An Executive’s Guide to the Scaled Agile · PDF fileScaled Agile Framework Leading SAFe SAFe Program Consultant Lean Management Project Management Kanban / Scrum

copyright (c) Net Objectives, Inc. All Rights Reserved.

10 December 2013

1

Al ShallowayCEO, Net Objectives

An Executive’s Guide to the Scaled Agile Framework

© Copyright Net Objectives, Inc. All Rights Reserved 2

Al [email protected]

@AlShalloway

CEO, Founder


10 December 2013

2


ASSESSMENTS

CONSULTINGTRAININGCOACHING

Product Portfolio ManagementProduct ManagementLean for ExecutivesSAFe for ExecutivesScaled Agile Framework

Leading SAFeSAFe Program Consultant

Lean ManagementProject Management

Kanban / Scrum ATDD / TDD / Design PatternsSAFe Scrum/XP

technicaltechnical

p o d c a s t s

processprocess


a day of SAFe

Achieving Scale

Architectural Runway

Kanban

Achieving Scale

Architectural Runway

Kanban

what to watch if interested in SAFe

Executive Overview

Executive Overview

what to watch if not interested in SAFe

Q&A


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Our Organizational Structure

Inspired by Dan North, BSC/ADP 2012


What they can manage

Their people

• How busy they are

• Their “productivity”

The quality of work of their people

Hierarchical Management


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the nature of our work


we manage this way…

…even though our value flows this way


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What they can manage What they need to manage

Their people

• How busy they are

• Their “productivity”

The quality of work of their people

Time‐to‐market

Effects of upstream groups on their teams

Effects of downstream groups on their teams

Hierarchical vs. Lean Management


who is managing the value?


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time‐to‐market


how often does work wait?

Adding Value

Waiting Waiting

Adding Value Adding ValueAdding Value

Adding Value Adding Value

What percent of the time is our work moving forward?

How would you know?

No one is managing this in most companies.

Waiting

How much of the time is it waiting for something else to be done?


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what happens when adding value is delayed?

between getting requirements and using them?between writing a bug and it being detected?between two groups getting out of sync?


the whole picture


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1. Identify the actions taken in the value stream1. Identify the actions taken in the value stream

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test


0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8 hrs8 hrs

120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs

100 hrs100 hrs

8 hrs8 hrs2 hrs2 hrs

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?


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0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs


100 hrs100 hrs


Approve.1 / 7.9 hrs

Request0.5 / 0.0 hr

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?




100 hrs100 hrs


320 hrs 80 hrs 320 hrs 80 hrs

80 hrs


1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hr

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs


10 December 2013

10

© Copyright Net Objectives, Inc. All Rights Reserved 1910 December 2013



100 hrs100 hrs




1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required

80 hrs

65% defectiveRepeat 3X


20% rejectedRepeat 1X


Approve.1 / 7.9 hrs

Request0.5 / 0.0 hr

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs


1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required6. Calculate Process Cycle Efficiency:

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required6. Calculate Process Cycle Efficiency:

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hrs

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs



100 hrs100 hrs








80 hrs

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hrs

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs

Avg Time Worked Total Cycle Time

0.5 hrs 160 hrs8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs


160 hrs 80 hrs 80 hrs



80 hrs

80 hrs

PCE = = 14.9%509 hrs

3433 hrs

509 hrs

3433 hrs

Avg Time Worked Total Cycle Time


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legacy organization: matrix resources to projects

Project 1

Project 2

Project 3

Project 4

Project N


let’s create a pilot project

Project 1

Project 2

%

Project 3

Project 4

Project N

Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager

Expert

Experience has shown that if you create a cross‐functional co‐located team you will improve 3x without changing your process.

Project 2


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incrementally realizing business value

evolving the system

what risks do these approaches lower?

risk

value

value

risk


identifying MBIs by programs

Imp

ort

ance

of

pro

ject

sLo

w

Hig

h

1. Define projects2. Break them up into smaller ones3. Rearrange them by priority


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define MVPs to be worked onIm

po

rtan

ce o

f p

roje

cts

Low

H

igh

In queue Active


opportunity to re‐assess

Imp

ort

ance

of

pro

ject

sLo

w

Hig

h

In queue Active


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opportunity to re‐assessIm

po

rtan

ce o

f p

roje

cts

Low

H

igh

In queue Active


what is “faster”?

value stream

Input

Priority

BUSINESS DISCOVERY BUSINESS DELIVERY

Planning StagingReady to Pull

c h u n k i n g s l i c i n g

Iteration

0

IterativeDevelopment

IncrementalDeployment

Support & Feedback

e m p i r i c a l


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

Scaled Agile Framework®

www. S c a l e d A g i l e F r a m ew o r k . c om

© 2008 ‐ 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 30

lean thinking provides the tools we need

Respect for People

Product Development

FlowKaizen


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Goal: Speed, Value, Quality

THE GOAL

Sustainably shortest lead time

Best quality and value to people and society

Most customer delight, lowest cost, high morale, safety

THE GOAL

Sustainably shortest lead time

Best quality and value to people and society

Most customer delight, lowest cost, high morale, safety

All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non‐value added wastes.

