An Introduction to SAFe: The Scaled Agile Framework

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MN PM!Half(day!Tutorial!11/11/2013!1:00!PM!

!!!!!

"An Introduction to SAFe: The Scaled Agile Framework"

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Presented by:

Ken Pugh

Net Objectives !

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Brought(to(you(by:(!

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340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073!888(268(8770!G!904(278([email protected]!G!www.sqe.com

!!!!Ken!Pugh!!!Net!Objectives!!

A fellow consultant with Net Objectives, Ken Pugh helps companies transform into lean-agile organizations through training and coaching. His special interests are in communication (particularly effectively communicating requirements), delivering business value, and using lean principles to deliver high quality quickly. Ken trains, mentors, and testifies on technology topics from object-oriented design to Linux/Unix. He has written several programming books, including the 2006 Jolt Award winner Prefactoring and his latest Lean-Agile Acceptance Test Driven Development: Better Software Through Collaboration. Ken has helped clients from London to Boston to Sydney to Beijing to Hyderabad. He enjoys snowboarding, windsurfing, biking, and hiking the Appalachian Trail. Reach Ken at [email protected]!

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info@netobjec+ves.com00000000000www.netobjec+ves.com0

1& &Copyright&©&2007&Net&Objec9ves.&All&Rights&Reserved.&& &16&October&2013&

SAFe Scaled Agile Framework


Introductions

!  How many doing? –  Scrum –  Scrum but –  Kanban

!  How successful? ! What bigger stuff have you tried?

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Ken&Pugh&

ken.pugh&@netobjec9ves.com&

Photo&Size:&&&&Height:&2.25&Posi9on:&&&&from&top&leN&corner&&&Horizontal&0.75&&&&Ver9cal&1.&Picture&&Style:&Simple&Black&&&&&Frame&&

No0code0goes0in0+ll0the0test0goes0on.0A0journey0of0two0thousand0miles0begins0with0a0single0step.0

!  Fellow&Consultant&!  SAFe&Program&Consultant&&

!  OOA&D,&Design&PaWerns,&Lean,&Scrum,&TestZDriven&Development&

!  Over&2/5&century&of&soNware&development&experience&

!  Author&of&seven&books,&including:&–  0Prefactoring:0Extreme0Abstrac+on,0Extreme0

Separa+on,0Extreme0Readability00(2006&Jolt&Award)&

–  0Interface0Oriented0Design0

–  Lean0Agile0Acceptance0TestIDriven0Development:0BeKer0SoLware0Through0Collabora+on0


Lean Enterprise

Business

Management Team

ASSESSMENTS"CONSULTING"TRAINING"COACHING"

Lean for Executives Product Portfolio Management

Lean Management Project Management

Kanban / Scrum ATDD / TDD / Design Patterns

technical

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Objectives

!  Introduce SAFe –  Concepts –  Roles –  Principles

!  Lean (a little)


Issues

! More people " more dependencies " more look-ahead

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Acknowledgements

! Much&of&the&material&was&adapted&from:&

0Leading0SAFe0(Leading0the0Lean/Agile0SoLware0Enterprise0with0the0Scaled0Agile0Framework0®&&by&Scaled&Agile&Academy&&


Where used

! Where SAFe is used –  John Deere –  TradeStation –  Discount Tire –  Nordstrom –  and others

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Overview


SAFe Levels

!  Portfolio –  Epics (span releases) –  Architecture

!  Program –  (Agile Release Train) –  Features (fit in release)

!  Teams –  Stories in iterations

!  (implemented by tasks) –  Spikes

Program&

Portfolio

Team

Epic&&

Feature Feature

Story Story

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SAFE– Portfolio

!  Program portfolio management !  Themes !  Investment ! Metrics !  Kanban to create portfolio backlog –  Business Epics –  Architectural Epics

Program&

Portfolio

Team


SAFE – Program

!  Roadmap and vision !  Product management !  Release management !  Shared resources –  Architecture –  User experience –  Release train engineer

!  Release planning !  System Teams !  Create Team Backlog

Program&

Portfolio

Team

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SAFe – Team

!  Agile teams !  Product owner !  Scrum/agile master !  Developers and testers !  Team backlog –  Includes Non-Feature Requests (NFR)

!  Features into stories !  Demo and retrospective

Program&

Portfolio

Team

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Aspects'of'SAFe'

