SAFe Agile
Scaled Agile Framework. Framework for scaling Agile
Seven Core Competencies of Biz Agility
Enterprise Solution Delivery Agile Product
... [Show More] Delivery Team & Technical Agility Lean Portfolio Mgmt Organizational Agility Continuous Learning Culture * Lean-Agile Leadership
Business Agility requires what?
Technical Agility and Biz-level commitment to Product and Value Stream thinking. Everyone uninvolved in delivering Biz solutions use Lean & Agile practices.
What are the 4 SAFe configurations?
Essential, Portfolio, Large Solution, Full
When is the Essential SAFe configuration used?
For Basic SAFe implementations
When is the Portfolio SAFe configuration used?
TBD. Essential + Portfolio additions
When is the Large Solution SAFe configuration used?
TBD. Essential + Large Solution. MULTIPLE trains.
When is the Full SAFe configuration used?
TBD. All 3 other Configurations PLUS???
Enterprise Solution Delivery
How to apply Lean-Agile principles & practices to specification, development, deployment, operation and evolution of the world's largest & most sophisticated SW apps, networks, and cyber-physical systems. One of the 7 Core Competencies of Biz Agility.
Agile Product Delivery
A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. One of the 7 Core Competencies of Biz Agility.
Team & Technical Agility
The critical skills and Lean-Agile principles that high-performing Agile teams (or team of teams) use to create hi-quality solns for customers. One of the 7 Core Competencies of Biz Agility. Roles: Agile Team, SM, PO. Teams execute w Scrum & Kanban.
Lean Portfolio Mgmt
Aligns strategy & execution by applying Lean- and systems-thinking approaches to strategy and investment funding Agile portfolio operations, and governance. One of the 7 Core Competencies of Biz Agility.
Organizational Agility
How Lean-thinking people and Agile Teams optimize their business, evolve strategy with clear & decisive new commitments, and quickly adapt ad needed to capitalize on new opportunities. One of the 7 Core Competencies of Biz Agility.
Continuous Learning Culture
A set of values and practices that encourage individuals, & the Enterprise as a whole, to continually increase knowledge, competence, performance and innovation. One of the 7 Core Competencies of Biz Agility.
Lean-Agile Leadership
How Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals & teams to reach their highest potential. One of the 7 Core Competencies of Biz Agility.
Built-in Quality
Built-In Quality practices ensure that each Solution element, at every increment, meets appropriate quality standards throughout development.
Agile Manifesto
Individuals & Interactions OVER Processes & Tools; Working Software OVER comprehensive documentation; * Customer Collaboration OVER contract negotiation; Responding to Change OVER following a plan.
Continuous Delivery Pipeline (CDP)
Continuous Exploration -> Continuous Integration -> Continuous Deployment -> Release on Demand. CE -> CI -> CD -> RoD.
Measure & Grow
The way portfolios evaluate their progress towards Biz Agility and determine their next steps.
SAFe Core Values
Alignment, Built-in Quality, Transparency, Program Execution. The four Core Values represent the fundamental beliefs that are key to SAFe's effectiveness. These guiding principles help dictate behavior and action for everyone who participates in a SAFe portfolio.
Alignment
Constant communication, constantly check for understanding.
Built-In Quality
Ensures that each Solution element, at every increment, meets appropriate quality standards throughout development.
Transparency
visualize relevant work, admits mistakes, support others.
SAFe House of Lean
Illustrates the goal of delivering VALUE through the pillars of Respect for people and culture, Flow, Innovation, and Relentless improvement. LEADERSHIP provides the foundation on which everything else stands.
Respect for people and culture
House of Lean. Generative Culture; People do all the work; Customer is whomever consumes your work; Build long-term partnerships based on trust; To change the Culture, Change the Organization.
Flow
House of Lean. Optimize sustainable Value delivery; Build in Quality; Understand, exploit & manage variability; Move from Projects to Products.
Innovation
House of Lean. Innovative people, provide time & space for Innovation, Go see; Experimentation & Feedback; Innovation riptides; Pivot without mercy or guilt.
Relentless improvement
House of Lean. Constant sense of danger; Optimize the whole; problem-solving culture; Base improvements on facts; Reflect at Key Milestones.
Value
House of Lean. Achieve the shortest sustainable lead time with The best Quality & Value to People & Society; high Morale, Safety and Customer Delight.
