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The Process and Tooling for Enterprise Scaled Agile in IBM’s Continuous Engineering Solution
Embracing SAFe®
Amy SilberbauerSolution Architect, Enterprise Scaled AgileWatson IoT Connected Products Offering Management [email protected]
Agenda
▪ Making the case for the Lean Enterprise
▪ IBM’s point of view
▪ The “recipe”
▪ SAFe overview
▪ IBM’s support for scaling agile
▪ Customer testimonials
▪ Eating our own dogfood
▪ Learn more
2
Why scale agile?
Making the case for
the Lean Enterprise
3
Do successful agile teams = successful enterprises?
Team success • More Story Points, higher velocity
• More Features
• Shorter cycle times
• Lower defects
• Cool new stuff
Enterprise success
• Improved time to “happy customer”
• Increased market share
• Improved competitiveness
• Lower risk
A “project” is more than just a single
“feature”
4
The Enterprise needs more than just SCRUM
Manage development and delivery across
teams
Get visibility into development and non-development
tasks in a single place
Balance Speed and Quality
Work together across distributed teams
Maintain process of formal governance
Deliver Quality Manage dependenciesOutsource some work
in order to deliver more quickly
Orchestrate deliver across teams
delivering at different speeds
Collaborate effortlessly and
support the principles of independent, self-
governing teams
CHALLENGE - How do we orchestrate all of this consistently?
5
What does scaled agile mean to us?
IBM’s Point of View
6
What does enterprise agile mean to us?
Orchestration
• Regardless of agile maturity
• Regardless of process, speed
Design Thinking
• Focus on user experience
• Modeling, requirements, governance as necessary
Continuous Value Delivery
• Economic thinking and prioritization
• Maximizing value delivery with each iteration
Application
Complexity
Complex
Simple
Slower Rapid
Agile
Lean Startup
Business
Aligned
Cloud Enabled
Traditional
Delivery
Cloud /
Mobile Native
7
LEAN
AGILE
PEOPLE
PURPOSE
PROCESS
Capability to ID & solveproblems
• Eliminating waste
• Visual workflow management
• Root-cause problem solving
• Leaders engagement
• Independent, self-governing teams
• Faster feature cycle time
• Embrace change
DEVOPS• Automation
• Continuous delivery
• Continuous feedback
• Engineering components of Lean IT
MULTI-SPEED DELIVERY
• Different speeds needed for
different value propositions
• Adaptive business mind-set
• Multi-platform,
Multi-technology,
Multi-process
• Varied development and
deployment environments
What is the relation to Lean and DevOps?
8
From “idea” to “Wow!”
Line-of-business“I have an idea”
Development“Create a feature”
Operations“Manage a feature”
Customer“Awesome feature”
But how do we ensure that
“awesome feature”?It’s simple really… bring more who,
why and WOW! to the what
Shift from “make money” to “delight
customers”
Lean and agile adoption regardless of teams’ agile maturity
and speed
Not just about engineering, business
critical to influence notion of value
9
Best practices and guidance for getting started
The “recipe”
10
Scaled Lean-Agile PrinciplesAddress aspects of waste and ineffectiveness in traditional processes
Take an economic view
Apply systems thinking
Assume variability; preserve alternatives
Manage risk and efficacy with fast, synchronous learning cycles
Develop systems incrementally; integrate and test frequently
Facilitate flow by limiting WIP, reducing batch sizes and manage queue lengths
Base milestones on objective evaluation of working systems
11
Addressing the Enterprise Challenge
Shift how you act and make decisions
Ensure transformation addresses all aspects of
the environment
Adopt an economic view to deliver value
12
Shift how you act and make decisions
Value Delivery First
• Making money is the result, delighting the customer is the goal
• Take an economic view
Management’s Role
• Enable those doing the real work to be as efficient as possible by identifying and removing impediments
Collaborate Everywhere!