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Agile Development

!  Agile accelerates value delivery !  From predicative (waterfall) to iterative to agile to

enterprise (SAFe) !  Smaller, frequent, more predictable releases !  Business Benefits –  Accelerates value delivery –  Makes money faster –  Reduces risk –  Avoids death march and burnout


Agile Teams

!  Empowered, self-organizing !  Two-week increments !  Scrum management / XP practices !  Context is Program Vision, System, Architecture,

User Experience !  Test-first !  Teams deliver stories

!  Agile Release Train (ART) –  Self organizing team of teams

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Core Values !  Code quality !  Program execution !  Alignment !  Transparency


Code Quality

!  Continuous integration !  Test-first !  Refactoring !  Pair work !  Collective ownership !  Quality produces more predictability and scalability

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Program Execution

!  Teams aligned to common mission –  Driven by Vision and Roadmap

!  Eight to twelve week delivery of system level solution !  Common sprint lengths and normalized velocity !  Face to face planning cadence !  Deliver features and benefits


Potentially Shippable Increment

!  Potentially Shippable Increment (PSI) !  Time-box for value delivery !  Aggregates iterations into bigger increment

&&

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PSI&

Sprint / Iteration HIP

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Cadence

!  Develop on fixed cadence (PSI) !  Release on demand - business decision


Portfolio

!  Centralized strategy, decentralized execution !  Enterprise architecture !  Kanban for business and architecture flows !  Deliver business and architectural epics

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Alignment

!  All levels aligned !  Face to face planning !  Architecture and UX guidance


Portfolio Management

!  Strategy and investment funding –  Decentralized decision making –  Continuous value flow –  Lightweight business cases –  Rolling wave planning

!  Program Management –  Agile estimating and planning –  Agile Release Trains (instead of project-based funding) –  Self-managing teams and programs

!  Governance –  Objective measures (e.g. delivery of working software)

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Transparency

!  Backlogs, progress visible !  Open communication fostered

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Lean Thinking

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Lean Goal

!  Speed – shortest lead time !  Value – to people !  Quality


Exercise

! What'is'quality?''

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Lean Tools !  Respect for people !  Kaizen !  Product development flow


Respect for people

!  Develop individuals and teams !  Empower teams !  Trust and respect

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Kaizen

!  Continuous improvements !  Inspect and adapt


Product Development Flow

!  Take economic view !  Actively manage queues !  Understand and exploit

variability !  Reduce batch sizes !  Apply WIP constraints !  Control flow under uncertainty,

cadence, and synchronization !  Get feedback as fast as possible !  Decentralize control

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Take economic view

!  Do not consider money already spent !  Sequence for maximum benefit !  Quantify Cost of Delay (CoD)


Actively manage queues

!  Long queue = bad ! Wait time = queue length / processing rate (Little’s

Law) !  High utilization increases variability

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Understand and exploit variability

!  Buffers trade money and time for variability reduction


Reduce batch size

!  Reduces cycle time !  Faster feedback !  Decrease variability !  Good infrastructure enables small batches

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Exercise

!  Penny flip !  One person is timer !  Set of ten pennies !  Version One –  Each person flips all and passes them to next

!  Version Two –  Each person flips one at a time


Apply WIP Constraints

! WIP forces capacity matching !  Increases flow !  Purge lower value project when WIP high !  Easier to start project than to finish one

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Control flow under uncertainty

!  Cadence makes waiting times predictable !  Scheduled periodic resynchronization limits variance

to single time interval


Planning for alignment

!  Principle: More value created with overall alignment than with local excellence

!  Planning to create alignment, not measure conformance

!  Principle – specify end state and purpose with minimum constraints

!  Deviate from plan when economically sensible

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Feedback

!  Feedback'helps'to'correct'misunderstandings''!  Quick'feedback'be=er'than'slow'feedback'–  End failures quickly –  Improves efficiency of learning

Desired& Actual&Actual&


Decentralize control

!  Centralize for global decision !  Set framework for decisions

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Value Stream Mapping

!  Analyze and optimize time from concept to cash ! Want small, fast batches


Value'Stream'Map'–'Classical'Development'

Elicit&Requirements&Analyze&

Requirements& Design&&

Code& Test&

Why&go&back?&

Deploy&

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Leadership

! Management understands and practices lean and agile

! Manager develop people – people develop solutions


Vision and Roadmap

!  Vision –  Strategic intent –  Where we are headed –  What problem does it solve –  Formats – vision document, preliminary data sheet

!  Roadmap –  Prioritized features and release –  Commitment only for next release (PSI)

! 

