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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
1
Going beyond Lean and Agile
FLow for Enterprise Transformation
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 2
Al ShallowayCEO, Founder
@AlShalloway
Co-founder of Lean-Systems SocietyCo-founder Lean-Kanban University Contributor to SAFe
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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3 © Copyright Net Objectives. All Rights Reserved. 3 May 2019
Lean ManagementProject Management
Kanban / Scrum ATDD / TDD / Design Patterns
technical
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner
FLEXFLEX & SAFe
PM/PO
© Copyright Net Objectives, Inc. All Rights Reserved 4
poll
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 5
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 6
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
4
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 7
Dilemma Need a well-defined starting point.
But a pre-set starting point is not likely to be well suited to the organization.
Starting with a framework means there is not enough time to teach key practices up front.
Solution: Create a starting point for your organization based on its needs. Focus on practices needed with as little framework as possible
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 8
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
5
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 9
ideas
FLEX in a nutshell
1. Goal: Achieve Business Agility
2. Why: Manifest the purpose of the organization and their people
3. What: Achieve flow with systems, Flow and Lean thinking
4. How: Provide a starting, tailored framework to an organization
• Business agility: The quick realization of business value predictably, sustainably and with high quality
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 10
ideas
FLEX in a nutshell
1. Goal: Achieve Business Agility
2. Why: Manifest the purpose of the organization and their people
3. What: Achieve flow with systems, Flow and Lean thinking
4. How: Provide a starting, tailored framework to an organization
• The purpose of an organization is to provide value to the customers and a great working environment so that their employees can manifest a sense of purpose and be acknowledged for that
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 11
ideas
FLEX in a nutshell
1. Goal: Achieve Business Agility
2. Why: Manifest the purpose of the organization and their people
3. What: Achieve flow with systems, Flow and Lean thinking
4. How: Provide a starting, tailored framework to an organization
• Achieve flow in the organization using Flow and Lean-Thinking, culture, organizational development, human behavior, laws of software development, effective leadership and management
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 12
ideas
FLEX in a nutshell
1. Goal: Achieve Business Agility
2. Why: Manifest the purpose of the organization and their people
3. What: Achieve flow with systems, Flow and Lean thinking
4. How: Provide a starting, tailored framework to an organization
• Provide a starting framework to an organization that has been tuned for the organization and a method to improve it on an ongoing basis
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
7
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 13
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 14
The Mindshifts of FLEXThe goal is business agility: The quick realization of value predictably, sustainably and with high quality
Focus on the work, not the framework
Do this by looking at flow
Implement flow with Lean
Start with a framework customized to your situation• Focus on the work• Less (even no) resistance• People understand the why of the framework• People learn principles from past experience, need to be taught practices
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 15
Business Agilityfocuses on value realized by having the
business identify, prioritize and sequencethe work to be done and allocate it
appropriately to the development teams
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 16
DEFINITION
The realization of the highest business value in a shorter amount of time, predictably, sustainably, and with high quality.
By working in small delivery increments we continuously adjust to what is needed – enabling change to direction at low cost.
Goal and Benefit of Business Agility
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 17
DEFINITION
The minimum amount of business value that can be built, deployed and consumed that makes sense from a business perspective
Minimum Business Increment (MBI)
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 18
An MBI is not a reason to deliver less.
It is a reason to deliver sooner.
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 19
There’s nothing quite so useless, as doing with great efficiency, something that should not be done at all.