– Taiichi Ohno

Agile is about delivering incremental business value, not team iterations

Alan Chedalawada

Most software problems will exhibit themselves as a delay.

– Al Shalloway

All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non‐value added wastes.

– Taiichi Ohno

Agile is about delivering incremental business value, not team iterations

Alan Chedalawada

Most software problems will exhibit themselves as a delay.

– Al Shalloway

Respect for People

Product Development

FlowKaizen


respect for people

Develop individuals and teams; they build products

Empower teams to continuously improve

Build partnerships based on trust and mutual respect

Develop individuals and teams; they build products

Empower teams to continuously improve

Build partnerships based on trust and mutual respect

Your customer is whoever consumes your work

Don’t trouble them

Don't overload them

Don't make them wait

Don't impose wishful thinking

Don't force people to do wasteful work

Equip your teams with problem‐solving tools

Form long‐term relationships based on trust

Your customer is whoever consumes your work

Don’t trouble them

Don't overload them

Don't make them wait

Don't impose wishful thinking

Don't force people to do wasteful work

Equip your teams with problem‐solving tools

Form long‐term relationships based on trust

Respect for People

Product Development

FlowKaizen

PEOPLE


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Provide quality systems within which people can work


Lean‐Agile Software Development

Optimize to realize business value…

not just to improve development work.

Key Principles

Implement lean across

– an entire value stream – the complete product

Optimize the Whole


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Lean‐Agile Software Development

Only work on things of value and that you know how to achieve.

Only start work that you know you can complete.

Key Principles

Most waste due to delays in either workflow or feedback

Root cause of waste is too much Work in Process (WIP)

Duplication of effort must be avoided with holistic view

Eliminate Waste


product development flow

1. Take an economic view

2. Actively manage queues

3. Understand and exploit variability

4. Reduce batch sizes

5. Apply WIP constraints

6. Control flow under uncertainty:cadence and synchronization

7. Get feedback as fast as possible

8. Decentralize control

1. Take an economic view

2. Actively manage queues

3. Understand and exploit variability

4. Reduce batch sizes

5. Apply WIP constraints

6. Control flow under uncertainty:cadence and synchronization

7. Get feedback as fast as possible

8. Decentralize control

Reinertsen, Don. Principles of Product Development Flow

Respect for People

Product Development

FlowKaizen


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kaizen

BECOME RELENTLESS IN:

Reflection

Continuous improvement as an enterprise value

BECOME RELENTLESS IN:

Reflection

Continuous improvement as an enterprise value

A constant sense of danger

Small steady, improvements

Consider data carefully, implement change rapidly

Reflect at milestones to identify and improve shortcomings

Use tools like retrospectives, root cause analysis, and value stream mapping

Protect the knowledge base by developing stable personnel and careful succession systems

A constant sense of danger

Small steady, improvements

Consider data carefully, implement change rapidly

Reflect at milestones to identify and improve shortcomings

Use tools like retrospectives, root cause analysis, and value stream mapping

Protect the knowledge base by developing stable personnel and careful succession systems

Respect for People

Product Development

FlowKaizen


Scaled Agile Framework®

www. S c a l e d A g i l e F r a m ew o r k . c om


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Synchronizes alignment, collaboration and delivery

Well defined in booksand now on the web

Scales successfully to large numbers of practitioners and teams

Core Values

1. Code Quality2. Program Execution3. Alignment4. Transparency

®Scaled Agile Frameworkwww. S c a l e d A g i l e F r a m ew o r k . c om


Agilityis about Business Value Incrementsnot development cycles


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a system of delivering business value

A system is a network of interdependent components that work together to try to accomplish the aim of the system.

A system must have an aim. Without an aim, there is no system.

W. Edwards Deming


drive from the portfolio

Portfolio Vision gives the system an aimCentralized strategy, decentralized executionInvestment themes provide operating budgets for trainsKanban systems provide portfolio visibility and WIP limitsObjective metrics support governance and kaizenValue description via Business and Architectural epics


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alignment more value is created with overall alignment than with local excellence. – Don Reinertsen

Clear content authority

Face‐to‐face planning

Aligned Team, Program and Business Owner objectives

Cross‐team and cross‐program coordination

Architecture and UX guidance

Match demand to throughput

Alignment

Business Owners


systems must be managed

A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system… The secret is cooperation between components toward the aim of the organization.