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Features

!  Features – services that fulfill user needs !  Program backlog – prioritized and estimated

features


Prioritize Backlog for ROI

!  Cost of Delay (CoD) in delivering value !  Cost to implement

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Cost of Delay (1)

! Weighted Shortest Job First (WSJF) ! WSJF = Cost of Delay / Duration !  Job size is proxy for duration


Cost of Delay (2)

!  Three factors: –  User/business value (BV) – relative value –  Time criticality (TC) – value decay over time –  Risk Reduction / Opportunity Enablement (RR/OE) –

what does it do for business? !  Computation: –  Rank BV, TC, RR/OE from 1,2,3,5,8,13,20 –  Add together –  WSJF = CoD / Duration

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Ignore Sunk Costs

!  Cadence-based re-prioritization drives agility, not sunk costs

! May not implement entire epic


Product Integrity via Capacity Allocation

!  Allocate capacity to new features / architecture

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Non-functional Requirements

!  Non-functional Requirements (NFR) – system qualities which support user functionality

!  Program level NFR – as a whole !  Team level NFR – to feature or component ! May have backlog items for NFRs


Agile Release Train Flow

Ready& Plan Commit Execute Demo Retrospect

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Release Pre-Planning

!  Product Management / Tech Leads –  Build program backlog –  Pick out features



PSI/Release Planning

!  Two days every 8 to 12 weeks !  Product Management owns features !  Development team owns story planning !  Result – committed set of program objectives for PSI


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Calendars

!  Program –  PSI planning meeting –  PSI Demos –  Inspect and Adapt Workshops

!  Team –  Sprint Planning –  Sprint Demos –  Sprint Retrospectives

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Team'

Program&(ART)&

Portfolio

Team

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Agile Team

!  SAFe calls these Define, Build, Test team –  Could be Define, Test, Build Team –  Prefer term delivery team

!  Teams based on features, products, component, subsystems, interfaces


Scrum Roles

!  Product owner – drives business value from prioritized backlogs

!  Scrum/Agile Master – facilitates agility !  Developers/Testers - implement stories .

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Team Backlog .

!  All things to be done – opportunities, not commitments !  Single owner – Product Owner !  Backlog sources

–  Program backlog –  Team context (technical debt) –  Other stakeholders (other teams’ dependencies, spikes/research,

other commitments) !  Capacity allocation – by percentages -

–  User stories 75% –  Team context 25%

!  Prioritize within capacity – not overall

Epic&&

Feature Feature

Story Story


Backlog grooming

!  Preview and elaboration of stories !  Continuous effort, rather than single event !  Identify and resolve dependencies for next sprint !  Relative sizing with story points

Ready&

Plan

Commit

Execute

Demo

Retrospect

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Sprint Planning

!  PO defines what !  Team defines how and how much !  Sequence by priorities, dependencies, WIP, capacity

allocations, PSI events Ready&

Plan

Commit

Execute

Demo

Retrospect


Stories

!  User stories (INVEST criteria) !  Spike – not a user story – for tryout of design –

technical, functional

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Card Conversation Confirmation

!  Card – user story, typically As a <role>, I want <to do something>, so that <business value>

!  Conversation – shared context for story !  Confirmation – acceptance criteria – general

statements of acceptance


DefiniGons'

!  Acceptance'criteria'–  General'ideas''

!  Acceptance'tests'–  Specific'tests'that'either'pass'or'fail'–  ImplementaGon'independent''''

!  Triad'–'customer'unit,'developer'unit,'tester'unit''

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Value'Stream'Map'–'Agile'Development'

Elicit&Requirements&Analyze&

Requirements&With&Tests&

Design&&

Code&With&Tests& Deploy&


Sprint Goals

!  Clarity, commitment, and management information !  Align team members to common purpose !  Align program members to common PSI objectives

and manage dependencies !  Consists of everything committed –  But not laundry list

Ready&

Plan

Commit

Execute

Demo

Retrospect

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Execute sprint

!  Constant communication !  Daily synchronization (stand-up) !  Develop serially, not mini-waterfall !  Quality through TDD, continuous integration,

automated testing Ready&

Plan

Commit

Execute

Demo

Retrospect


Scrum of scrums

!  SM and RTE (Release Train Engineers) !  2 times/week !  Synchronize and keep train on tracks

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Issues

!  Scrum board – simple – at story or task level !  All code is tested code !  Continuous integration mandatory


Team sprint demo

!  All stories, spikes, NFRs demonstrated !  Not for system stakeholders !  Review against PSI objectives

Ready&

Plan

Commit

Execute

Demo

Retrospect

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Sprint Retrospective

!  As'usual''! Measure against metrics –  Question - what do you use?