-Peter Drucker
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 20
Often reducing batch size is all it takes to bring a system back into control
Eli Goldratt
smaller vs. bigger chunks
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 21
Flow thinking Remove delays by managing queues
Achieve short feedback cycles
Reduce cost of delay
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 22
Lean thinking Attend to the system
Create an ecosystem within which people can work effectively (leadership needed)
Attend to time
Act as if avoiding errors is always worth it
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
12
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 23
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
The value stream of the effective organization
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 25
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
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
VALUE STREAM NETWORK ARCHITECT
STRATEGIC PLANNING & LEANPORTFOLIO MANAGEMENT
L E A N P R O D U C T M A N A G E M E N TA n d I N TA K E P R O C E S S R E L E A S E
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
14
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
VALUE STREAM NETWORK ARCHITECT
LEAN PRODUCTMANAGEMENT
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
R E L E A S EP L A N N I N G
Iterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
15
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
VALUE STREAM NETWORK ARCHITECT
L E A N P R O D U C T M A N A G E M E N TA n d I N TA K E P R O C E S S R E L E A S E
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
P L A N N I N GIterations or Flow
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
VALUE STREAM NETWORK ARCHITECT
L E A N P R O D U C T M A N A G E M E N TA n d I N TA K E P R O C E S S R E L E A S E
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
16
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
VALUE STREAM NETWORK ARCHITECT
L E A N P R O D U C T M A N A G E M E N TA n d I N TA K E P R O C E S S R E L E A S E
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GI M P L E M E N TAT I O N
& I N T E G R AT I O N
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 32
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
31
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
17
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
chunks of work too big
Work items not properly prioritized
poor intake process
Limited skills / expertise
insufficient collaboration
high technical debt
integration errors
working on too many things
teams not understanding needs of the business
Ops blindsided and pulled in many directions
takes too long to get anything done
lack of visibility
Ineffective budgetary process
Problems discovered late
unclear requirements
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
chunks of work too big
Work items not properly prioritized
poor intake process
Limited skills / expertise
insufficient collaboration
high technical debt
integration errors
working on too many things
teams not understanding needs of the business
Ops blindsided and pulled in many directions
takes too long to get anything done
lack of visibility
Ineffective budgetary process
Problems discovered late
unclear requirements
___ Takes too long to get anything done___ Working on too many things___ Ineffective budgetary process___ Work items not properly prioritized___ Chunks of work too big___ Lack of visibility___ Ineffective intake process___ Unclear requirements___ Shadow IT (SOX, cyber issues)
Listed in approximate order in the value stream (mark severity from 1 to 3)
___ Teams not understanding needs of the business
___ Insufficient collaboration across the teams
___ Limited skills, expertise___ High technical debt___ Integration errors___ Problems discovered late___ Ops blindsided and pulled in many
directions
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
18
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
19
Strategic Themes
Epics
Solutions
Features
Stories
Right-sized Stories
Tasks
MVP
MMF
OKRs (Objectives and Key Results)
Initiatives
Business Increments / Epics
Minimum Business Increments and/or MVPs
Features / Scenarios
User Stories
Right-sized Stories
Tasks
Strategies
Artifact Hierarchies
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Intake process
Put MBIs, MVPs, MVRs on backlogSequenced with WSJFAdd architectural stories
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
20
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Planning
Plan per SAFePlan 1-2 iterations ahead
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Test-First?
ATDD is an essential skill that should be taught up front.
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copyright (c) Net Objectives, Inc. All Rights Reserved.
3 May 2019
21
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Quality of Team Process
Scrum? Kanban? Team-Agility?No one size fits all.
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Organization of Teams
How much do value streams cross across different teams?Are their platforms present?
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SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Inte
r-ru
pti
on
s?
How often are teams interrupted?Why?What can be done?
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Ease of changing
code?
Level of technical debtQuality of codeHow much is quick delivery a business value?
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SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Unit TDD
Eventually teams should get to Unit TDD
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
How well are dependencies being managed?What would it take to get rid of them?Is there the equivalent of a business architect?
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SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Shared Services
Are shared services using Kanban?
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
DevOps
Is DevOps being done?
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25
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
Level of Test-Automation
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 50
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 51
Dimensions of a Roadmap1. Content
• Where you are • Skill set
2. Order• Where you can start• How one thing sets up another
3. Speed• Culture• Sponsor
© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 52
ATDD
Business Product Management
CTO / CIOProduct Owners
Director Team
Strategic planningOKRs
Use MBIs
Intake ProcessQuality of
development team process
Planning Across Teams
Dealing with Interruptions
Design Patterns Thinking
Unit TDD
Managing Dependencies
Ad
d T
est
Au
tom
atio
n Quality of shared
services process
DevOps Level 0
Missing Roles
Qu
alit
y o
f te
am o
rgan
izat
ion
Local
Ph
ase
1
DevOps Level 1
GlobalMultiple options
Mid-range
Ph
ase
2P
has
e 3
Start as far to the left as you can based upon who is sponsoring the transformation
Start these as soon as you can.
