MSP UG NL: Disrupting MSP Disrupting MSP...MSP UG NL: Disrupting MSP Agile MSP, Step 1 of 2 => MSV v0.1, Draft Dia 5 of 52 Historie Meeting MSP User Group NL, at B.Amsterdam, Amsterdam,

Author drs. ing. Peter Cleton

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Version 231, 23 Jan 2017

Agile MSP, Step 1 of 2 => MSV v0.1, Draft MSP UG NL: Disrupting MSP

Dia 1 of 52

Disrupting MSP

MSP User Groep Nederland

Nieuwjaarsbijeenkomst 23 januari 2017

How to change the MSP method (2011) into an agile & lean based method.

MSV – Managing Successful Valuestreams

Research & Presentation drs. ing. Peter Cleton

In this document, all naming of and refencences to SAFe® and/or

Scaled Agile Framework® are registered marks of Scaled Agile, Inc.


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Disrupting MSP step 1 of 2

An explorative research on

How to change the MSP method (2011) into an agile & lean based method.

A first exploration, step 1 of 2, using SAFe® 4.0 / 4-level.

Input Output Proces step 1 of 2

MSP

2011 version

MSV

Version v0.1

Step 1 of 2

Exploration

SAFe® 4.0 Managing Successful

Programmes

Managing Successful Value

(Streams)

Research & Presentation drs. ing. Peter Cleton

Agile

Lean

Scaled Agile Framework®




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Deze Presentatie

Disrupted MSP in MSV kan

MSP bevat –ook bij Agile- nog steeds veel goede elementen.

MSP kan slim en goed gedisrupt worden, door blend van MSP en SAFe.

Thema: Nieuw en veel

Bijna alles in de Agile en Lean benadering is nieuwe kennis.

Scaled Agile (= Disrupted MSP) introduceert veel Agile kennis en begrippen

Ervaring Werkgroep

Was een grote en lange ontdekkingsreis.

Vlieguren zijn nodig om het zelf te ervaren.

Deze presentatie

We nemen jullie mee door onze ontdekkingsreis met jullie te delen.

13 Januari 2017

75 minuten




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drs. ing. Peter Cleton

Getrouwd, 1 zoon (16)

Nieuwerkerk ad IJssel, Gem. Zuidplas (nabij Gouda), NL

Opleidingen, o.a.:

- MSc in “ICT in Business”, Universiteit Leiden, NL

- BEng in “Civil Engineering & ICT”, Hogeschool Rotterdam, NL

Zelfstandige interim-, programma- en projectmanager, o.a.:

- MSP Advanced Practitioner, PRINCE2 Practitioner

- Scrum Master, Scrum Product Owner & SAFe® 4.0 SA getraind

Zie verder: LinkedIn profile

01 - Author


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Historie

Meeting MSP User Group NL, at B.Amsterdam, Amsterdam, 10 Nov 2015.

Workshop “Disrupting programmamanagement”:

- What can MSP learn from Lean Startup? And Lean StartUp from MSP?

Werkgroep, Start

Werkgroep “Disrupting MSP” started. Deskresearch studenten Universiteit van Amsterdam

(Iordachi et al., 2016) a.o. SAFe® 4.0, SCRUM, Scrum at scale and DSDM Agile PgM.

Werkgroep, Previous (on 21 June 2016)

Peter: UvA students researched wrongly SAFe® 4.0 / 3-level;

Should have used SAFe® 4.0 / 4-level “expand one level”, so include level Value Stream.

Peter maakt een eerste verkennende voorzet (step 1 of 2) o.b.v. SAFe® 4.0 / 4-level.

Werkgroep, Next (now on 13 September 2016) & Workshops

De Research en workshops worden gedaan in twee stappen;

- Step 1 of 2: Verkennen van enkele mogelijkheden en check op juiste richting.

- Step 2 of 2: Volledig uitwerken in eerste versie van nieuw Agile MSP model.

Deze presentatie is de eerste verkennende voorzet Step 1 of 2.

