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An Introduction to
Scaled Agile Framework
(SAFe)
James Chan
Agile Management
CA Technologies
Director, ITBM Technical Sale...
2 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
For Informational Purposes Only
© 2015 CA. All rights reserved. All tra...
3 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Abstract
To compete in today’s application economy,
organizations have ...
4 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Agenda
THE APPLICATION ECONOMY AS A DISRUPTER
FOUNDATIONAL PRINCIPLES O...
5 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLDSource: Anish Bhimani: A Leader in Risk Management at http://engineering...
6 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Experience is everything.
In business and in life, we choose the things...
7 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
8 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Organizations
Thought
Speed Was
The Magic
Bullet
9 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
SCRUM
KANBAN
Product
Backlog
Sprint Backlog Sprint Review Meeting
Relea...
10 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
What Does this Number Represent?
37%
11 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Speed Alone is Not Enough
Even with agile development
providing engine...
12 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Focus on
Speed Alone
Did Not Yield
the Intended
Results
13 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Product-Focused Frameworks
14 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
The Scaled Agile Framework is a proven, public-facing framework
for ap...
15 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Agile
Systems
Engineering
Lean Product
Development
Lean Thinking
2012 ...
16 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Quick Overview of What SAFe is
Scaled Agile Framework – SAFe
17 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Agenda
THE APPLICATION ECONOMY AS A DISRUPTER
FOUNDATIONAL PRINCIPLES ...
18 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Foundations of the Scaled Agile Framework®
Values, Principles, Practic...
19 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
We Thought We’d be Programming Like This:
19 © 2015 CA. ALL RIGHTS RES...
20 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
But Sometimes it Feels Like This:
20 © 2015 CA. ALL RIGHTS RESERVED.@C...
21 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Problems
discovered
too late
No way to
improve
systematically
Hard to
...
22 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
The Management Challenge
It is not enough that management commit
thems...
23 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
What it is They Must Do
 Embrace Lean-Agile Values
 Apply Lean-Agile...
24 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Embrace Lean-Agile Values
LEADERSHIP
Respectfor
peopleandculture
Flow
...
25 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Value in the Shortest Sustainable Lead Time
 Achieve the sustainably
...
26 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Agenda
THE APPLICATION ECONOMY AS A DISRUPTER
FOUNDATIONAL PRINCIPLES ...
27 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
3.0
28 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Nothing Beats an Agile Team
 Cross-functional Agile Teams deliver wor...
29 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Except a Team of Agile Teams
 Cross-functional teams-of-agile-teams d...
30 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Agenda
THE APPLICATION ECONOMY AS A DISRUPTER
FOUNDATIONAL PRINCIPLES ...
31 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Release Planning
 Two days every 8–12 weeks
 Everyone attends in per...
32 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Sample Day 1 Agenda
8:00
9:00
9:00
10:30
1:00
4:00
5:00
6:00
10:30
11:...
33 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Sample Day 2 Agenda
8:00
9:00
9:00
11:00
11:00
1:00
 Planning adjustm...
Prior to Release Planning
35 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Content Preparation
 Executive Briefing
State of the business and upc...
36 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Before Release Planning: The Cadence
Program Level Calendar:
 Release...
37 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
The Release Planning Process
Input: Vision and Top Ten features
Output...
Release Planning Day 1
39 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Sample Day 1 Agenda
8:00
9:00
9:00
10:30
1:00
4:00
5:00
6:00
10:30
11:...
40 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Business Context
There is no prescribed format, but some
options inclu...
41 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Product / Solution Vision
Product Management presents the vision and t...
42 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Architecture, UX, and Dev Practices
Architecture, UX, and Development ...
43 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Planning Context: Setting the Stage
The facilitator sets a shared unde...
44 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Team Breakout #1
In breakouts, each team breaks down their
features in...
45 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Team Breakout #1: Color Coding
We can visually see
that some teams may...
46 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Team Breakout #1: Team Deliverables
Sprint 1.1 Sprint 1.2 Sprint 1.3 S...
47 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Sprint 1.1 Sprint 1.2 Sprint 1.3 Sprint 1.4
Sprint1.5
(IP)
Milestones/...
48 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Align to a Mission with PI Objectives
Team’s PI Objectives:
They often...