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© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 53
Agenda
1. The dilemma we’re in
2. FLEX in a nutshell
3. The mindshifts of FLEX
4. The value stream of the effective organization
5. Discovering what’s in our way
6. Creating a roadmap and rolling it out
7. FLEX and SAFe®
SolutionsBacklog
CapabilitiesEnablers
Note: Feedback loops are not shown but are present throughout the value stream
TEAM-LEVEL PLANNING IMPLEMENTATION & INTEGRATION
RELEASE
STRATEGIES
ProgramBacklog
MMFs,Features,Enablers
PortfolioBacklog
Epics, Solutions, MVPS, Enablers Value stream
strategic themes
BUSINESSSTAKEHOLDER
TECHNOLOGYSTAKEHOLDER
ENTERPRISEARCHITECT
OTHERSTAKEHOLDERS
LEANPORTFOLIO
MANAGEMENT
Portfolio
SOLUTIONARCHI/ENG
SOLUTIONMGMT
SOLUTIONTRAIN
ENGINEER
Large Solution
SYSTEMARCHITECT
PRODUCTMANAGER
PRODUCTOWNER
RTE
Program
Team
TeamBacklogs
Features, Stories, Enablers
OPS SUPPORTMARKETING
SHARED SERVICES
TEAM
TEAM
TEAM
TEAM
BENEFITS
REQUIREMENTS
Copyright © Net Objectives, Inc. All Rights Reserved
Solution Train
SAFe® as FlowEnterprise
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28
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
VALUE STREAM NETWORK ARCHITECT
SolutionsBacklog
CapabilitiesEnablers
Note: Feedback loops are not shown but are present throughout the value stream
TEAM-LEVEL PLANNING IMPLEMENTATION & INTEGRATION
RELEASE
STRATEGIES
ProgramBacklog
MMFs,Features,Enablers
PortfolioBacklog
Epics, Solutions, MVPS, Enablers Value stream
strategic themes
BUSINESSSTAKEHOLDER
TECHNOLOGYSTAKEHOLDER
ENTERPRISEARCHITECT
OTHERSTAKEHOLDERS
LEANPORTFOLIO
MANAGEMENT
Portfolio
SOLUTIONARCHI/ENG
SOLUTIONMGMT
SOLUTIONTRAIN
ENGINEER
Large Solution
SYSTEMARCHITECT
PRODUCTMANAGER
PRODUCTOWNER
RTE
Program
Team
TeamBacklogs
Features, Stories, Enablers
OPS SUPPORTMARKETING
SHARED SERVICES
TEAM
TEAM
TEAM
TEAM
BENEFITS
REQUIREMENTS
Copyright © Net Objectives, Inc. All Rights Reserved
Solution Train
SAFe® as FlowEnterprise
Full SAFe has more roles than needed
Use of overloaded (Epics), redefined (MMFs, value streams) and repurposed terms
(MVPs) create confusion while creating the need to add new terms (Solutions).