02 - History & Context


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Change & Agile

MSP UGNL promotes de MSP 2011, een waterval methode voor

programmamanagers. Echter, de wereld verandert snel en steeds sneller.

Change is de enige constante. Agile (= wendbaarheid) business is a must.

Stelling: MSP zou ‘geschikt’ gemaakt (= disrupted) moeten worden voor Agile Approaches.

Research question

Hoe zou een ‘Agile MSP’ (genaamd MSV v0.1) er uit kunnen zien?

Research & Workshops

- Verkenning en ontwerp van key features van mogelijke ‘Agile MSP’ methode, o.b.v.

“Design-by-Analogy” (DbA) technique, (Cleton, 2015b, Ch. 4 Research Design)

- based on sources MSP 2011 edition and SAFe® 4.0 / 4-level (Scaled Agile Framework)

De Research wordt gedaan in twee stappen: Deze presentatie is step 1 of 2.

- Step 1 of 2: Verkennen van enkele mogelijkheden en check op juiste richting

Gevraagde Beslissing

Doen van Step 2 of 2: Volledig uitwerken in eerste versie van nieuw Agile MSP model.

03 - Research Question

….change …..

….agile …..


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?Iets nieuws verzinnen, ?MSP ombouwen

?Bestaande methodes, ?Bruikbaarheid?

03 - Research Question

….change …..

….agile ….. ….MSP Waterval …..

…. Making MSP Agile ….

Customer

Demand


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Aanpak

Verschillende manieren van aanpak om MSP te disrupten en Agile & Lean te maken:

1. Zelf wat nieuws verzinnen

MSP volledig van de grond af nieuw ontwerpen o.b.v. Agile en Lean principes.

Dit kost veel tijd, en maakt geen gebruik van wat er al is.

2. Bestaande methodes gebruiken / bruikbaar maken

E.g. Agile Prg Mngt, Spotify, Responsive Enterprise, etc.

Geen holistische kijk op bedrijfsvoering en is nog steeds project-georienteerd.

3. Scrums of Scrums

Scrum of scrums is alleen voor het maken en leveren

van software. Geen holistische kijk op bedrijfsvoering

4. Bestaand Scaled Agile Framework

Gebruiken van een bestaand Scaled Agile Framework zoals bijv. SAFe® 4.0 model.

Lijkt geschikt: Agile én Lean. Heeft via levels een holistische kijk op bedrijfsvoering.

04 - Approach: Changing MSP into Agile and Lean.


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1. Agile Prg Management - gebaseerd op DSDM

Agile Pgm (Messenger et al., 2014) leunt op maken en leveren van software, is dus

operationeel. Heeft geen holistische kijk op bedrijfsvoering en project-georienteerd...

2. Spotify model

Kent Squads (delivery van user stories) en Tribes (delivery van features). Kent geen

hogere lagen, is dus operationeel. Heeft geen holistische kijk op bedrijfsvoering.

3. Responsive Enterprise.

Kent (Solingen et al., 2016) de dubbelzijde ‘Agility ladder’ met 6 levels en samen 7e.

Focus is op software ontwikkeling en lijkt op conceptueel niveau analoog aan SAFe 4.0

4. Scrum (of Scrums)

Gebruiken van een bestaand Agile framework, bijv. Scrum.

Scrum is alleen voor het maken en leveren van software.

5. Bestaand Scaled Agile Framework

Gebruiken van een bestaand Scaled Agile Framework zoals bijv. SAFe® 4.0 model.

Lijkt geschikt: Agile én Lean. Heeft via levels een holistische kijk op bedrijfsvoering.

04 - Approach: Enkele bestaande methodes


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04 - Approach: Spotify Matrix Structure


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04 - Approach: Responsive Enterprise & Agility Ladder.


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05 - MSV: Holistische kijk op Strategie, Bedrijfsvoering + Agile + Lean

INK model:

R-I-V.