49 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Scrum of Scrums
The hourly scrum of scrums checkpoint helps keep teams...
50 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Reprinted by Permission of TradeStation Technologies
Draft Plan Review...
51 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Management Review & Problem Solving
Common Questions During the Manage...
Release Planning Day 2
53 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Sample Day 2 Agenda
8:00
9:00
9:00
11:00
11:00
1:00
 Planning adjustm...
54 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Planning Adjustments
Possible Changes:
 Business priorities
 Adjustm...
55 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Team Breakout #2
 In the second team breakout, business owners
circul...
56 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
SMART Team and Program PI Objectives
SMART Objectives are:
 Specific ...
57 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
More on Stretch Objectives
 Stretch Objectives do count in velocity/c...
58 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Final Plan Review
Teams and Business Owners peer-review all final plan...
59 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Building the Final Plan
 Final plans are reviewed by all teams
 Busi...
60 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Addressing Program Risks
ROAMing Risks:
 Resolved – has been addresse...
61 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Confidence Votes: Team and Program
“Fist of Five” confidence vote for ...
62 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Plan Rework if Necessary
The Program Timebox
 Just as the Sprint Plan...
63 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Executing Strategy in an Agile Portfolio
 Organize Agile Release Trai...
64 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
CA PPM Provides a Business-Facing Tool
65 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
CA PPM and Agile Landscape
Strategic Planning / Capital Planning
Enter...
66 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Integrated Planning Regardless
of Execution Mode
Business Case –
Intak...
67 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Q & A
68 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
For More Information
To learn more, please visit:
http://cainc.to/Nv2V...
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An Introduction to Scaled Agile Framework (SAFe)

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To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.

For more information, please visit http://cainc.to/Nv2VOe

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An Introduction to Scaled Agile Framework (SAFe)

  1. 1. An Introduction to Scaled Agile Framework (SAFe) James Chan Agile Management CA Technologies Director, ITBM Technical Sales AMX10E Michelle Templeton CA Technologies Senior Principal Consultant, ITBM Technical Sales
  2. 2. 2 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD For Informational Purposes Only © 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies. The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA. Terms of this Presentation
  3. 3. 3 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Abstract To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level. James Chan CA Technologies Director, ITBM Technical Sales
  4. 4. 4 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agenda THE APPLICATION ECONOMY AS A DISRUPTER FOUNDATIONAL PRINCIPLES OF SCALED AGILE FRAMEWORK INTRODUCING THE SCALED AGILE FRAMEWORK GETTING A FEEL FOR RELEASE PLANNING 1 2 3 4 QUESTIONS AND ANSWERS4
  5. 5. 5 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLDSource: Anish Bhimani: A Leader in Risk Management at http://engineering.cmu.edu/alumni/profiles/2013/bhimani_jpmorgan_chase.html
  6. 6. 6 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Experience is everything. In business and in life, we choose the things we like, seeking them out over and over again. The things we don’t enjoy we avoid like the plague. Experience drives our decisions. Of course, that’s never been more true than in the application economy. Today’s customers are empowered and have more choices than ever. Providing a superior customer experience is a simple concept, yet deceptively difficult to execute. The Bottom Line: Customer Experience is THE prime differentiator in business today. © 2015 CA. ALL RIGHTS RESERVED.
