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Safe - corruption, copout or corporate kaizen

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Agile Australia 2014 presentation on the hype and debate surrounding SAFe

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Safe - corruption, copout or corporate kaizen

  1. 1. Mark Richards Partner, Context Matters @MarkAtScale www.agilenotanarchy.com mark@contextmatters.com.au SAFe Corruption, Cop-out or Corporate Kaizen? Agile Australia June 2014
  2. 2. “Kanban – the anti-SAFe for almost a decade” July 31, 2013 DAVID ANDERSON
  3. 3. “unSAFe at any speed” August 6, 2013 KEN SCHWABER
  4. 4. “Don’t call SAFe ‘Agile at Scale’, it’s not” August 21, 2013 JOHANNA ROTHMANN
  5. 5. “SAFe – Good but not good enough” February 27, 2014 RON JEFFRIES
  6. 6. “SAFe: The infantilism of management” March 25, 2014 DAVID SNOWDEN
  7. 7. “This effort has aligned our business focus and our development focus” 20-25% increase in customer satisfaction SEI
  8. 8. “We are creating an environment where engaged people thrive” 76% decrease in time to deliver on a customer request MITCHELL
  9. 9. “Conversations are fundamentally changing at the Sr. executive team level focusing less on tactical implementation and more on strategic growth initiatives” VALPAK
  10. 10. DOES DEAN LEFFINGWELL EAT BABIES?
  11. 11. THE “E” IN SAFE STANDS FOR “ENTERPRISE”
  12. 12. THE DREADED WORDS – “THAT’S NOT AGILE!”
  13. 13. AGILE IN THE ENTERPRISE – TECHNICAL VIEW AGILE WEB SAP SIEBEL EAI AMDOCS PEOPLESOFT
  14. 14. AGILE IN THE ENTERPRISE – ORGANISATIONAL VIEW AGILE TEAM ITIL RELEASE CALENDAR PORTFOLIO MANAGEMENT CAPITAL PLANNING ENTERPRISE ARCHITECTURE PROCUREMENT SECURITY
  15. 15. WHAT MANY FEAR PORTFOLIO PROGRAM TEAM “The structure and teaching of SAFe are relentlessly top down. All the important stuff is figured out up in the portfolio. All the Features are figured out in the Program. Now you guys build and Test that!?” Ron Jeffries
  16. 16. CENTRALISE STRATEGY, LOCALISE EXECUTION PORTFOLIO PROGRAM LOCAL PROGRAM CONTENT DECISION-MAKING BY PRODUCT MANAGEMENT BASED ON DOMAIN KNOWLEDGE, CUSTOMER AND TEAM FEEDBACK INVESTMENT THEMES FUND STRATEGY IMPLEMENTATION EPICS CARRY CENTRALISED INITIATIVES
  17. 17. The Release Train A long-lived, self organising team of teams aligned around a value stream employing Lean/Agile principles and practices to optimise the flow of value.
  18. 18. THE PROGRAM INCREMENT • A routine and continuous planning cycle • An aggregation of iterations value into larger piles of newsworthy value • A quantum unit of thinking, roadmapping, implementing and measuring
  19. 19. PLAN TO CREATE ALIGNMENT, NOT FORCE CONFORMANCE “Safe – central planning with Scrum below” Arlo Belshee
  20. 20. IS SAFE TOO PRESCRIPTIVE? “What SAFe prescribes is thoughtful and well- intentioned. It just takes it a bit too far and defines everything .. almost too much .. but I can see why this is a great selling idea” Peter Saddington
  21. 21. OR JUST STRUCTURED ENOUGH? “This is the essence of control by release. Control by turning loose within well-understood parameters. Control by trusting the process. This doesn’t mean anything goes.” Rob Austin & Lee Devin – Artful Making
  22. 22. WHAT ABOUT LEADERSHIP? “SAFe is not only a betrayal of the promise provided by AGILE but is a massive retrograde step giving the managerial class an excuse to avoid any significant change” David Snowden
  23. 23. • Take a Systems View • Embrace the Agile Manifesto • Implement Product Development Flow • Unlock the Intrinsic Motivation of Knowledge Workers SAFe Principles of Lean|Agile Leadership
  24. 24. SAFE IS A FRAMEWORK As scaling unfolds, sometimes it is necessary to inject a big dose of complexity to get through certain phases – and then cart it away when it is no longer needed Bob Sutton (Scaling Excellence)
  25. 25. SAFE IS NOT A DESTINATION, IT’S A LAUNCHPAD When big organisations scale well, they focus on “moving a thousand people a foot at a time, rather than moving one person forward by a thousand feet” Bob Sutton (Scaling Excellence)
  26. 26. Mark Richards Partner, Context Matters @MarkAtScale www.agilenotanarchy.com mark@contextmatters.com.au “The value of any practice depends on its context” “There are good practices in context, but there are no best practices” Cem Kaner, James Bach

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