Ready&

Plan

Commit

Execute

Demo

Retrospect


Exercise

!  You&are&one&team&&

!  Ball&must&be&touched&by&each&person&&

!  Ball&must&be&passed&with&air&9me&between&any&two&people&&

!  No&ball&may&be&passed&to&direct&neighbor&&

!  Ball&must&return&to&start&point&before&counted&as&complete&&

!  Objec9ve&is&to&process&as&many&balls&as&possible&

2 minutes plan with estimate 2 minute execute (someone times) 2 minute debrief &

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Program''(Agile'Release'

Train)'

Program&(ART)&

Portfolio

Team


Agile Release Train

!  5 to 12 teams (50 to 100 individuals) –  Has some overhead

!  Common cadence and story point normalization !  Common mission and program backlog !  Under architectural and user experience (UX)

guidance !  Potentially Shippable Increments (PSI) every 8 to 12

weeks

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Roadmap

!  Prioritized features and release –  Commitment only for next release (PSI) –  Subsequent releases are “best estimates”

!  Levels –  PSI – current – high confidence –  PSI – next – medium confidence –  PSI – future – marque features Epic&&

Feature Feature

Story Story


Rules

!  PSI dates fixed !  Two week sprint lengths – aligned cadence !  System demo every two weeks (to stakeholders) !  Everything (documentation, etc.) goes on train !  System always runs

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Synchronized Cadence

!  Delivery !  PSI is development milestone ! Might release any sprint


ART Roles !  Product Management !  System Architect !  User Experience !  Release Train Engineer (RTE) !  System Team !  Release Management

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Product Management

!  Content authority for the ART !  Owns the vision !  Defines and prioritizes Program Backlog !  Defines releases and features !  Accepts PSI ! Works with architects to prioritize features !  Has 2 to 4 product owners underneath –  Product Owner

! Accepts sprint ! Owns team backlogs


System architect

!  Splits architectural epics into features ! Works with enterprise architects to establish

architectural runway !  Provides architectural guidance to teams

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User Experience (UX)

!  Guidance for consistent user experience !  Provides UX guidelines !  Performs user testing !  Participates in team planning and demos


Release Train Engineer

!  Overall scrum master !  Facilitates scrum of scrums !  interfaces with release management team

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System team

!  Builds development infrastructure !  Supports system demo !  Performance and load testing !  Assists with test automation strategies !  Release Management !  Facilitates / negotiates release content

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PorOolio'

Program&(ART)&

Portfolio

Team

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Portfolio Management

!  Business and Architectural epics tracked with Kanban board

!  Portfolio vision guides investments


Program Portfolio Management (PPM)

!  Strategy and Investment funding - assure funding to follow strategy

!  Program management – assist in program execution !  Governance – close loop on funding and execution

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PPM

!  PPM Team –  Executives with market knowledge, technology awareness

!  Drives product and solution strategy ! May have assistance of PPM office


Portfolio Vision

!  Vision represents enterprise business strategy !  Investment themes –  Key value proposition –  Managed not by priority, but as budget/resource allocation –  Updated twice a year

!  Cross-cutting business/architectural epics !  Agile programs (delivered through Agile Release

Trains)

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Portfolio Kanban (1)

!  Makes epics visible !  Manage Work in Progress (WIP) limits !  Stages: !  Opportunity Identification (no limit) – all ideas

–  Estimate size and value –  Alignment with investment themes –  Authority approves epic into backlog

!  Backlog (WIP limit) –  Refine understanding and estimates –  Relative ranking into ranked backlog

!  Ranked Backlog


Portfolio Kanban System (2)

!  Ranked backlog –  Business analyst pulls epic –  Looks at solution alternatives –  Refines business case