  7. 7. 7 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
  8. 8. 8 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Organizations Thought Speed Was The Magic Bullet
  9. 9. 9 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD SCRUM KANBAN Product Backlog Sprint Backlog Sprint Review Meeting Release Sprint 2 Weeks Sprint Burn DownDaily Meetings Stack of Requirements Ready to Develop Development Testing/Acceptance Customer Done Done Done Agile 101: Multiple Approaches/Methodologies
  10. 10. 10 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD What Does this Number Represent? 37%
  11. 11. 11 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Speed Alone is Not Enough Even with agile development providing engineering optimization, there are still challenges insuring that the right investments are being chosen to begin with. 37% Only 37% of product managers stated their efforts are aligned with their firm’s business strategy. Source: Actuation Consulting 2015 Study of Product Team Performance
  12. 12. 12 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Focus on Speed Alone Did Not Yield the Intended Results
  13. 13. 13 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Product-Focused Frameworks
  14. 14. 14 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD The Scaled Agile Framework is a proven, public-facing framework for applying Learn and Agile practices at enterprise scale The Scaled Agile Framework® (SAFe)  Synchronize alignment, collaboration and delivery  Well-defined in books and now on the Web  Scales successfully to large numbers of practitioners and teams Core Values: 1. Code Quality 2. Program Execution 3. Alignment 4. Transparency
  15. 15. 15 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agile Systems Engineering Lean Product Development Lean Thinking 2012 2013 2014 2.0 3.0 1.0 Field Experience at Enterprise Scale 4.0 2015 Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The SAFe® Journey
  16. 16. 16 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Quick Overview of What SAFe is Scaled Agile Framework – SAFe
  17. 17. 17 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agenda THE APPLICATION ECONOMY AS A DISRUPTER FOUNDATIONAL PRINCIPLES OF SCALED AGILE FRAMEWORK INTRODUCING THE SCALED AGILE FRAMEWORK GETTING A FEEL FOR RELEASE PLANNING 1 2 3 4 QUESTIONS AND ANSWERS4
  18. 18. 18 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Foundations of the Scaled Agile Framework® Values, Principles, Practices, Implementation 18 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
  19. 19. 19 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD We Thought We’d be Programming Like This: 19 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
  20. 20. 20 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD But Sometimes it Feels Like This: 20 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
  21. 21. 21 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Problems discovered too late No way to improve systematically Hard to manage distributed teams Late delivery Too little visibility Too early commitment to a design that didn’t work Poor morale Massive growth in complexity Phase gate SDLC isn't helping reduce riskUnder- estimated dependencies And Our Retrospectives Read Like This:
  22. 22. 22 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD The Management Challenge It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated. —W. Edwards Deming “…and if you can’t come, send no one” —Vignette from Out of the Crisis, Deming,1986
  23. 23. 23 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD What it is They Must Do  Embrace Lean-Agile Values  Apply Lean-Agile Principles  Implement Lean-Agile Practices  Lead the Implementation
  24. 24. 24 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Embrace Lean-Agile Values LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE
  25. 25. 25 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Value in the Shortest Sustainable Lead Time  Achieve the sustainably shortest lead time with – Best quality and value to people and society – High morale, safety, customer delight LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE There is only one boss. The customer. And he can fire everybody in the company. —Sam Walton
  26. 26. 26 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agenda THE APPLICATION ECONOMY AS A DISRUPTER FOUNDATIONAL PRINCIPLES OF SCALED AGILE FRAMEWORK INTRODUCING THE SCALED AGILE FRAMEWORK GETTING A FEEL FOR RELEASE PLANNING 1 2 3 4 QUESTIONS AND ANSWERS4
  27. 27. 27 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD 3.0
  28. 28. 28 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Nothing Beats an Agile Team  Cross-functional Agile Teams deliver working software every two weeks  Scrum roles and project management practices, XP-inspired technical practices; Kanban for flow ScrumXP Kanban
  29. 29. 29 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Except a Team of Agile Teams  Cross-functional teams-of-agile-teams deliver working system increments every two weeks  Operate with common Vision, architecture and UX guidance  Collaborate, align, and adapt with face-to-face planning and retrospectives
  30. 30. 30 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agenda THE APPLICATION ECONOMY AS A DISRUPTER FOUNDATIONAL PRINCIPLES OF SCALED AGILE FRAMEWORK INTRODUCING THE SCALED AGILE FRAMEWORK GETTING A FEEL FOR RELEASE PLANNING 1 2 3 4 QUESTIONS AND ANSWERS4