Richting

(strategie)

Inrichting

(taktiek)

Verrichting

(operatie)

Besturing (Management & MT)

Bestuurde Systeem (Proces)

Ondersteunende Systeem (IT)

Model de Leeuw

Governance

Added Value Chain

COPA(M)FIJTH

Realized

Strategy

Intended

Strategy (Portfolio) WATERVAL => SPRINTS

Customer

Demand


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05 - DSDM & SCRUM: Geen holistische kijk op bedrijfsvoering

Business

Requirements

-Informatie Analyse

-FR en NFR

-Functioneel Ontwerp

-Technisch Ontwerp &

bouw

-System ontwerp

Gebruiker. Acc. Test

In Beheer Name Acc. Test

-Key-user Acceptatie Test

-Operational Readiness Test

-Functionele Acceptatie Test

-Technische Acceptatie Test

-Unit Test

Op welke laag –volgens het V-model-, zitten DSDM en SCRUM?

- SCRUM & - DSDM

=> Zijn operationele

methodes voor het

bouwen en leveren van

werkende software

NFR (DoD)

Use Case

User Story

(Epic)

Besturing (Management & MT)

Bestuurde Systeem (Proces)

Ondersteunende Systeem (IT)

Model

de

Leeuw

SCRUM & DSDM

MSP & PRINCE2

WATERVAL => SPRINTS


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06 - Peter’s FIX model voor Strategie Realisatie:

Strategy FIX

1. Formulate 2. Implement 3. eXecute

Strategisch

INK: Richting

Deliberate and Emergent Strategy (Mintzberg and Waters, 1985)

Tactisch

INK: Inrichting

Operationeel

INK: Verrichting

1

2

8

Strategy

Formulation

Intended

Strategy (Portfolio)

3 4 5 6 7

Realized

Strategy

Unrealized

Strategy

Unwanted

Strategy

Emergent

Strategy


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Realized

Strategy

06- WATERVAL: MSP en INK: holistische kijk op bedrijfsvoering INK model:

R-I-V.

GAP Analyse

To-Be

As-Is

Blueprint

New Business- and

Organizational Design

(Blueprint), aligned with

business new formed

Strategy (Vision)

Vision

Benefit

plans

Strategies

Program

plan

Business

Case

Delivering

Capabilities

Realizing

Benefits

Richting

(strategie)

Inrichting

(taktiek)

Verrichting

(operatie)

Strategy

formation

As-Is

1 2

3

4

5

6 7

8 6 7

6

6 7

Intended

Strategy (Portfolio)

Programma

management

Met MSP:

Managing

Successful

Programmes MSP

model


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06 - MSP wel holistische kijk op bedrijfsvoering MSP Holistisch, Top-Down


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Realized

Strategy

Intended

Strategy

06 - AGILE: MSP en SAFe® 4.0 wel holistische kijk op bedrijfsvoering

SAFe 4.0 / 4-level

To-Be

As-Is

New Business- and

Organizational Design

(Blueprint), aligned with

business new formed

Strategy (Vision)

Richting

(strategie)

Inrichting

(taktiek)

Verrichting

(operatie)

Strategy

formation

As-Is

INK 3-level: RIV

Agile, Lean,

Incremental

Value Delivery

Sprints & Program Increments

1

2

3

4 5

6 Capabilities

Benefits


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06 - AGILE: MSP en SAFe® 4.0 holistische kijk op bedrijfsvoering

Input Output

MSP

2011 version

MSV

Version v0.1

Step 1 of 2

Exploration

SAFe® 4.0

Managing Successful

Programmes

Managing Successful

ValueStreams Research & Presentation drs. ing. Peter Cleton

Agile

Lean

Scaled Agile Framework®

Zou een ‘Blend’ van MSP en SAFe® 4.0 een goed MSV opleveren?

Ons MSP 2011 kent vele

goede nog steeds bruikbare

onderdelen ….