• Avoid exclusively top-down or bottom-up planning – neither leads to success
13
Transform the environment
People: Establish an organization-wide culture with the right set of skills to embrace lean and agile values – everywhere, across all teams, every day
Process: Apply lean and agile principles in the planning, development, deployment and delivery of value and then monitoring feedback to improve – continuously
Tools: Provide a framework that enables the implementation of lean and agile practices –easily – while also providing traceability and visibility of work across multi-disciplinary teams
14
Adopt an economic view to deliver value
Value Delivery
Kanban (Lean)
ROI Ranking
Value Estimating & Tracking
15
What is “Value”? Depends on who you ask
As a Business Owner, I must understand what will delight my customers and deliver on that!
As a Product Manager, I must respond to customer feedback
to deliver differentiating capabilities for my product
As a Customer, I will pay for something I actually use – and
LOVE to use!
16
Invest “Just Enough”
Invest only as much as necessary to get feedback quickly and then “rinse
and repeat”
Reduce or eliminate wasted resources consumed too early in the process
“Capacity Rules”
Only utilize resources for estimating, analysis and solution exploration as we have capacity to work on ideas
Move ideas through to implementation as teams have
capacity
Apply Economic Thinking
Ranking based on “biggest bang for the buck” (ROI)
Lightweight, relative ranking that favors lower investment in analysis
over precision until later
Maximizing Value Delivery
17
Focus on people, process AND tools…
•Unite the tribes
•Speak the same language, use the same vocabulary
•Let the tools do their thing and leave the teams alone!
Collaborate
•Unify delivery of value
•Teams can deliver at different speeds, but the cadence of delivery is unified
•Use tooling to enable visibility and eliminate waste
Orchestrate•Adopt Agile and Lean practices, regardless of “process”
•Reduce batch size uniformly, develop and deliver more quickly
•Govern where necessary, simplify where possible
Leverage
18
What is the Scaled Agile Framework®?
SAFe Overview
19
Recipe: Based on SAFe “Core Values”
Align
• The best agile teams do not make a successful, agile business
• Adopt lean and agile principles everywhere! Top-down, bottom-up
• Unify the cadence to reduce variability and risk
Build quality in
• Align requirements, construction and test
• Validate quality at every increment
• Leverage MBSE and design thinking
• Build with Enablers (exploration, infrastructure, architecture)
Be transparent
• Develop a “single source of truth” for solution intent and context
• Record knowledge
• Instill trust through visibility and collaboration
• Reduce waste!
• Evaluate progress of solution AND progress toward compliance
Execute: Plan & Adjust
• Deliver value predictably and continuously improve
• Plan for change and respond quickly
• Reduce time to feedback by working with smaller batch sizes
• Demonstrate value at each increment
20
Industry-Leading Scaled Agile Framework
➢ Orchestrate➢ Collaborate➢ Unify➢ Learn➢ Respond➢ Improve
21
http://www.scaledagileframework.com/
SAFe for Lean Enterprises (SAFe 4.5)Four Configurations
Full SAFeLike 4-Level SAFe 4.0
Portfolio SAFeLike 3-Level SAFe 4.0
Large Solution SAFeNo Portfolio
Essential SAFeProgram & Teams Only
“Beta” templates
now available!