!  Analyzed backlog –  Portfolio Management Team approves epic

!  Epic Backlog –  Epic to be implemented by Program (ART) –  Epic Owner

!  Drives cross-cutting epics across release trains ! Works with release train product management

–  Lightweight business case (1 to 2 pages) Epic&&

Feature Feature

Story Story

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Epic

!  Epic in portfolio backlog –  Investment themes determine epics in backlog

!  Template –  For <customer> who <do something> the <solution> is a

<something – the how> that <provides this value> unlike <competitor, current solution> our solution <does something better>

!  In and out of scope features !  Success criteria !  Non-functional requirements


Legacy Mindsets to Avoid

!  “Can plan a full year of projects” !  “Maximize utilization” – 100 % allocation !  “Just get it done” – no adjustments !  “Order taker mentality” – treat development as

production process !  “Control through data” - fine grained reporting !  “Control through milestones” – on artifacts, not

running code

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Lean Agile PPM

!  Decentralized decision making !  Continuous value flow !  Lightweight business cases !  Decentralized rolling wave planning !  Agile estimating and planning !  Agile Release Trains (not project

based) !  Self-managing teams and programs !  Objective fact-based measures


Decentralized Decision Making

!  Epics – portfolio decisions !  Features – program decisions

Epic&&

Feature Feature

Story Story

Program&

Portfolio

Team

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Continuous Value Flow

!  Limit demand to meet capacity


Lightweight Business Cases

!  One to two pages

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Decentralized Rolling Wave Planning

!  Teams plan face-to-face on a fixed cadence !  Result: agree-to objectives


Agile Estimation and Planning

! Monitor velocity !  Account for uncertainty

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Agile Release Trains

!  Project scheduling replaced by standard cadence !  Resources only adjusted at cadence boundaries


Self-Managing Teams

! Model is to proceed unless stopped !  All development in fixed PSI increments

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Objective Fact-Based Measures

!  Status by working software

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PSI Planning Agenda

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Day One !  Business Context !  Product Solution/Vision !  Architectural Vision /

Development Practices !  Planning Context and Lunch !  Team Breakout !  Draft Plan Review ! Management Reviews / Problem

Sovling


Day Two !  Planning Adjustments !  Team Breakouts !  Final Plan Review and Lunch !  Program Risks !  PSI Objectives !  Plan Rework (if necessary) !  Planning Retrospective and

Moving Forward

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Business Context

!  Executive leadership shares state of business !  No set format (e.g. SWOT – strength, weakness,

opportunity, threat)


Product / Solution Vision

!  Product Management presents vision and high priority features

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Architecture Vision and Development Practices

!  Vision for architecture !  Updates on agile tooling and practices


Team Deliverables

!  PSI Objectives !  Sprint plans !  Risks

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Normalized Story Points

!  Normalized story points provide basis for estimating within/across programs

!  One time calibration !  Start with 8 points for each full time developer and

tester – gives “velocity” !  Subtract 1 for each vacation day and holiday !  Pick small story that would take ½ day to code, ½

day to test – call it 1 !  Estimate all others relative


PSI Objectives

! May just be features (not down to story level) ! May be other – milestones (e.g. trade show), !  Business owners assign value on scale 1 to 10

&&

&&

PSI&


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Program Plan

!  Plan Shows –  Feature delivery –  Dependencies –  Milestones


Program Plan

Sprint&1& Sprint&2& Sprint&3& Sprint&4& Sprint&5&

Milestones/Event&

Trade&Show&

Features& Feature&A& Feature&B& Feature&D& Feature&E&

Team&One& Story&One& Story&Five&& And0so0forth0

Team&Two& Story&Two& Story&Six&

Team&Three& Story&Three& Story&Seven&

Team&Four&& Story&Four&Story&Nine&

Story&Eight&Story&Ten&

Shows&dependencies&

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Draft Plan Review

!  Look at: –  Velocity –  Flow –  PSI objectives –  Risks –  Impediments –  Dependencies


Managers Review and Problem Solving

!  Any adjustments? !  Any bottlenecks? !  Anything to sacrifice?

