Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma

1. Introduction to Scaled Agile Framework®

2. How to plan work across multiple teams?
As a project manager/product manager/business manager, I want to track
overall progress. How can I do that?
How can we achieve coordination among Teams working on a Large Product
Backlog?
How to maintain Code quality?
Problems/Challenges faced by Organizations?

3. Release Planning
Scrum of Scrum
Community of Practices
Product Backlog Refinement
Integrated Scrum Planning
Current Scaling Practices

4. You have a blank slate.
Figure out what works for you.
Scaling – A Stark Choice

5. Scrum is to Team
As
SAFe is to Enterprise
A proven, publicly-facing framework for applying Lean and Agile
practices at enterprise scale

6. The three Layers
Portfolio
program
Teams

7. • Ability to
execute large
program with
reasonable
output
• xP Practices
• Test First
approach
• Transparency
across all three
layers Team,
Program &
Portfolio
• Release
Planning
• Scrum of Scrum
Alignment Transparency
Program
Execution
Code Quality
SAFe Core Values

8. SAFe Roots

9. Scrum
Works great. Clear team roles, Ceremonies. Let’s Sprint.
Extreme Programming
Continuous Integration, Test First, Spikes, Refactoring.
Extremely useful. Let’s Program with it.
Kanban
Clear thinking on flow, demand management and limiting Work in Process.
Let’s limit WIP.
Agile

10. Respect for people
Lean Leaders
Kaizen
Lean

11. Take an 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
Product Development Flow
Don Reinertsen
Principles of Product Development
Flow

12. Centralized strategy, decentralized execution
Kanban systems provide portfolio visibility and WIP limits
Value description via Business and Architectural Epics
Scale to the Portfolio
Funnel Review Analysis
Portfolio
Backlog
Implementation

13. Self-organizing, self-managing team-of-agile-teams
Typical size 50-120 Individuals
Provides 5-12 weeks of planning
Synchronizes Sprints & PIs
Deliver a system level solution
Agile Release Train

14. Working, system increments every two weeks
Aligned to a common mission via a single backlog
Face-to-face release planning cadence for collaboration, alignment,
synchronization, and assessment
Scale to the Program Level

15. RTE is the Chief Scrum Master
Facilitates Program & Release level process & activities
Facilitates Scrum of Scrums
Ensures Transparency at Program level
Resolves Impediments
Ensures collaboration within & across the train
Release Train Engineer (RTE)

16. Develop on Cadence Release on Demand
Release on Demand
Major
Release Customer UpgradeCustomer Preview
Major
Release
New
Feature
Develop on Cadence
PI PI PI PI PI

17. Working Software every two weeks
Empowered, self-organizing, self-managing cross-functional teams
Scrum project management and XP-inspired technical practices
Value delivery via User Stories
Nothing Beats an Agile Team

18. Product Management
Market Facing
Collocated with Business
Own Vision, Road map, ROI, Program
Backlog
Focus on Program Increment & Release
Accept Features
Product Owner
Team Facing
Collocated with the team
Own & Refine Team Backlog
Focus on Sprint Goals
Accept Stories
Product Management vs Product owner

19. Scrum Responsibilities
• Remove Impediments
• Helps assure that the team follows rules of Scrum & SAFe
• Facilitates teams continuous improvement
Release Train Responsibilities
• Coordinating with other Scrum Teams, System Teams
• Facilitate preparation of Release planning, Inspect & Adapt sessions
• Coordinate with other Scrum Masters in Scrum of Scrums
Scrum Master in SAFe

20. Why would a highly successful financial services company make a fast and
aggressive move from their existing development process to the Scaled Agile
Framework?
Case Study: SEI Global Wealth Services

21. SEI is a leading provider of outsourced asset management, investment
operations solutions for corporations, financial institutions
Their core system was written in the 1970s
In 2006 they began building a highly configurable next generation platform,
the SEI Wealth Platform,
• which would allow them to more quickly extend the system’s functionality
• serve more markets, lower their processing costs, and maintain their existing
quality standards.
Company Background

22. Greatest challenge was the magnitude of building a complex global securities
accounting and trading system pursuing multiple market segments
The evolving needs of multiple markets, the research and development was
complex and release cycles were long. “They were needed to deliver more
functionality faster to increase sales.”
That deployment took six months to release and added 200 features across
multiple market segments.
When they surveyed their stakeholders, they realized there wasn’t enough
value for their market.”
The Challenge

23. SEI knew they needed to move to an enterprise agile delivery model which
aligned their portfolio and programs.
They came upon the Scaled Agile Framework. brought in Dean Leffingwell
and for an on-site, four-day leadership workshop
• In the first two days, they learned about lean principles, product development
flow, agile practices, and the nuts and bolts of the Scaled Agile Framework
• On the third day, they applied it in their context and designed the
organizational changes needed to support the adoption of SAFe”
• “On the morning of the fourth day of the workshop, their Leadership Team
divided into three scrum teams to plan the adoption of SAFe.
A Solution for Scaling

24. By the end of 4th day, they had a plan: They were launching their first Agile
Release Train in two weeks.”
• “They did sprint planning at the start of each sprint, held daily scrums, ran
demos, and conducted retrospectives, also held scrum of scrums to
synchronize with the other team
• Teams were formed, Scrum Masters and Product Owners were identified,
and the key stakeholders were gathered”
• On October 1st and 2nd, all teams were trained together at one time by a
single instructor in SAFe ScrumXP
• On October 3rd and 4th, one hundred team members and stakeholders
gathered for their first Release Planning Meeting
• It ended in success: the teams had a clear set of prioritized, committed
objectives. “Teams finally understood they were empowered
Two Weeks to Launch

25. What do you think of the SAFe model?
What experience have you had with scaling?
Would this model work for you?
Questions?