  31. 31. 31 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Release Planning  Two days every 8–12 weeks  Everyone attends in person if at all possible  Product Management owns feature priorities  Development team owns story-planning and high-level estimates  Architects and UX folks work as intermediaries for governance, interfaces, and dependencies Cadence-based Release Planning meetings are the pacemaker of the agile enterprise Result: A committed set of program objectives for the next PI
  32. 32. 32 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Sample Day 1 Agenda 8:00 9:00 9:00 10:30 1:00 4:00 5:00 6:00 10:30 11:30 4:00 5:00 11:30 1:00  State of the business and upcoming objectives  Vision and prioritized features  Architecture, common frameworks, etc.  Agile tooling, engineering practices, etc.  Facilitator explains planning process  Teams present draft plans, risks, and impediments  Teams develop draft plans and identify risks and impediments  Architects and Product Managers circulate  Adjustments made based on challenges, risks, and impediments 1 2 3 4
  33. 33. 33 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Sample Day 2 Agenda 8:00 9:00 9:00 11:00 11:00 1:00  Planning adjustments made based on previous day’s management meeting  Teams present final plans, risks, and impediments  Teams develop final plans and refine risks and impediments  Business Owners circulate and assign business value to team objectives 2:00 2:15 1:00 2:00  Remaining program-level risks are discussed and ROAMed  Team and program confidence vote After Commitment 2:15 ???  If necessary, planning continues until commitment is achieved  Retrospective  Moving Forward  Final Instructions ! 1 2 3 4 1 2 3 4
  34. 34. Prior to Release Planning
  35. 35. 35 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Content Preparation  Executive Briefing State of the business and upcoming objectives  Product Vision Briefing(s) Vision and top 10 features  Architectural Vision Briefing Vision for architecture, new architectural epics, common frameworks, etc.  Development Context Changes to standard practices, new tools and techniques, etc. In preparation for release planning, leadership creates a series of briefings to set context
  36. 36. 36 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Before Release Planning: The Cadence Program Level Calendar:  Release Planning Meetings  PI Demos  Inspect and adapt Workshops Team Level Calendar:  Sprint Planning Meetings  Sprint Demos  Sprint Retrospectives The program planning calendar can be set for a year in advance Reprinted by Permission of Yahoo!
  37. 37. 37 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD The Release Planning Process Input: Vision and Top Ten features Output: PI Objectives and Program Board Top 10 features Vision Team A PI Objectives Team B PI Objectives Team C PI Objectives Team J PI Objectives Program PI Objectives ... Program Board ProgramBacklog NFRs
  38. 38. Release Planning Day 1
  39. 39. 39 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Sample Day 1 Agenda 8:00 9:00 9:00 10:30 1:00 4:00 5:00 6:00 10:30 11:30 4:00 5:00 11:30 1:00  State of the business and upcoming objectives  Vision and prioritized features  Architecture, common frameworks, etc.  Agile tooling, engineering practices, etc.  Facilitator explains planning process  Teams present draft plans, risks, and impediments  Teams develop draft plans and identify risks and impediments  Architects and Product Managers circulate  Adjustments made based on challenges, risks, and impediments 1 2 3 4
  40. 40. 40 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Business Context There is no prescribed format, but some options include:  The key portfolio priorities are communicated  The organization’s strengths, weaknesses, opportunities, and threats (SWOT) are analyzed To kick off Release Planning, executive leadership shares the state of the business and upcoming objectives Alex Sun, CEO, Mitchell International Reprinted by Permission of Mitchell International
  41. 41. 41 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Product / Solution Vision Product Management presents the vision and the high priority features Reprinted by Permission of TradeStation TechnologiesReprinted by Permission of Discount Tire Corporation
  42. 42. 42 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Architecture, UX, and Dev Practices Architecture, UX, and Development Practices are first class citizens in release planning, not afterthoughts!  A System Architect presents the vision for architecture, new Architecture Epics, and common frameworks  Development management may provide updates on Agile tooling and improvements in engineering practices  UX professionals provide user experience guidance Reprinted by Permission of Nordstrom
  43. 43. 43 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Planning Context: Setting the Stage The facilitator sets a shared understanding of the planning process and deliverables for the planning process Walkthrough of:  Team planning process  Planning acceptance criteria  Program Board Each team had the same deliverables:  An objectives sheet  One sheet per sprint for stories  One risk sheet for risks and impediments
  44. 44. 44 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Team Breakout #1 In breakouts, each team breaks down their features into user stories which are estimated and placed into Sprints There is a lot of back and forth between the teams, mostly understanding and minimizing dependencies Photos Reprinted by Permission of TradeStation Technologies
  45. 45. 45 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Team Breakout #1: Color Coding We can visually see that some teams may have significant backlog items dedicated to things like maintenance Yello w Purple Red/ Pink Green Orang e = Risks and Dependencies = Dev Infrastructure / Improvement Stories = User Stories = Maintenance = Spikes Red/ Pink = Addressed Risks and Dependencies  We color code the backlog items to give visibility into the investments