22
Portfolio
• Strategy formulation and portfolio communication
• Organizing and funding Value Streams
• Managing the flow of larger initiatives
• Governance and cross-Value Stream orchestration
Solution (Value Stream)
• Solution Intent & Management
• Engineering and Architecture
• Customer and Supplier relationships
• Program (ART) coordination
• Unified Vision & Roadmap
Program
• Teams of Agile Teams that build solution capabilities and subsystems
• Common mission
• Architectural & User Experience governance
• Evidence of progress and delivery of value
• Organized by solution or subsystem delivery
Team
• Scrum, Kanban, hybrid processes
• Delivery of technology
• Organized by feature or component delivery
FoundationCore Values, Lean-Agile Principles, Center of Competency
SAFe Summary
23
The tooling behind the methodology
IBM’s support for
scaling agile
24
2015 (6.0, 6.0.1)
1H2016 (6.0.2)
2H2016 (6.0.3)
1H2017 (6.0.4)
2H2017 (6.0.5)
Roadmap Summary
Support for SAFe 3.0 for Program (RTC) and Portfolio (CLM) delivered
SAFe 3.0 reports
SAFe 4.0 “beta” supportdelivered
CLM LPA capabilities for SAFe 3.0 Portfolio
SAFe 4.0 support generally availableSAFe 4.0 reports
Advanced SAFe 4.0 Reports:(Delivered) ➢ Program Velocity➢ Sunset Graphs➢ PI Performance➢ Scope Added/Removed➢ Progress Measure
Updated templates: RDNG: Embedded process guidanceRTC: Team Kanban, “mvp” and “stretch” attributes
SAFe 4.5 “beta” support➢ Templates, Configuration
Guidelines
Updated reports➢ New report “packaging” for
SAFe and non-SAFe tooling environments
Additional reports (in progress)➢ Burnup/Burndown➢ Iteration Health➢ Resource Allocation➢ Cumulative Flow➢ Release Predictability
25
Key value propositions
Organizational Alignment
• Value Proposition: Cross-domain collaboration and end-to-end visibility
Invest Within Capacity to Deliver Quickly
• Value Proposition: Adopt lean principles at all levels, rank smarter to deliver the right things right
Focus on Client Value
• Value Proposition: Elaborate solutions by applying design thinking methods to get feedback early and often
Measure, Learn and Improve
• Value Proposition: Demonstrate measured improvement and plan more effectively
Get Up & Running Quickly
• Value Proposition: Complete SAFe alignment out of the box
26
Use the IBM CE solution to scale agileDetails aligned with key value propositions
Organizational alignment
•Real-time consolidated Roadmap at all SAFe levels
•Reports that provide insight into work driven from business strategy and priorities
Invest within capacity to deliver quickly
•WIP-limited
•Enforced workflow
•WSJF triage and sorting
•“Soft” dependency identification
Focus on client value
•ROI ranking using auto calculated WSJF
•Value tracking at all levels aligned to changes delivered
Measure, learn and improve
•Dashboards for visibility
•Align work based on business strategy and priorities
•Value-based portfolio metrics
•Track value delivery and trends
Get Up and Running Quickly
•Templates speed-up the creation project areas
•Starter sets to create Dashboards
•Structure
•Artifacts
•Attributes
•Activities/Workflow
27
… And our differentiation
Address cultural transformation challenges
•Process guidance embedded in the tooling through work item templates and links for common SAFe activities
Align teams with different processes and speeds
•Programs provide the framework to coordinate individual teams
Build in quality
•Manage Test Assets and Test results mapping to all levels of SAFe
Requirements governance as needed
•Solution modeling and design
•Non-Functional, System, User requirements
•Standards
Configure for “practical” SAFe adoption
•Take what is valuable, ignore the rest
•Customize for organization needs
•Flexible implementation patterns to fit ‘structure’ and ‘size’
28
Involve all roles in the end-to-end lifecycle
Cross-domain reporting for planning & execution status
End-to-end traceability reports Planning Progress Execution Status & Risk
Complete cross-domain lifecycle support
Change Management (RTC)
Requirements Management (RDNG)
Quality Management (RQM)
Modeling (Rhapsody/DM)
29
✓ Tooling configuration
✓ Artifacts and attributes
✓ Key concepts: Economic ranking, lean thinking, value-based delivery
✓ Plans to support key activities: Roadmap, Kanban, WSJF Ranked List
✓ Agile Team-based Planning
✓ Reports
✓ Built-in process guidance
Support for SAFe 4.0 (in the box in 6.0.3!)Get your SAFe Portfolio up
and running in an hour!