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Planning Adjustments

!  Based on review, adjust !  Changes to priorities, plan, scope, resources


Business Owners

!  Authority over program budget allocation !  Participate in PSI Planning and Inspect and Adapt !  Attend system demo

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Final Plan Review

!  Focus on team objectives and risks !  Review by all teams !  Business owners accept/reject plan


Program Risks

!  Remaining program risks and impediments discussed

!  ROAM –  Resolved – not a concern –  Owned – someone has responsibility –  Accepted – nothing more can be done –  Mitigated – plan for adjustment as necessary

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Commitment

!  Confidence vote –  Fist of five (1 – no confidence, 5 – high confidence)

!  Two part commitment –  Team does everything in their power to meet objectives –  Team escalates immediately if not meeting objectives (for

any reason)



Exercise

!  Two minutes planning / then execute

!  AGILE IS FUN !  Color 12342 42 341 !  Italic NNNYN NN YNY !  Bold NYNNY NY NNY

!  Bold must be done by two people !  Italics must be done by one person (very specialized).

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123& &&& &16&October&2013&

ExecuGon'


Scrum of Scrums

!  Continuous coordination of teams !  Scrum Masters and Release Train Engineer !  Twice a week !  Time-boxed with “Meet After”


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Product

!  Product management and product owners !  Once a week


Continuous Inter-team Coordination

!  Teams visit other teams !  Including backlog grooming, sprint planning, daily

standups, demo !  Sprint goals align teams to each other

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Continuous System Integration

!  Integrate entire user story !  Avoid physical branching (could use tags) !  Develop by intention –  Define interfaces –  Integrate –  Then add functionality


System Demo

!  After sprint demos !  Every 2 weeks !  System Team/Product Management demonstrates to

business owner and stakeholders Ready&

Plan

Commit

Execute

Demo

Retrospect

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HIP Sprint

!  Hardening, Innovation, Planning (HIP) –  Enables cadence, delivery reliability

!  Hardening – tests not practical every iteration !  Innovation – spikes, hackathons, infrastructure

improvements !  Planning – PSI Planning

&&

&&

PSI&



HIP Sprint

!  One week – harden and innovation !  Second week – –  Release planning preparation –  Continuous education –  Inspect and adapt –  PSI Planning


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Inspect and Adapt

!  PSI Demo to stakeholders !  Quantitative measurements !  Problem solving workshop


PSI Demo

!  Product management / system team demos !  Everyone can attend


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Quantitative measurements

!  Completion of PSI objectives !  Percentage of business value achieved ! Measure percentage versus acceptable band


PSI Performance Summary

!  Productivity –  Features planned and accepted

!  Quality –  Open defects –  % Test automation

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Problem Solving Workshop

!  Address large impediments limiting velocity !  Perform root cause analysis



PSI Planning

!  Input – vision, milestones, to ten features !  Output – PSI objectives and program board

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137& &&& &16&October&2013&

Agile'Architecture'


Agile Architecture

!  Intentional guidance and emergent design !  Spans all three levels !  Roles –  Enterprise architect – at portfolio level –  System architect – at program level (overall guidance)

!  Architectural Runway

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Principles of Agile Architecture

!  Design Emerges !  Architecture is a collaboration !  Bigger system, longer runway !  Build simplest architecture that

can possibly work ! When in doubt, code it or model

it !  They build it, they test it !  No monopoly on innovation !  Implement architectural flow


Emergent Design and Architecture

!  Complexity and changing requirements makes centralized decision making inefficient

!  Design by those who implement specific functionality !  At scale, some intentional architecture necessary –  Excessive redesign slows time-to-market –  Some capabilities can/should be anticipated –  Teams not always able to synchronize, thus creating

divergence –  Cross-cutting architectural and user requirements

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Intentional Architecture

!  Just in time architectural elaboration !  Assumes incremental implementation !  Relies on feedback from teams !  Three phases: –  Current intent – building now –  Near term – may be building next –  Future intent – may build


Architectural Runway

!  Architectural features !  Research with “up-front” spikes

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Design Simplicity

!  Common language to describe system !  Solution model close to domain model !  Follow good old design principles


Code or Model to Validate

!  Implement prototypes ! Mix of actual and mock functionality and interfaces ! Model if too big to code

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They build it, they test it

!  System architects (and teams) must create environment to verify system behavior

!  Design for testability


No monopoly on innovation

!  Some from architects, some from teams !  HIP sprints – cadence for innovation

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Implement architectural flow

!  Architectural epics may span multiple ARTs


Enterprise Architect

!  Holistic vision of solutions !  Drives architectural Kanban !  Facilitates re-use of ideas, components, patterns