  46. 46. 46 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Team Breakout #1: Team Deliverables Sprint 1.1 Sprint 1.2 Sprint 1.3 Sprint 1.4 Sprint 1.5 PI OBJECTIVES RISKS Velocity: 34 Load: 30 Velocity: 34 Load: 30 Velocity: 34 Load: 30 Velocity: 34 Load: 30 Velocity: 34 Load: 0 Objectives / Business Value 1. …. 2. …. 3. …. Stretch Objectives 1. …. IP Sprint X For velocity, use historic information or 8 x (number of developers + testers) Be sure to adjust for holidays and vacation. Velocity (Capacity): ____ Load: ____
  47. 47. 47 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Sprint 1.1 Sprint 1.2 Sprint 1.3 Sprint 1.4 Sprint1.5 (IP) Milestones/ Events Unicorns Dolphins Bears Iguanas Blue = Features Red String = A dependency requiring stories or other dependencies to be completed before the feature can be completed = Significant Dependency Antelope Tarantulas Eagles Needs UX Help Needs Sys Arch Help Orang e = Milestone / Event PI 2 >>> Red/ Pink Program Plan Reflects Feature Delivery, Dependencies and Milestones
  48. 48. 48 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Align to a Mission with PI Objectives Team’s PI Objectives: They often will map directly to the features in the backlog ... and they sometimes may not. For example:  aggregation of a set of features stated in more concise terms  a milestone like trade show demo  an architectural feature?  a major refactoring Objectives are brief summaries in business terms of what each team intends to deliver in the upcoming PI Objectives for PI 1 • Structured locations and validation of locations • Build and demonstrate a proof of concept for context images • Implement negative triangulation by: tags, companies, and people • Speed up indexing by 50% • Index 1.2 billion more web pages • Extract and build URL abstracts ———Stretch Objectives——— • Fuzzy search by full name • Improve tag quality to 80% relevance Bus. Value
  49. 49. 49 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Scrum of Scrums The hourly scrum of scrums checkpoint helps keep teams on track and facilitates early identification of risks Hourly Scrum of Scrums Planning Checkpoint:  Keeps teams on track with hourly planning milestones  Helps drive out risks, impediments, and dependencies Simple Planning Radiators
  50. 50. 50 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Reprinted by Permission of TradeStation Technologies Draft Plan Review Agenda: 1. Velocity (Capacity) and Load 2. Plan Flow: Describe what will be done and when 3. Draft PI Objectives 4. Program risks, impediments, and Program Board dependencies Draft Plan Review Plans are peer-reviewed by all teams
  51. 51. 51 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Management Review & Problem Solving Common Questions During the Managers Review:  What did we just learn?  Where do we need to adjust Vision? Scope? Resources?  Where are the bottlenecks?  What sacred features must be sacrificed?  What decisions must we make between now and tomorrow to address these issues? Reprinted by Permission of Hybris Software At Day 1 end, management meets to make adjustments to scope and objectives based on the day’s planning
  52. 52. Release Planning Day 2
  53. 53. 53 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Sample Day 2 Agenda 8:00 9:00 9:00 11:00 11:00 1:00  Planning adjustments made based on previous day’s management meeting  Teams present final plans, risks, and impediments  Teams develop final plans and refine risks and impediments  Business Owners circulate and assign business value to team objectives 2:00 2:15 1:00 2:00  Remaining program-level risks are discussed and ROAMed  Team and program confidence vote After Commitment 2:15 ???  If necessary, planning continues until commitment is achieved  Retrospective  Moving Forward  Final Instructions ! 1 2 3 4 1 2 3 4
  54. 54. 54 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Planning Adjustments Possible Changes:  Business priorities  Adjustment to plan  Changes to scope  Movement of resources Reprinted by Permission of TradeStation Technologies Reprinted by Permission of Discount Tire Company Based on the previous day’s Management Review and Problem Solving meeting, adjustments are discussed
  55. 55. 55 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Team Breakout #2  In the second team breakout, business owners circulate and assign business value to release objectives (1–10)  Teams finalize the Program Increment plan  Teams also consolidate program risks, impediments, and dependencies  Stretch objectives provide the capacity and guard band needed to increase cadence-based delivery reliability Based on new knowledge (and a good night’s sleep), teams work to create their final plans
  56. 56. 56 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD SMART Team and Program PI Objectives SMART Objectives are:  Specific — State the intended outcome as simply, concisely, and explicitly as possible. Try starting with an action verb.  Measurable — It should be clear what a team needs to do to achieve the objective. The measures may be descriptive, hit/miss, or a sliding scale.  Achievable — It should be within the team’s control and influence.  Realistic — Recognize factors which cannot be controlled. Avoid making happy path assumptions.  Time-based — The objectives should be scoped to fit within the PI. Well-written objectives can focus a team like a laser. The SMART framework can help.