SAFe® 4.0 kent goede Agile

en Lean benadering en is

‘koppelbaar’ aan MSP …


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SAFe® 4.0, introduction of

- 200+ new terminology,

- all principles

- all practices

Level SAFE 4.0®

Level Naam

1 PORTFOLIO

2 VALUE STREAM

3 PROGRAM

4 TEAM

07 - Introduction of SAFe® 4.0 / 4-level framework

using to disrupt MSP, making MSP Agile and Lean.

1. Vouwen via horizontale lijnen…….

SAFe® 4.0 intro Simple introduction in 10 minutes


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Introduction of SAFe® 4.0 / 4-level framework used to disrupt MSP

making MSP Agile and Lean.

SAFe ® 4.0 intro 200+ new terminology & principles & practices (in 10 minutes)

2 . Vouwen via Horizontale lijnen…….

- Klein beginnen: 3-levels.

1. Portfolio

2. Program

3. Team

- Opschalen kan tot op strategisch niveau: 4-level.

1. Portfolio

2. Value Stream : US!

3. Program

4. Team



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nr Level

1 PORTFOLIO

2 PROGRAM

3 TEAM

nr Level

1 PORTFOLIO

2 VALUE STREAM

3 PROGRAM

4 TEAM

07 - Difference: SAFe® 4.0 / 3-level and SAFe® 4.0 / 4-level

Expand

with

one

level

1

2

3

1

2

3

4


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Level 1

PORTFOLIO

- Management

Agile Release Train (ART)

07 - What SAFe® 4.0 / 3-level looks like

Level 2

PROGRAM

- Increment

Level 3

TEAM

- Story


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Level 1

PORTFOLIO

Level 3

PROGRAM

Level 4

TEAM

Level 2

VALUE

STREAM



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SAFe ® 4.0, introduction of

- 200+ new terminology,

- all principles

- all practices

Level SAFE 4.0®

Level Naam

WHO is involved?

(organization,

stakeholders)

Waar gaat het over?

Requirements

(Outcome, Benefits)

Delivery Process

(Delivery of Capabilities

& Realizing Changes)

Results

(Outcome &

Benefits)

1 PORTFOLIO Program Portfolio Mngt,

Epic Owners Epics, Planning Portfolio Work Customer Value

2 VALUE STREAM Value Stream Engineer,

Solutions management Capabilities Roadmap & Milestones Outcome & Benefits

3 PROGRAM Release Train Engineer,

Product management Features Program Increment Features

4 TEAM Scrum Master, Product

owner User Stories Sprint User Story


using to disrupt MSP, making MSP Agile and Lean.

2. Vouwen via verticale lijnen…….

SAFe ® 4.0 intro Simple introduction in 10 minutes


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Level 1

PORTFOLIO

Level 3

PROGRAM

Level 4

TEAM

Level 2

VALUE

STREAM



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3. Verkenning 3-level …….

- Klein beginnen: 3-levels.

1. Portfolio

2. Program

3. Team



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Level 1

PORTFOLIO

- Management



Level 2

PROGRAM

- Increment

Level 3

TEAM

- Story


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4. Verkenning 4-level …….

- Opschalen kan tot op strategisch niveau: 4-level.

1. Portfolio

2. Value Stream : US!

3. Program

4. Team



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Level 1

PORTFOLIO

Level 3

PROGRAM

Level 4

TEAM

Level 2

VALUE

STREAM



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08 - Simplified quick overview of SAFe® 4.0 / 4-level

4. Team

3. Program

1. Portfolio

2. Value Streams

-Empowered, self-organizing, self-managing, cross-functional team

-Delivers valuable, tested, working system every two weeks

-Uses a team framework which combines the best of Scrum project

management, XP-inspired technical practices and Kanban for flow

-Value delivery via User Stories

-Self-organizing, self-managing team-of-agile-teams

-Delivers working, tested full system increments every two weeks

-Operates with Vision, architecture and UX guidance

-Common iteration lengths and estimating

-Face-to-face planning for collaboration , alignment, and adaptation

-Value delivery via Features and benefits

-Organized around the flow of value

-Lean-Agile budgeting empowers decision makers

-Kanban system provides portfolio visibility and WIP limits

-Enterprise architecture guides larger technology decisions

-Objective metrics support governance and improvement

-Value delivery via Epics

-Coordinates development of large Solutions

-Synchronizes multiple ART Value Streams

-Manages Solution Intent

-Integrates suppliers as partners

-Value delivery via Capabilities

RIC

HT

ING

IN

RIC

HT

ING

V

ER

RIC

HT

ING

User Story

Features

Epics

Capabilities

Scrum Master

Release Train Eng.