30
Changes to Tooling & Collateral in CLM 6.0.4 for SAFe 4.0
Read all about it! What’s new with SAFe® in CLM 6.0.4
Rational Team Concert
❖ Feature & Story: Added MVP attribute
❖ Learning Milestone: Added to Program template
❖ PI Objective: Added Stretch Objective
❖ Function: Proposed attribute editable in Plan Views, WSJF (decimal) sortable in plan views
Rational DOORS Next Generation
❖ Process Guidance: Added Type Description hyperlink to additional guidance on all SAFe artifacts
Rational Quality Manager
❖ Roles: Added Test Administrator
31
✓ Reports
✓ Tooling configuration, including support for all 4 configurations out of the box
✓ Artifacts and attributes
✓ Key concepts: Economic ranking, lean thinking, value-based delivery
✓ Plans to support key activities: Roadmap, Kanban, WSJF Ranked List
✓ Agile Team-based Planning
✓ Built-in process guidance
SAFe 4.5 support (beta) Get your SAFe environment up and running in an hour!
32
SAFe 4.5: Changes to Tooling & Collateral
Rational Team Concert
❖ Value Stream Solution changes
▪ Plan Types, Plan Views
▪ Roles: Value Stream Engineer Solution Train Engineer
▪ Timeline Iterations
▪ Work Items: Value Stream Epic Name, PI Objective Value Stream type
❖ Add Compliance Enabler Type
❖ Epic Value Statement Epic Hypothesis Statement
❖ Capability/Feature Description Benefit Hypothesis
❖ Workflow changes for Kanban
❖ Process Descriptions
Rational DOORS Next Generation
❖ Lightweight Business Case Lean Business Case
❖ Compliance content in Solution Intent
Rational Quality Manager
❖ Value Stream Solution changes to dashboard, categories
developerWorks & RMC Content
❖ Artifact guidance
❖ Process documentation (RMC)
❖ Videos, demo environments
33
Artifact TaxonomySolution Intent, Solution Context,
Requirements (System, User, Non-Functional), Lifecycle Scenarios (Acts, Scenes, Roles), Graphics (wireframes,
architecture), Models (link to Rhapsody/DM)
Test Suites, Test Plans, Test Cases
Epics, Capabilities, Features, Learning
Milestones, PI Objectives
Strategic Themes, Lightweight Business Cases, Value Streams, Programs, Vision
Solution Elaboration
Artifacts (RDNG)
Change Artifacts
(RTC)
Business Artifacts
(RDNG)
Quality Artifacts (RQM)
34
SAFe 4.5 “Beta” Templates
➢ Create SAFe Configurations in tooling with the “push of a button”➢ Instrument updates in templates consistent with SAFe 4.5 ➢ 4 new templates in CLM (LPA), RTC, RDNG, RQM
Supporting all 4 ConfigurationFull SAFe
Portfolio SAFeLarge Solution SAFe
Essential SAFe
Across all of CLMCLM LPA
RTCRDNGRQM
35
IBM’s support for scaling agile
Evolving
36
CLM (RTC + RDNG + RQM)
Complete support for SAFe, all levelsCross-domain support for requirements,
change and quality management
RTC
Partial SAFe Full, Portfolio, Large SolutionLightweight requirements management (no formal requirements or solutioning artifacts)
RTC
Complete support for SAFe Programs and Teams
Lightweight requirements management (via RTC work items)
Start simply, evolve as necessary
• Out-of-the-box CLM templates allow you to create a SAFe-based Program or Portfolio infrastructure in 10 minutes
• Start simple and evolve
37
One size does not fit all…
Many teams, different needs
Small Teams
Simple Applications
Simple process
Cloud-based development and deployment
High risk tolerance
Minimal or no orchestration or planning requirements
Large teams
Complex, Regulated Development
Multiple processes, rigorous governance and compliance
Multi-platform, multi-technology development and deployment
Low risk tolerance
Complex orchestration and planning with dependency management across many teams
38
Typical Adoption Path
1. Start with Agile Teams, add Program level = “Essential SAFe”
