:

1. Exploration

2. Architecture

3. Infrastructure

Enablers


Program Kanban for flow and Feature readiness

BacklogAnalysisFunnel Implementing

AnalysisReviewFunnel

WIP limit

Program Epics

Features

Breakdown of epics

Done

WIP limit

WIP limit✓ ✓✓ ✓✓

Individual Features


Enhanced Team Level

Support Agile Teams with software, firmware, hardware

Apply Kanban for flow

Built-In Quality covers software and hardware

XP software guidance


SAFe teams have a choice of methods

Most teams use Scrum, but Scrum is not exclusive

Some teams—especially maintenance teams, DevOps, and System Teams—often apply Kanban as their base practice

Scrum teams can apply Kanban to visualize work, establish WIP limits, and illustrate bottlenecks

Scrum


3. Expand for large Value Streams


Expand SAFe for large Value Streams


New Value Stream Level

For people building the world’s largest and most critical systems:

Establish governance with an Economic Framework and Value Stream roles

Build integrated Solutions for Customers

Manage fixed and variable Solution Intent

Manage the flow of Capabilities with the Value Stream Kanban

Apply cadence and synchronization


Solution and Solution Context

A Solution is uniquely associated with one Value Stream. It is defined by Solution Intent.

The Solution Context defines the environment in which the solution operates:

- System of systems (e.g., avionics system as part of the aircraft), product suite (word processor as part of an office suite)

- Production infrastructure (e.g., cloud environment where solution is deployed)

- Other applications or systems the target solution is integrated with

Solution Context


Capabilities describe Solution behaviors

A Capability describes the higher-level behaviors of a Solution

They are maintained in the Value Stream backlog and are prioritized using WSJF

They are written using a phrase, statement of benefits, and acceptance criteria

They must be structured to fit within a single PI

Capabilities are split into Features for implementation

Capability

Value Stream Backlog

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




Capture knowledge in Solution Intent

Record and communicate requirements and design decisions Facilitate continuous exploration and analysis activities Align the Customer, system builders, and Suppliers to a common purpose Support compliance, contractual issues, traceability, high assurance

Solution Intent: Single source of truth as to the intended and actual behavior of the Solution

Traceability


Customers have Agile responsibilities

Engaging the Customer in the Agile process—depends on type of Solution and Customer impact

Impact on solutionDirect

- Customer represents self

- Defines fixed/variable solution intent

- Directly validates product assumptions; attends planning and Solution Demos

- Collaborative scope and schedule management; managed investment funding model

Indirect

- Solution builder content authorities proxy the Customer

- Solution Intent reflects facts and hypotheses

- Frequently validates product assumptions

- Scope, schedule, and budget at solution builders’ discretion

Example: Government purchaser of a defense system

Custom built-solutions

Example: End-user purchaser of a CRM system

General solutions


Suppliers may or may not be Agile

Suppliers often play a key role in Solution development. The overall Value Stream’s agility is dependent on Suppliers’ agility.

Lean-Agile Suppliers are treated as another Agile Release Train, participating in all value stream ceremonies.

Suppliers working in traditional methodologies work against Milestones but are expected to attend Pre- and Post-PI Planning, Solution Demo, and Value Stream Inspect and Adapt.

SAFe® Enterprises help Suppliers improve their processes and become more Lean and Agile, to the economic benefit of both organizations.


Coordinating with Pre- and Post-PI Planning

Typically attended by: Customers, VSE, Solution Mgmt, Solution Architects/Eng, Value Stream stakeholders, and select representatives from ARTs and Supplier

Pre-meeting helps build an aligned plan for the next PI and match Solution demand to ART capacities

Post-meeting reviews, recaps, communicates, and provides feedback

Pre Post

ART PIPlanning

Value Stream

ARTsART PI

Planning

ART PIPlanning


Solution Demo provides objective evidence

The Solution Demo is a major event in the life of the Solution

The entire Value Stream demos a fully integrated solution, showing accomplishments of the previous Program Increment

Senior managers and high-profile stakeholders review the progress

Action and investment decisions are based on this objective evidence

Solution Demo


Spanning palette increases flexibility

Most often at the Value Stream and/or Program Levels

Some can apply to the Portfolio or Team Levels (e.g., Metrics, Vision, Roadmap, etc.)

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.


4. Manage large Portfolios


Enterprise Portfolios

An Enterprise may have multiple Portfolios

Enhance Lean-Agile Budgeting with Value Stream funding, CapEx, and OpEx

Organize around value

Coordinate Value Streams in a Portfolio


Portfolios within the Enterprise

Single-ART Value Stream, 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


Value Stream Coordination

Cadence and synchronization

Injection of new Portfolio Level Epics and Enablers

Program/content management and enterprise architecture

Portfolio Roadmap

Deployment and Release


Implementing SAFe 1-2-3


Achieve business results

BUSINESS RESULTS

Happier, more

motivated employees

20 – 50% increase in productivity

30 – 75% faster timeto market

50%+ defect

reduction

See ScaledAgileFramework.com/case-studies


20-25%Increase in client

satisfaction

20 – 50%Productivity

increase

Higher productivity,

higher quality

Better business-ITcollaboration

Dependencies and risks

revealed far in advance

95%Decrease in

productdefects

50%Improved delivery

predictability

Better able to manage

expectations

90% Improvement in build and deployment

Increased efficiency with aligned teams

Dramatic improvement

in Net Promoter

Score

Better focus on the most

business value


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

whats new in safe 4.0 presentation

Leadership & Management