Portfolio Mngt

Value Stream Eng.


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Agile => Scrum: Snel werkende tussenresultaten leveren die Klantwaarde hebben.

Formulate Strategy Formulate Strategy

Define Strategic themes

Implement Strategy 1. Portfolio: Management of Portfolio

2. Value Stream: Managing Successful Valuestreams

3. Program: Scrum Integration management (Program Increment)

4. Team: Scrum: User stories & enabler stories delivery

Realized Strategy Deployment

Customer feedback

09 – Summary SAFe® 4.0 / 4-level


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10 - Why choice for SAFe® 4.0 / 4-level

….agile …..

Why use SAFe® 4.0 / 4-level framework for disrupting MSP, making MSP Agile and Lean.

1. Based on Agile and Lean principles

Based on sound, well known Agile and Lean principles, translated

into well defined and documented operational processes, ready to use.

2. Scaled Agile up to Strategic level based on SCRUM

Based on principles and operations of well known and popular agile

method SCRUM, and agile approach is scaled up to strategic level .

3. Holistic business approach

Covers the full business view, from Strategy via Tactical to Operations

in four levels, where all levels up and down are clear defined and connected.

4. Rich Scaled Agile Framework

Is a ‘rich’ existing Scaled Agile Framework, so where all elements of an

usable framework are addressed, e.g. processes, tasks, artefacts, roles,

progress, documents, deliverables, planning, organization, governance, etc.

….SCRUM …..

nr Level

1 PORTFOLIO

2 VALUE STREAM

3 PROGRAM

4 TEAM

..SAFe 4.0 / 4-level..

..Rich Scaled Agile..


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10 - Big difference between MSP and SAFe® 4.0

nr -MSP 2011-

Karakteristieken

1 One time Apply

-Define-Start-Do-Stop

2 Governance Focused

-Conceptual Approach

3 Strategic & Tactical level

-Think & Documents

4 Program Funding

-One time Costs of Change

5 GoKiT Control

6 Define & Design Beforehand

7 Rely on Analist & Experts

nr -SAFe® 4.0 / 4-level-

Karakteristieken

1 Continuous Apply

-Continuously SPRINTS

2 Results Focused

-Concrete Working Products

3 Operational level

-Do & Produce: SCRUM, XP

4 Value Stream Funding

-Continuously Costs for Teams

5 Feature Priority Control only

6 Design & Built on the fly

7 Rely on Product Owner & Teams

Big

Difference

Geld

Tijd

QA

Geld

Tijd

QA

Feature

®

Feature


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No system; Nothing!

Agile accelerates value delivery

System, sprint by sprint

Sprint 1 Sprint 2 Sprint 3 Sprint 4


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Agile delivers economic value incrementally

Deliver system, sprint by sprint

Fast feedback

Waterfall: No system; Nothing!

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6


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Execution: Don’t waterfall Iterations



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Releasing includes additional activities


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SAFe Definition of Done


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10 - Big difference: DHW with Waterfall

Transaction systems

ETL & DWH

Datamarts

Reports, HR, Fin, Sales

OLAP

-> Business needs (value):

Operations Information

1.

Input

Datafiles

2.

Extract

Transform

Load

3.

Create

Delta

DWH (wk)

4.

Update

DWH with

Delta

5.

Manage

DWH &

Archit.

6.

Create

Special

Datamarts

7.