W. Edwards Deming


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the program level drives the teamsSelf‐organizing, self‐managing team‐of‐agile‐teams Continuous value deliveryAligned to a common mission via a single backlogCommon sprint lengths and estimatingFace‐to‐face planning cadence for collaboration, alignment, synchronization, and assessmentValue description via Features and Benefits


alignment, synchronization, and cadence

Todays’ development processes typically deliver information asynchronously in large batches. Flow based processes deliver information in a regular cadence of small batches.

Don Reinertsen


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Develop on Cadence, Deliver on ValueDevelopment occurs on a fixed cadence.

The business decides when value is released.

Deliver on Demand

Major Release Customer

UpgradeCustomer Preview

Major Release New

Feature

Develop on Cadence

PSI PSI PSI PSI PSI


program executionAgile Release Trains – self‐organizing teams of agile teams –reliably and frequently deliver enterprise value

Driven by vision and roadmap

Lean, economic prioritization

Frequent, quality deliveries

Fast customer feedback

Fixed, reliable cadence

Regular inspect and adapt drives continuous improvement


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nothing beats an agile team• Empowered, self‐organizing, self‐managing cross‐functional teams

• Valuable, fully‐tested software increments every two weeks

• Scrum project management practices and XP‐inspired technical practices

• Teams operate under program vision, system, architecture and user experience guidance

• Value description via User Stories


transparencytransparency builds confidence, alignment and trust

All backlogs and progress visible to all stakeholders

Objective reporting based on working, tested, evaluated code

Everyone understands backlog, capacity, velocity, WIP

Management leads and fosters open environment

Transparen

cy


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leading knowledge workersWorkers are knowledge workers if they are more knowledgeable about the work they perform than their bosses.

Peter Drucker

Workers themselves are best placed to make decisions about how to perform their work and how to modify their processes

To effectively lead, the workers must be heard and respected

Knowledge workers have to manage themselves. They have to have autonomy.

Continuing innovation has to be part of their work, and their responsibility

Workers themselves are best placed to make decisions about how to perform their work and how to modify their processes

To effectively lead, the workers must be heard and respected

Knowledge workers have to manage themselves. They have to have autonomy.

Continuing innovation has to be part of their work, and their responsibility


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foundation: leadership

Take responsibility for Lean‐Agile success

Understand and teach Lean‐Agile behaviors

Are trained in practices and tools of continuous improvement

Teach problem solving and corrective action

See with their own eyes. “No useful improvement was ever invented at a desk.”

Managers develop people. People develop solutions.

Take responsibility for Lean‐Agile success

Understand and teach Lean‐Agile behaviors

Are trained in practices and tools of continuous improvement

Teach problem solving and corrective action

See with their own eyes. “No useful improvement was ever invented at a desk.”

Managers develop people. People develop solutions.

Respect for People

Product Development

FlowKaizen

Management is trained and exhibits lean thinking

Bases decisions on this long term philosophy

Lean Thinking Manager‐Teachers


Conclusion

The foundation of Lean is leadership

The foundation of SAFe is YOU


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Next Steps

Browse the framework

Read the book

Build your expertise with training and certification

Accelerate value delivery with your first Agile Release Train

Contact Net Objectives (see next slide)

Join the community at community.ScaledAgile.com

Become a SAFe Lean Thinking

Manager‐Teacher

Launch AgileRelease Trains

Leverage theCommunity


Scaled Agile consulting and implementation for a decade.

The premier provider of SAFe‐related consulting and training.

The primary contributors to the materials in the SAFe code quality section.

Net Objectives

Technical Training

Design PatternsATDD / TDDEmergent DesignScrum/XP

SAFe‐Related Services

Portfolio ManagementProduct Manager and Product Owner TrainingQuick Starts (customizable)SAFe KanbanSPC Training


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Al Shallowayemail: [email protected] tag @alshalloway

Register at www.netobjectives.com/register to receive notices of monthly webinarsSee www.netobjectives.com/resources

See upcoming SPC courses in Seattle (1/14‐17) and Atlanta (2/18‐21)www.netobjectives.com/events

Thank You


ASSESSMENTS

CONSULTINGTRAININGCOACHING

Product Portfolio ManagementProduct ManagementLean for ExecutivesSAFe for ExecutivesScaled Agile Framework

Leading SAFeSAFe Program Consultant

Lean ManagementProject Management

Kanban / Scrum ATDD / TDD / Design PatternsSAFe Scrum/XP

technicaltechnical

p o d c a s t s

processprocess


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Public Course11 Dec Essence of Agile: From Team to Full Stream

SAFe Courses14 Jan SAFe Program Consultant Certification (Seattle)18 Feb SAFe Program Consultant Certification (Atlanta)

Questionsemail: [email protected]

twitter: @alshalloway

Documents

An Executive’s Guide to the Scaled Agile · PDF fileScaled Agile Framework Leading SAFe SAFe Program Consultant Lean Management Project Management Kanban / Scrum