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Architectural Epics

!  Architectural Epics !  Cut across: –  Time – affect multiple releases –  Scope – affect multiple products, systems, solutions, –  Organization – affect multiple teams, programs, business

units !  Arise from: –  New opportunities –  Changes in technology –  Common infrastructure to avoid redundancy


Architectural Flow

!  Like business flow !  Funnel, backlog, analysis, implementation

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151& &&& &16&October&2013&

Other'(OpGonal)'


Overall'Flow'(1)'

Opportunity' '' Epic'' '' Features'' '' PSI'Stories'

'' Sprint'backlog'

'' Authority&approves&&High&level&es9mates&and&business&analysis&&

&& Analysis&by&porjolio&management&team&&

&& PSI&Planning&team&&

Per&team&

Sprint&planning&

&&

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Overall'Flow'(2)'

Sprint'backlog'

'' Tested'stories'

'' Product'Owner'accepted'

'' System'demo'accepted'

'' Ready'for'release''

'' Team&analyzes,&develops,&tests&&

&& Sprint&Demo&&

&& System&Demo&&

&& Final&tes9ng&(if&any)&

&&

&& &&&&

&& && && && &&


Architectural'Flow'

Architectural'Opportunity'

'' Architectural'Epics''

'' Features''

'' Architectural&approval,&high&level&es9mates&&

&& Analysis&by&system&architects&&

Priori9zed&with&user&features&&

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Leadership

!  Leader as –  Expert –technically focused –  Conductor –central decision maker, orchestrator –  Developer – creates team jointly responsible for success

(servant leaders)


!  Perform root cause analysis !  State problem clearly and succinctly –  Pick one root cause and state as problem

!  Brainstorm a solution !  Take responsibility –  Identify stories needed for solution

!  Specify measureable results !  Set achievable deadlines ! Monitor progress

Corrective Action Plan

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The Power of “ba”

! We, work, knowledge are all one !  Self-organizing –  Shared context in which individuals interact

158& &&& &16&October&2013&

Not'An'Ending,'But'a'Beginning'

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Objective Review

!  Introduce SAFe –  Concepts –  Roles –  Principles

!  Lean (a little)


!  Go'and'become'SAFe''

'!  Thank'you''!  Please'fill'out'evaluaGons'

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161& &&& &16&October&2013&

A'Workshop'(If&there’s&9me)&


Vision'/'Charter'

!  Sam’s'Lawn'Mower'Repair'and'CD'Rental'Store'!  Vision'&

–  The&rental&process&creates&minimum&waste&and&offers&more&services&to&customers.&

!  Mission'&–  Create&a&custom&soNware&package.&&&

!  ObjecGves&–  Within&two&months&aNer&project&ini9a9on,&clerks&will&spend&50%&less&9me&per&transac9on&on&both&CD&checkZouts&and&returns.&

–  Within&three&months&aNer&project&ini9a9on,&customers&will&be&able&to&reserve&CDs&prior&to&ren9ng&them.&&

!  Principles&&–  Customer&sa9sfac9on&is&of&primary&importance.&&–  Clerk&convenience&is&secondary.&

162&&&&&&&&&&&&&&&&&&&&&&&&&&&&

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Epic'Example'

!  Business&Epics&&–  CheckZin&and&CheckZout&–  Customer&Services&

– Mul9ple&Stores&

!  Architectural&Epics&&– Mul9ple&Stores&&&&


Features'Example'

!  Example&Z&Sam’s&Lawn&Mower&Repair&and&CD&Rental&Shop&&–  CheckZin&and&CheckZOut&&

!  Check&out&and&check&in&!  Credit&card&charging&to&eliminate&cash&&

–  Customer&Services&&!  Reserva9on&system&for&CDs&&!  CD&catalog&of&all&CDs&so&renters&can&select&ones&to&rent&or&reserve&! Hookup&with&a&video&rental&store&to&offer&combined&reserva9ons.&&

– Mul9ple&Stores&! Way&to&return&a&CD&to&any&store&&! Way&to&determine&which&stores&have&par9cular&CDs&&

164&&&&&&&&&&&&&&&&&&&&&&&&&&&&

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Sam’s'Lawn'Mower'and'CD'Rental'Store'

!  Es9mate&WSJF&for&the&features&&

!  Break&up&features&into&stories&&!  Es9mate&and&schedule&stories&&

Technology

An Introduction to SAFe: The Scaled Agile Framework