Reports

Analyze

OLAP

Delta

DWH

Main

DWH

Reports

& OLAP

HR

Reports

& OLAP

Fin

Reports

& OLAP

Sales

Install & Configure DWH systeem

DaMa

HR

DaMa

Finance

DaMa

Sales

ETL

Add/

Chnge

Sub

1

Sub

2

Sub

3

TS

1

TS

2

TS

3

E1, E2

E3, E4

CASE

ACTIVITIES

1. Prepare Input Datafiles

2. Install DWH System

3. Create delta

4. Update DWH

5. Manage DWH

6. Create Datamarts

7. Create Reports, Do

OLAP

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8

CASE AGILE DHW FOUT Einde pas

eerste

Business

Value


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10 - Big difference: DHW with Agile Scrum

Transaction systems

ETL & DWH

Datamarts

Reports, HR, Fin, Sales

OLAP

-> Business needs (value):

Operations Information

1.

Input

Datafiles

2.

Extract

Transform

Load

3.

Create

Delta

DWH (wk)

4.

Update

DWH with

Delta

5.

Manage

DWH &

Archit.

6.

Create

Special

Datamarts

7.

Reports

Analyze

OLAP

Delta

DWH

Main

DWH

Reports

& OLAP

HR

Reports

& OLAP

Fin

Reports

& OLAP

Sales

Install & Configure DWH systeem

DaMa

HR

DaMa

Finance

DaMa

Sales

ETL

Add/

Chnge

Sub

1

Sub

2

Sub

3

TS

1

TS

2

TS

3

E1, E2

E3, E4

CASE

ACTIVITIES

E1. Commission DWH sys

E2. Design DWH Start arch

E3. Commission OLAP sys

BV 1. Deliver Reports HR

BV 2. Deliver Reports Fin

BV 3. Deliver Reports Sales

BV 4. Deliver OLAP Reports Reports

Set 1

Reports

Set 2

Reports

Set 3

User

story 9

User

story 12

User

story 8

Sprint 1 Sprint 2 Sprint 3 Sprint 4

CASE AGILE DHW GOED

Bij

eerste

sprint al

Business

Value

User

story 16

User

story 1


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11 - Van -MSP- via -SAFe® 4.0- naar -MSV v0.1-

…MSP 2011… …Agile bruikbaar?…

WATERVAL => SPRINTS


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Blend

(c) Design

‘Agile MSP’: MSV v0.1

Manage Value Streams

Value Stream Manager

Manage Value Increments

Value Stream Epic SRO

Solution Adoption Manager

Value Stream Business Case

X 2 1

Steering the Strategic Business Goal IP

Identifying a

Program

Capabilities

Program

Sponsoring

Group DP

Defining a

Program

MT (GP)

Managing the tranches

CP

Closing a

Program Program

Director (or

manager)

Delivering

the

Capabilities

Project

Managers &

Business

Change

Managers

Benefits

Realizing

Benefits

Tranches: Delivery Products,

Services, Capabilities

Benefits Profiles, Map,

Realiz. Plans

Blueprint

Vision

Statement

Programme

Plan

Business

case

Strategies,

8 stuks

Starting

the

Tranche

Closing

the

Tranche

Organiz.

Structure


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- MSP Three core concepts -

1. MSP Principles

2. MSP Governance Themes

3. MSP Transformational Flow

…Agile bruikbaar?…

- Agile Manifesto-

a. Individuals and interactions over processes and tools

b. Working software over comprehensive documentation

c. Customer collaboration over contract negotiation

d. Responding to change over following a plan

X 2 1

Steering the Strategic Business Goal IP

Identifying a

Program

Capabilities

Program

Sponsoring

Group DP

Defining a

Program

MT (GP)


CP

Closing a

Program Program

Director (or

manager)

Delivering

the

Capabilities

Project

Managers &

Business

Change

Managers

Benefits

Realizing

Benefits

Tranches: Delivery Products,

Services, Capabilities

Benefits Profiles, Map,

Realiz. Plans

Blueprint

Vision

Statement

Programme

Plan

Business

case

Strategies,

8 stuks

…MSP 2011… a. …over processes and tools

b. …over comprehensive

documentation

c. …over contract negotiation

d. …over following a plan Starting

the

Tranche

Closing

the

Tranche

Organiz.