Leadership
House of Lean.Lead by example; Adopt growth mindset (why do it this way?); Exemplify values & principles of Lean-Agile & SAFe; Develop people; Lead the change; Foster psychological safety.
Lean-Agile Principles
SAFe is based on ten immutable, underlying Lean-Agile principles which inspire and inform the roles and practices of SAFe: Take an economic view; Apply systems thinking; Assume variability; Build incrementally with fast, integrated learning cycles; Base milestones on objective evaluation of working systems; Visualize & limit WIP, reduce batch sizes, manage Q lengths; Apply cadence, sync with x-domain planning; Unlock intrinsic motivation of knowledge workers; Decentralize decision-making; Organize around value.
Take an Economic view
Lean-Agile Prin. Deliver Value early & often. & incrementally; Solution economic trade-offs.: Sequence jobs for maximum benefit; Do not consider Sunk Costs; Make economic choices continuously (pivot relentlessly); Empower local decision making; Quantify the Cost of Delay.
Apply Systems Thinking
Lean-Agile Prin. ATTRIBUTES: Optimizing a component does not optimize the system; a higher-level of understanding & Arch is required; System value passed through its interconnections; System can evolve no faster than its slowest integration point.
Optimize Full Value Stream
Lean-Agile Prin., Systems Thinking. * Reducing Delays in Value Stream is fastest way to reduce time to market.
Assume Variability; preserve options
Lean-Agile Prin. Requirements must be flexible to make economic designs choices. Design must be flexible to support changing requirements. *Preservation of options improves economic options.. Apply a set-based approach.
Build incrementally with fast, integrated learning cycles
Lean-Agile Prin. Apply fast learning cycles - shorter the cycle, faster the learning. PDCA (Plan, Do, Check, Adjust). Facilitated by small batch cycles. Apply fast learning cycles. Integration points control product development. Dev proceeds no faster than the slowest learning loop. *Integration points reduce risk.
Base milestones on objective evaluation of working systems
Lean-Agile Prin. 1. Apply Objective Milestones: PI system demos are orchestrated to deliver objective progress, product, and process Metrics. 2. Iterate to optimum solution (Objective Milestones). Problems with Phase-gate milestones: early design decisions, assume solution can be built correctly first time, create huge batches and long queues. Requirements & decisions too early, adjustments too late & costly as new facts emerge.
Visualize and limit WIP, reduce batch sizes, manage Q lengths
Lean-Agile Prin. Reduce batch sizes for higher predictability, accelerated feedback, - less rework, lower cost. Most important is Handoff Batch. Find optimal batch size. Higher Transaction costs make optimal batch size bigger; Higher holding costs make it smaller (crossed lines in a chart).
BVIR
Big Visible Info Radiator (Kanban board). Features, Stories, Dependencies, Milestones.
Little's Law
Faster processing time decreases wait; shorter q lengths decrease wait. Average Wait time = Average q length / average processing wait. Wq = Lq/Lambda. e.g. 30 items/10 items/Q = 3Quarters
Apply cadence, sync with x-domain planning
Lean-Agile Prin. Cadence: predictable occurrences, predictable waiting time, regular planning & x-fcnl cordn, limits batch size, controls injection of new work, scheduled integration pts. Need scope/capacity margin. Cadence-based planning limits variability to single interval. Synchronization (demos): multiple concurrent events, x-functional tradeoffs, routine dependency mgt, full system & integration assessment, multiple feedback perspectives. Design cycles must be synchronized. Sync w x-domain planning.
Unlock the intrinsic motivation of knowledge workers
Lean-Agile Prin. Knowledge workers most qualified to make decisions about their work. Need autonomy. Autonomy, Mastery, Purpose.
Decentralize decision-making
Lean-Agile Prin. Define the economic logic behind a decision; empower others to make the changes. Centralize: Infrequent, Long-lasting, Significant economies of scale. Decentralize Frequent, Time critical, Require local information.
Organize around value
Lean-Agile Prin. Value doesn't follow silos. Organize around flow of value (Value Stream). Value at scale is distributed - often flows across org boundaries. Find the kidney - value stream within which to build 1+ ARTs.
Value Stream
Sequence of steps used to deliver a continuous value to Customer. Includes whole sequence to value delivery, Contains people, systems, flow of info & materials. [Show Less]