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SolutionsBacklog
CapabilitiesEnablers
Note: Feedback loops are not shown but are present throughout the value stream
TEAM-LEVEL PLANNING IMPLEMENTATION & INTEGRATION
RELEASE
STRATEGIES
ProgramBacklog
MMFs,Features,Enablers
PortfolioBacklog
Epics, Solutions, MVPS, Enablers Value stream
strategic themes
BUSINESSSTAKEHOLDER
TECHNOLOGYSTAKEHOLDER
ENTERPRISEARCHITECT
OTHERSTAKEHOLDERS
LEANPORTFOLIO
MANAGEMENT
Portfolio
SOLUTIONARCHI/ENG
SOLUTIONMGMT
SOLUTIONTRAIN
ENGINEER
Large Solution
SYSTEMARCHITECT
PRODUCTMANAGER
PRODUCTOWNER
RTE
Program
Team
TeamBacklogs
Features, Stories, Enablers
OPS SUPPORTMARKETING
SHARED SERVICES
TEAM
TEAM
TEAM
TEAM
BENEFITS
REQUIREMENTS
Copyright © Net Objectives, Inc. All Rights Reserved
Solution Train
SAFe® as FlowEnterprise
The choice becomes one of beingincomplete or overly complex
SolutionsBacklog
CapabilitiesEnablers
Note: Feedback loops are not shown but are present throughout the value stream
TEAM-LEVEL PLANNING IMPLEMENTATION & INTEGRATION
RELEASE
STRATEGIES
ProgramBacklog
MMFs,Features,Enablers
PortfolioBacklog
Epics, Solutions, MVPS, Enablers Value stream
strategic themes
BUSINESSSTAKEHOLDER
TECHNOLOGYSTAKEHOLDER
ENTERPRISEARCHITECT
OTHERSTAKEHOLDERS
LEANPORTFOLIO
MANAGEMENT
Portfolio
SOLUTIONARCHI/ENG
SOLUTIONMGMT
SOLUTIONTRAIN
ENGINEER
Large Solution
SYSTEMARCHITECT
PRODUCTMANAGER
PRODUCTOWNER
RTE
Program
Team
TeamBacklogs
Features, Stories, Enablers
OPS SUPPORTMARKETING
SHARED SERVICES
TEAM
TEAM
TEAM
TEAM
BENEFITS
REQUIREMENTS
Copyright © Net Objectives, Inc. All Rights Reserved
Solution Train
SAFe® as FlowEnterprise
SAFe is significantly more than needed for development groups of less than 500 people.And it’s more complicated than necessary even when needed
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30
SUPPORTMARKETING
…
SHARED SERVICES(e.g. BI)
BUSINESS ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
Feedback loops are not shown but are present throughout the value stream
PRODUCT OWNERS
PRODUCT MANAGER
FLEX
Note: Shared services and Ops are spread across multiple value streams
Ops
DevOps
Team
Bac
klo
gs
© Copyright Net Objectives, Inc. All Rights Reserved
RTE / TDM
S T R AT E G I C P L A N N I N G & L E A NP O R T F O L I O M A N A G E M E N T
P L A N N I N GIterations or Flow
I M P L E M E N TAT I O N& I N T E G R AT I O N
Teams work with cadence and synchronization
R E A L I Z AT I O N O F V A L U E
L E A N P R O D U C T M A N A G E M E N T a n dI N TA K E P R O C E S S
SolutionsBacklog
CapabilitiesEnablers
Note: Feedback loops are not shown but are present throughout the value stream
TEAM-LEVEL PLANNING IMPLEMENTATION & INTEGRATION
RELEASE
STRATEGIES
ProgramBacklog
MMFs,Features,Enablers
PortfolioBacklog
Epics, Solutions, MVPS, Enablers Value stream
strategic themes
BUSINESSSTAKEHOLDER
TECHNOLOGYSTAKEHOLDER
ENTERPRISEARCHITECT
OTHERSTAKEHOLDERS
LEANPORTFOLIO
MANAGEMENT
Portfolio
SOLUTIONARCHI/ENG
SOLUTIONMGMT
SOLUTIONTRAIN
ENGINEER
Large Solution
SYSTEMARCHITECT
PRODUCTMANAGER
PRODUCTOWNER
RTE
Program
Team
TeamBacklogs
Features, Stories, Enablers
OPS SUPPORTMARKETING
SHARED SERVICES
TEAM
TEAM
TEAM
TEAM
BENEFITS
REQUIREMENTS
Copyright © Net Objectives, Inc. All Rights Reserved
Solution Train
SAFe as Flow
Essential SAFe® BUSINESS
ARCHITECT
Intake ProcessProgram backlog
(MBIs/MVPS)
Business BacklogBusiness Increments
Strategies
Objectives and Key Results (OKRs)
BUSINESS STAKEHOLDERS
TECHNOLOGY STAKEHOLDERS
OTHER STAKEHOLDERS
Initiatives
PRODUCT MANAGER
FLEX
Using FLEX’s Lean Portfolio and Product Management Method
on top of Essential SAFe®
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61 © Copyright Net Objectives. All Rights Reserved. 3 May 2019
Lean ManagementProject Management
Kanban / Scrum ATDD / TDD / Design Patterns
technical
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner
FLEXFLEX & SAFe
PM/PO
61