Structure

11. –MSP three core concepts- vs -Agile Manifesto-


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…MSP 2011… - MSP Governance Themes -

1. Organization

2. Vision

3. Leadership & Stakehldr. Eng.

4. Benefits Realisation mngt

5. Blue Print Design & Delivery

6. Planning & Control

7. Business Case

8. Risk & Issue mngt

9. Quality mngt

…Agile bruikbaar?… - Agile Principles -

05. Business people and

developers must

work together daily

07. Face-to-face conversation

06. Built projects around motivated individuals

11. Self-organizing teams

01. Satisfy the customer

02. Welcome changing requirements

04. Deliver working software frequently

08. Promotes sustainable development

03. Working software = measure of progress

09. Continuous attention

10. Simplicity

12. Team reflection

11. –MSP Governance Themes- vs -Agile Principles-

Development team

Product Backlog &

Sprint Planning & Review


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User Stories

Features

Epics

Level 1

Portfolio

Capabilities

Benefit

management

PI: 5 sprints @ 2 weeks = every 10 weeks

Level 2

Value Stream

Level 3

Program

Level 4

Team

SRO? Corporate

Strategy? Delivering

Capabilities?

Delivering

Capabilities?

Realizing

Benefits? Manage

Tranches?

Multiple

Programmes? Program

Manager?

Business

Case?

Program

Plan?

Manage

Projects? BCM’s?

11 - MSP elements recognition in SAFe® 4.0


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A* MSP 2011 (source)

B* SAFe® 4.0 / 4-level (target)

X 2

1

Steering the Strategic Business Goal

IP

Identifying a

Program

Capabilities

Program

Sponsoring Group

DP

Defining a

Program

MT (GP)


CP

Closing a

Program

Program

Director (or

manager)

Delivering the

Capabilities Project Managers

&

Business Change

Managers

Benefits

Realising

Benefits

Tranches: Delivery Products, Services,

Capabilities Benefits

Plans

Blueprint

Vision

Statem.

Program

Plan

Business

case

Strategies

LOWER

Level SAFE 4.0®

Level Naam

Level Manager

Progress

Control

Requirements

Requirements Manager Requirements

Types t.b.v. Bouw

1 PORTFOLIO Program Portfolio Mngt Planning Portfolio Work Epic Owners Epics

2 VALUE STREAM Value Stream Engineer Roadmap & Milestones Solution Management Capabilities

3 PROGRAM Release Train Engineer Program Increment Product Management Features

4 TEAM Scrum Master Sprint Product Owner User Stories

Research Exploration

iterations using DbA:

1. Start in A* (or B*)

2. Pick Artefact. e.g.: Tranches (or Capabilities)

3. Conceptualize it.

4. Switch to B* (or A*)

5. Look for same concept

6. Find the analogue

Artefact e.g.: Program Increment (or

Delivering the Capabilites)

A* = MSP

B* = SAFe 4.0

A*

B*


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Topics in MSP, but missing in SAFe® 4.0 /4-level

-Program (is ‘bezet’ door SAFe® : TEAM level voor multiple samenwerkende Scrum teams)

-Programmamanager ( -> Value Stream Engineer)

-Projectleider ( -> RTE = Release Train Engineer)

-Identifying, Defining and Closing program ( -> SPRINTS: Managing Program Increments)

-Projects ( -> ART’s: Agile Release Trains)

-Tranche ( -> PI: Program Increment)

-GOKIT control ( -> SPRINTS Only Backlog & Prioritizing control)

-Delivery: PBS/WBS - product/work breakdown structure ( -> Features, User Stories)

-SRO, …… <more>

Topics in SAFe® 4.0 / 4-level

-Program

-Value Stream

-Program Increment / Sprint

-Value Stream Engineer

-Release Train Engineer

-Epic owner

-....<more>

11 - Topics in MSP, missing or different in SAFe® 4.0

Hierarchy and Relations between levels

Process:

Solution Management - RTE - VSE – Epic Owner

Product:

PO – Product Mgmt – Sol Mgmt – Progr. Portf. Mgmt

Delivery:

Agile Team – Syst Arch/Eng – Sol Arch/Eng – Enterpr Arch.