  57. 57. 57 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD More on Stretch Objectives  Stretch Objectives do count in velocity/capacity: They aren’t things teams do in case they end up with extra time  Stretch Objectives are tools for commitment: – If a team has low confidence in meeting a PI Objective which involves factors beyond their control, encourage them to move it to a Stretch Objective – If there are many unknowns which are spiked in earlier Sprints which may dramatically change estimates, move those to Stretch Objectives Central control of strategy; decentralized control of execution. Stretch objectives provide reliability guard band.
  58. 58. 58 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Final Plan Review Teams and Business Owners peer-review all final plans Final Plan Review Agenda: 1. Changes to velocity and load 2. Final PI objectives with business value 3. Program risks, impediments, and Program Feature Board dependencies 4. Q&A Reprinted by Permission of SEI Global Wealth Services
  59. 59. 59 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Building the Final Plan  Final plans are reviewed by all teams  Business Owners are asked whether they accept the plan  If so, the team’s plan and program risk sheet is brought to the front of the room  If not, the plans stay in place and the team continues planning after the review Reprinted by Permission of Discount Tire Corporation Final plans are collected at the front of the room
  60. 60. 60 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Addressing Program Risks ROAMing Risks:  Resolved – has been addressed; no longer a concern  Owned – someone has taken responsibility  Accepted – nothing more can be done. If risk occurs, release may be compromised  Mitigated – team has plan to adjust as necessary After all plans had been presented, remaining program risks and impediments are discussed and categorized
  61. 61. 61 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Confidence Votes: Team and Program “Fist of Five” confidence vote for hitting objectives: 1 = No confidence; will not happen 2 = Little confidence; probably will not happen 3 = Good confidence; the team should be able to meet the objectives 4 = High confidence; should happen 5 = Very high confidence; will happen A Commitment with Two Parts 1. Teams agree to do everything in their power to meet the agreed-to objectives 2. In the event that fact patterns dictate that it is simply not achievable, teams agree to escalate immediately so that corrective action can be taken After dependencies are resolved and risks are addressed, a confidence vote is taken at the team and program levels
  62. 62. 62 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Plan Rework if Necessary The Program Timebox  Just as the Sprint Planning Meeting is timeboxed, so is the Release Planning Meeting  Leaving the two day planning meeting without a committed plan is not an option. Teams stay to rework their plans and “ROAM” their risks and impediments What happens if there is low confidence? Rework!
  63. 63. 63 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Executing Strategy in an Agile Portfolio  Organize Agile Release Trains around Value Streams  Centralize strategy; decentralize execution  Empower decision makers with Lean-Agile budgeting  Provide portfolio visibility and WIP limits  Leverage objective metrics for governance and improvement
  64. 64. 64 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD CA PPM Provides a Business-Facing Tool
  65. 65. 65 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD CA PPM and Agile Landscape Strategic Planning / Capital Planning Enterprise Portfolio Planning / Enterprise Resource Planning Governance Hybrid Enterprise Scale Agile and Agile Team Planning Agile Execution Agile Tools CA PPM ChecklistWaterfall
  66. 66. 66 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Integrated Planning Regardless of Execution Mode Business Case – Intake from the Business Prioritization – making the right investment choices Resource Planning & Annual Funding Agile Complex Projects Check Lists  Prioritization and funding is very relevant in the enterprise… and CA PPM is valued for this  Traditional work execution is changing – bi-modal (more adaptive processes)
  67. 67. 67 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Q & A
  68. 68. 68 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD For More Information To learn more, please visit: http://cainc.to/Nv2VOe CA World ’15

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