SAFe Core Values
Built-in Quality
Program Execution
Alignment
Transparency
PDCA
Plan
Do
Check
Adjust
Agile Teams
Cross Functional,
... [Show More] Self Organizing; Can define, build, testing valuable things
Delivers value every two weeks
Agile Teams Power the Train
4 Types of Safe
Essential- Program & Team
Portfolio SAFe- Portfolio, Program & Team
Large Solution- Large Solution, Program & Team
Full- Portfolio, Large Solution, Program & Team
SAFe House of Lean
House of Lean- Value
achieve the sustainably shortest lead time with:
-Best quality and value to people and society
-High morale, safety and customer delight
House of Lean- Respect for People and Culture
People do the work, customer is whoever consumes your work
-don't overload them
-don't make them wait
Build long-term partnerships based on trus
Cultural change comes LAST, not first
To change the culture, you have to change the orgnaization
House of Lean- Flow
Optimize continuous and sustainable throughput of value
Build quality in; flow depends on it
Understand, exploit, and manage variability
Informed decision-making via fast feedback
House of Lean- Innovation
Innovation comes from the producer; customers validate
Get out of the office (Gemba)
Provide time and space for creativity
Pivot without mercy or guilt
House of Lean- Relentless Improvement
A constant sense of danger
Optimize the whole
Consider Facts carefully, then act quickly
"Those who adapt fastest; win"
House of Lean- Leadership
Lead the change
Emphasize life-long learning
Develop People
Decentralize decision-making
Agile Manifesto
Value:
-Individuals and interactions
-Working Software over documentation
-Customer collaboration over contract negotiation
-Responding to change over following a plan
Agile Principles
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SAFe Lean-Agile Principles
1. Take an economic view
2. Apply systems thinking
3. Assume variability; preserve options
4. Build incrementally with fast, integrated learning cycles
5. Base milestones on objective evaluation of working systems
6. Visualize and limit WIP, reduce batch sizes and manage queue lengths
7. Apply cadence, synchronize with cross-domain planning
8. Unlock the intrinsic motivation of knowledge workers
9. Decentralize decision-making
1 Principle- Take an economic view
Do not consider "Sunk Costs"
If you quantify one thing, quantify the cost of delay
2 Principle- Apply systems thinking
Optimizing the component does not optimize the system
A system can evolve no faster than its slowest integration point
Focus on the Delays: most problems surface as delays; reducing delays is the fastest way to reduce time to market
3 Principle- Assume variability; preserve options
requirements must be flexible to make economic design choices
designs must be flexible to support changing requirements
preservation of options improves economic results
4 Build incrementally with fast, integrated learning cycles
Fast feedback accelerates knowledge
Reduce the cost of risk-taking by truncating unsuccessful paths quickly
5 Base milestones on objective evaluation of working systems
Program increment (PI) demos are orchestrated to deliver objective progress, product, and process metrics
Objective milestones facilitate learning and allow for continuous, cost-effective adjustments towards an optimum solution
6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
reduced batch sizes:
-Increases predictability
-accelerates feedback
-reduces rework
-lowers cost
The most important batch is the handoff batch
Long queues are bad
Long queues create:
-longer cycle times
-increase risk
-more variability
-lower quality
-less motivation
7 Apply cadence and synchronization
Cadence-makes waiting times predictable, supports regular planning and cross-functional coordination, limits batch sizes to single interval
Synchronization- facilitates cross-functional tradeoffs, provides routine dependency management
Cadence based planning limits variability to a single interval
Scrum Master
Coaches the agile team, facilitates team meetings
Removed impediments; protects the team from outside influence
Product Owner
Defines and accepts stories
Acts as customer for developers
Works with product management to plan PIs
Prioritizes team backlog
Development Team
Creates refines and builds user stories and acceptance criteria
Develop and commit to Team PI Objectives and iteration plans
3-9 People
PI Planning
-two days every 8-12 weeks (10 weeks typical)
-Input= Vision and Top 10 Features
-Output= Team and Program PI objectives and program board
Stretch Objectives
DO count in velocity/capacity
However, are not included in commitment
Features and Stories
Features decompose into stories by the teams on the train
Enabler Stories
Exploration
Architecture
Infrastructure
Compliance
Story Points
Singular number represents:
-Volume
-Complexity
-Knowledge
-Uncertainty
Story points are relative
Defined by estimating poker
ROAMing Risks
Resolved
Owned
Accepted
Mitigated
Features
Have benefit hypothesis and acceptance criteria
Fits into 1 PI
ON a Program Board
Job Sequencing
is the key to economic outcomes
Need to know two things:
-Cost of Delay
-Cost to implement the valuable thing
*Give preferences to jobs with the Shorter Duration and Higher COD
Cost of Delay Components
-User and Business Value
-Time Criticality
-Risk Reduction & Opportunity Enablement
Weighted Shortest Job First
COD/Job Size
Architectural Runway
Existing code, hardware components, etc that enable near-term business features
DevOps
An agile approach to bridge the gap between development and operations to deliver value faster and more reliably
-a capability of every Agile Release Train
- Value only occurs when end users are operating the solution
CALMR approach to DevOps
Culture
Automation
Lean Flow
Measurement
Recovery
Release on Demand
Decouple deployment from relase
4 Dimensions of Transformational leader
Vision
Authenticity
Growth
Innovation
Value Streams
-sequence of steps used to deliver value to the customer
Fund value streams not budgets
Epics
Enterprise initiatives so substantial they warrant analysis, understanding ROI, business case and approval
-Cuts across value streams
-EPICS then Features, then Stories
Estimated by splitting into potential features, then normalizing Story points and adding them up [Show Less]