• RTC supports this• Add RDNG and/or RQM for added requirements
and quality management governance
2. Scale up to the Portfolio level as needed = “Portfolio SAFe”
• RTC supports this with limited Portfolio support• Adding RDNG creates additional Portfolio
artifacts for budgeting and decision-making
3. Add cross-domain capabilities for Portfolio, Full or Large Solution SAFe
• Scale up to cross-domain capabilities when and if you are ready
RTC (Essential SAFe)
RTC (Essential + Portfolio SAFe)
CLM (Essential + Portfolio, Full or Large Solution SAFe)
39
Evolving to Agile Requirements Management
The Basics
Strategic Theme
Value Stream
Program
The Obvious
System Requirements
User Requirements
Non-Functional Requirements
The New Stuff
Vision
Solution Intent
Solution Context
Lifecycle Scenario (Act, Scene)
Lean Business Case
40
Support for all levels, multiple processes
41
Portfolio
Portfolio
Large Solution (optional)
Value Stream
SAFe-based Program
Program
Agile Team 1
Team
Agile Team 2
Team
Agile Team 3
Team
Traditional (Waterfall) Program
Program
Team 1
Team
Team 2
TeamC
LM L
ifec
ycle
Pro
ject
A
rea
RTC
Pro
ject
Are
a (S
AFe
)
RTC
Pro
ject Are
a (FPM
T)
CLM
Lifecycle P
roject
Area
(MtM
)
Templates enable you to set up a SAFe tooling infrastructure that supports best practices
out of the box!
Flexible configuration options allow you to choose
what works for you!
IBM’s support for scaling agile
Enterprise Reporting
42
Covering the industry-standard metrics
Alignment• Investment Budget & Allocation
• Roadmaps
• Dependencies
Progress
• Status
• Scope Added/Removed
• Sunset Graph
Value Delivery
• Planned/Actual Value
• Ready for System Demo
Performance
• Progress Measure
• Velocity
• Estimated vs Actual Story Points
• Achieved Value
• PI Performance43
Investment & Budget Allocation
How many Program-level work items are associated with specific Strategic Themes and what is that work?
44
… continued …
How is our “bucket of money” disbursed across Value Streams and Programs? How
does that compare to allocation of resource/cost and the Total Market
Opportunity?45
Dependencies
“Soft”Dependencies –
Blocked for a reason
“Hard”dependencies
between work items
Blocking Program
Blocked Program
46
Roadmaps
At all levels –Portfolio, Large Solution (Value
Stream), Program
47
Roadmaps – Drilling into the detailsProposed and
Planned PI targets
Program work: Summary, Status
Support for agile and waterfall
Programs
Program doing the work
48
Execution – Progress and Effort
At all levels –Portfolio, Large Solution (Value
Stream), Program
49
Sunset Graphs: Tracking delivery of value…
Features delivered (or to
be delivered)
Associated Stories and “planned”
value
Mandatory: 7-10Important: 4-6Optional: 1-3
50
Tracking value
As work is completed, system demonstrations are “queued up” so that value can be assessed…
51
Progress & Estimation
52
Velocity
53
Trends in value delivery
Average achieved value by PI
Table view allows you to drill down into details
for each achieved value
What value was delivered?
54
Now… and in the future
Managing Dependencies
55
How can you manage dependencies today? Dependency Reports
“Hard” dependencies between work items
Blocking Program
Blocked Program
Dependency Reports:
• Provides visibility
• Dynamically change scope
• Cross-Team/Program/Value Stream
• No visual indicator
• Not actionable
• No drill up/down
• No easy way to know how to mitigate
56
Roadmap Plans:
• Provides visibility
• Visual indicator
• Actionable
• Scope is static
• No drill up/down
• No easy way to know how to mitigate
• No cross-Program in Kanban view
57
How can you manage dependencies today? Plan Views
What are the key characteristics of a “dependency board”?