Requirements:

Epics – Capabilities – Features - Stories


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Some SAFe® 4.0 / 4-level Concepts: Overview of 4 Conceptual Function types:

1. Managing 2. Progress 3. Owner 4. Requirements

11 - First 6 Designed elements of ‘Agile MSP’: MSV v0.1

Level SAFE 4.0®

Level Naam

Managing

Level Manager

Progress

Control

Requirements Owner

Requirements Manager Requirements

Types t.b.v. Bouw

1 PORTFOLIO Program Portfolio Mngt Planning Portfolio Work Epic Owners Epics

2 VALUE STREAM Value Stream Engineer Roadmap & Milestones Solution Management Capabilities

3 PROGRAM Release Train Engineer Program Increment Product Management Features

4 TEAM Scrum Master Sprint Product Owner User Stories

item (a) Source

MSP 2011 – function

Concept of Function

(b) Target

SAFE 4.0® function

1 Managing Program Manage Strategic Goal Manage Value Streams

2 Program Manager Strategic Goal Manager Value Stream Engineer

3 Managing Tranches Managing Progress Managing Program Increments

4 Senior Resp. Owner Responsable Executive Epic Owner

5 Busin. Change Mngr. Resp. Change Manager Solution Management

6 Business Case Financial Justification Economic Framework

First 6 design elements of ‘Agile MSP’: MSV v0.1, based on DbA with Concept of Function

(c) Design

‘Agile MSP’: MSV v0.1

Manage Value Streams

Value Stream Manager

Manage Value Increments

Value Stream Epic SRO

Solution Adoption Manager

Value Stream Business Case


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Next step

-Completion

of the Mapping

-Roadmap

12 Vervolg: MSV 1.0 Quick Reference Card ontwerpen

Next step: Creation of MSV v1.0 Edition Quick Reference Card (Portman, 2012)

Step 2 of 2

Exploration

SAFe® 4.0 Estimated work:

appr. 160 hours


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13 – Summary MSV 0.1

Peter’s kijk:

Agile is here to stay

Scrum is here to stay

Change is here to stay

Responsiveness is key to survival: Adapt or Die!

Dus MSP moet Agile aan kunnen!

Met de Blendgedachte tussen MSP en SAFe zijn we op de goede weg.

MSP 2011 behouden en primair bekijken wat we daaruit kunnen behouden.

SAFe 4.0 / 4-level gebruiken als basis om MSP te disrupten

MSV 1.0 Quick Referance Card maken


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Next steps:

- Mapping / Blending afmaken en vereenvoudigingen doorvoeren

- MSV 1.0 Quick Reference Card maken

- Implementatieplan middels stepup (CMM) maken

- Cases en workshops verder uitwerken en doen

- MSV launching customer zoeken (wanneer kies je voor/moet MSV!)

13 – Summary MSV 0.1

Kracht van MSV’ers:

Wij zijn de verbindende laag tussen:

- Strategic Governance, en

- Agile Delivery


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14 - Workshop

Case: Veteranendag 2017

Uitreiken en lezen Case & Manifesto.

Groepen van 3 a 4 personen, die AGILE aan de gang gaan:

Aanwijzingen: Operational results; now!; Elk resultaat is goed. Fail fast!

Opdracht 1 Vision voor Value Stream “Malieveld”

- Selecteer uit de case description de 10 keyzinnen die iedereen moet weten.

Opdracht 2 Stakeholders

- Stel de top 10 van stakeholders vast voor de Value Stream “Malieveld”.

Opdracht 3 User stories

- Boze brief: Maak drie user stories voor zelf gekozen stakeholder(s).

Opdracht 4 Agile Release Trains

- Kies vier key Agile Release Trains.