Actionable
Ability to change dependencies or target iterations
Add/remove dependencies
Flexible
Scope to any level
Include/exclude work item types
Consumable
Based on real-time, or near real-time data
Add as a widget on any dashboard
58
What do we have in mind?
59
How we “do SAFe”
Eating our own dog
food…
60
Our motivation to change…
Pressures
Wasted time on low-value activities
Feature delivery cycle time too slow
No insight into ability to deliver value
Improvements
Adoption of lean and agile principles organization-wide
Portfolio-level planning on business release boundary
Data persistence through tooling for visibility, traceability, reporting
But first, we had to address the hardest part
Change the way we work!
Increase efficiency and effectiveness of our continuous delivery process
61
Why SAFe?
• Not vendor-specific, independently developed
• Based on sound lean and agile principles applied across all layers of an enterprise organization
• Well-defined
• Addresses issues current enterprises face today
It’s important to our customers
• Consistent terminology that is well-defined (so we don’t have to do that!)
• Standard framework known across the industry (so we don’t have to prove the value!)
• Experts that can help
It’s important to us
• By leading a SAFe-based transformation internally, we have personal understanding of the challenges and benefits specifically when applying our own tools to address the issues
Lead by example
62
Our SAFe Portfolio (Full SAFe Configuration)
Our SAFe Portfolio environment uses CLM* with SAFe 4.5 to orchestrate the planning and delivery of the CLM and CE tooling
* We self-host on the latest CLM environment – always!
ALM Portfolio
ALM Solution (CE/CLM)
RTC RDNG RQM RhapsodyRhapsody/D
M
Reporting (JRS, RELM,
LQE)
Jazz Foundation
CLM
Lifecycle P
roject A
rea
63
Our evolutionary approach to SAFe adoptionMapping SAFe’s key concepts to ALM Portfolio processes
Kanban
•Do not use the Kanban view and do not enforce WIP limits
•Use Kanban workflow and Roadmap views to apply workflow and WSJF
Economic Ranking
•Use WSJF to come up with initial ranked list of Epics and Capabilities
•Apply priority to further refine the Capability ranked list to include those “must do” items
Value & Quality
•Focused on impacting quality through articulation of Acceptance/Success Criteria
•Some solution test related to Solutioning artifacts
•Not yet capturing the notion of Value
Solutioning
•Some articulation of solution intent and context, lifecycle scenarios
•Not widespread
•Do not articulate any other formal requirements
64
Strategic
Theme
Portfolio EpicScope: Cross-Value Stream, Multi-year
Solution EpicScope: Cross-Program, > 1 Program
Increment
CapabilityScope: Cross-Program, Program Increment
“Feature” (any work item type)Scope: Cross-Team, Program Increment
Story (Use Case)Scope: Sprint
Task (Technology)Scope: < Sprint
Portfolio Strategy and Initiatives“What” will differentiate us – aligned with business strategy“Why” will it do thatDefinition of solution/project that realizes the value delivery and ROI propositionEconomic thinking!!!
Technology Delivery“How” will we deliver capabilities Technology decisions live here
Refinement of “what” and “how”Demonstrable value at each iteration
Analysis (Solutioning)Detailed definition of Solution Intent and ContextFormal requirements “live” here (if necessary): System, User, Non-Functional RequirementsUse Cases: Scenarios, Roles, Wireframes
Bre
akd
ow
n in
to lo
we
r leve
ls o
f gra
nu
larity
–
Po
rtfolio
> S
olu
tion
> P
rogra
m >
Te
am
Ref
inem
ent
and
re
-pri
ori
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n is
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olla
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Man
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and
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ing
Our “taxonomy”
65
Funnel
•Ideas from any stakeholders (marketing, sales, support, customers)
•New business opportunities
•Infrastructure and architectural issues
•Cost reduction initiatives
Review
•Epic Hypothesis Statement defined
•Initial WSJF triage
Analysis
•Solution trade-offs and analysis
•Customer feedback (Design Partner Program)
•Refined WSJF
•Go/No-Go decision
Backlog
•Approved Portfolio Epics
•Continuous re-prioritization (WSJF)
Our Portfolio Kanban process
Portfolio Epic
Input: • Portfolio Epics (business initiatives)
Output: • Solution Epics• Capabilities Value Stream Backlog• (Some “solution level” work)
66
Our “next PI” Planning ProcessReview Solution Epics on roadmap and in backlog
Funnel
Epic Owner (Portfolio) creates initial Solution Epics with Epic Hypothesis Statement
Review
Solution (Offering Mgmt) Team performs initial triage, sets WSJF
Analysis
Solution (Offering) Manager/Architect refines into Capabilities to identify iterative development plan
Ready (for Approval)
Epic and Capabilities are Proposed on Solution Roadmap
Approved
Capabilities are Ready for Approval with allocated capacity resulting in a committed PI plan
Moving Epics through the Kanban
Reviewing -> Analyzing -> Approved -> Ready ->
Capabilities created in the
Funnel
67
Funnel
• Capability created by Solution (Offering) Manager/Architect
Analysis
• Solution (Offering) team begins conversation with engineering on top-ranked Capabilities, starts tracking Program-level plan items
Ready (for Approval)
• Initial capacity (estimated effort) assigned, proposed plan is committed from capacity perspective
Approved
• Planned For is set on Capability
• Committed to next PI
Implementing
• Confirm (and monitor) tracked Program plan items to ensure alignment with commitment
Our “next PI” Planning ProcessReview Capabilities on roadmap and in backlog
Moving Capabilities through the Kanban
Analyzing -> Approved -> Ready -> Implementing ->
68
High-Level Domain Model
69
Traceability Model
How our SAFe artifacts “hang together”70
“Working” dashboard for all Stakeholders
Executive ViewRoadmaps – By Customer, By
Program, By PI
Potential issues, scope changes, planning
discrepancies… thinks we want to keep an eye on
Stuff we need to know about to plan the next two
Pis and watch planning progress
Current PI status – The “Execution” views
71
Experiences from “the experts”
Customer
Testimonials
72
Summary
❖ [Blog] Words of wisdom from a few of the scaled agile "experts" at Interconnect 2017
❖ NICEActimize DevOps.com interview: IBM InterConnect2017 w/Igal Levi, NICE Actimize
❖ Pôle emploi: Scheduling and prioritizing development backlog with the Scaled Agile Framework
❖ Softplan: Gaining robust visibility with IBM Rational software and the Scaled Agile Framework methodology
❖ US Department of State: Customer Reference
73
SAFely Scaling Agile at the US State Department
•Reduce or eliminate siloed system development
•Improve transparency of connected systems to understand cross-system dependencies
•Improve release delivery cycle time
•Modernize tooling to support distributed environments
Business Need
•IBM Collaborative Lifecycle Management cross-domain solution
•SAFe methodology adoption in CLM tooling (SAFe 4.0)
•Scaled Agile Coaching embedded into the team as part of transformation
Solution Implementation
•50% of systems moved to SAFe process in 18 months, enabled by CLM with SAFe
•Improved efficiency and productivity through much higher collaboration among and across distributed teams
•“Right-sized role-based” insight through highly configurable dashboards and embedded reports
•Rave reviews from consumers due to focus on end-user experience driven from Systems organized around Value Streams
Key Benefits
Rational Collaborative
Lifecycle Management
(RTC, RDNG, RQM)
Scaled Agile
Framework® (SAFe®)
74
SAFe Implementation at NICEActimize
• Improve quality and efficiency
• Reduce feature cycle time
• Adopt a business-oriented sense of ownership for a “complete” deliverable
• Increase R&D throughput
• Provide insight into cross-system dependencies
Business Need
• IBM Rational Team Concert with Scaled Agile Framework® (SAFe®) methodology
Solution Implementation
• Unified methodology and singular “vocabulary” has improved collaboration and broken down silos
• Improved quality and efficiency in less than 6 months, and still improving!
Key Benefits
Rational Collaborative
Lifecycle Management
(RTC, RDNG, RQM)
Scaled Agile
Framework® (SAFe®)
75
•Address a serious work backlog for development teams
•Improve processes and address urgent customer requests more quickly
•Unify processes across waterfall and agile teams to effectively manage work
•Eliminate manual methods (spreadsheets, reports) that fail to provide adequate visibility
Business Need
•IBM Rational Team Concert with Scaled Agile Framework® (SAFe®) methodology
•1,000 internal and external staff members are now using the technology
Solution Implementation
•90% satisfaction rate among project managers
•Increased visibility with near real-time access to status
•Automated reporting so that users receive better information in less time
•Unified “way of working” with improved collaboration across all teams (internal and external)
•Faster on-boarding for new teams
Key Benefits
Pôle emploi reduces software development backlog with the Scaled Agile Framework (SAFe)
“By using this tool,
everyone is using the
same methodologies,
so it helps us with
collaboration and
making sure all of the
teams are working in
the same way.” – Remy Spagnoli, Process
and Tools Manager
76
Eating our own dog food: Watson IoT ALM Portfolio Offering Management Team
• Improved alignment and visibility between engineering effort and investment and business strategy
• Roadmap views for the business, for customers, for stakeholders
• Progress and status across multiple, inter-dependent teams delivering change
• Collaboration across multiple non-engineering stakeholder organizations: support, marketing, sales, enablement
Business Need
• IBM Collaborative Lifecycle Management cross-domain solution with the SAFe support – customized for our organization
Solution Implementation
• Improved visibility, traceability and reporting end-to-end
• Credible roadmaps that can be shared with customers and stakeholders based on
Key Benefits
Rational Collaborative
Lifecycle Management
(RTC, RDNG, RQM)
Scaled Agile
Framework® (SAFe®)
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Summary & Next
Steps
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Team
Program
PortfolioSolutions (Value Streams)
IBM Rational Collaborative Lifecycle Management (CLM)
RTCTracking & Planning
• Portfolio backlog• Solution backlog• Roadmap & Kanban views
• Program backlog• WSJF Ranked List• Roadmap & Kanban views
• Scrum based: Ranked Backlog, Sprint Planning
• Kanban & Taskboard views
RQMQuality Mgmt
• Program Test Plan
• Team Test Plan
• Solution Test Plan
SAFe support in CLM - Mapping
DNGRequirements Mgmt
• Value Stream• Strategic Theme• Lean Business Case• Solution Elaboration• System Requirements
• User Requirements• Non-Functional
Requirements• Program
• User Requirements• Non-Functional
Requirements
Reports and Dashboards
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Enabling key SAFe concepts in tooling
Lean & Agile principles
• Apply leaning thinking across the portfolio – at ALL levels! – to eliminate waste and respect work-in-process (WIP) limits
• Provided through Kanban planning at each SAFe level
Economic thinking
• Avoid the “loudest voice, biggest stick” syndrome
• Rank and prioritize based on “biggest bang for the buck” – greatest value at lowest cost
• Provided through calculated WSJF and WSJF-ranked backlogs for planning at all SAFe levels
Value-based delivery
• Capture the notion of value, track it, report on it – improve it!
• Provided through PI Objective at Value Stream, Program and Team levels with reports to track value delivery and trends
Process guidance
• Help your team learn by doing
• Process guidance embedded in the tooling through work item templates for common SAFe activities and methodology support
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Where can I learn more?
SAFe Landing Page
Getting Started with SAFe
SAFe 4.5 Assets
Contact Us:
• Me! [email protected]
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Questions?
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Thank You!
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