10 Safe Essential Elements to Achieve the Benefits of SAFe

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10
SAFe
Essential

Elements
for
Achieving

the
Benefits
of
SAFe
Sue Shreve – cPrime SAFe Practice Lead, SPCT4, Enterprise Agile
Coach and Trainer, CSP, CSPO, CSM

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AGILE
Who
is
cPrime?

Today’s
Presenter
Certifications
• SPCT4
• SPC
• CSM, CSP
• CSPO
• ICAgile Certified Professional
Enterprise Coach - ICP-ENT
• ICAgile Certified Professional
Coaching Agile Transformations - ICP-CAT
• Innovation Games Certified Yellow Belt
Education
• STANFORD UNIVERSITY,
• M.S., Mechanical Engineering
• Lockheed Honors Program.
• SAN JOSE STATE UNIVERSITY
• B.S., Civil Engineering
• Graduated with Great Distinction.
• AGILE COACHING INSTITUTE
www.agilecoachinginstitute.com
• Integral Agile Wizard
• The Coaching Stance
• Leading from the Next Level
• TCS Coaching Circle
Sue
Shreve
–cPrime
SAFe
Practice
Lead
Agile
Coach
and
Product
Management
Executive
with
over
20
years
experience.

Areas
of
particular
expertise
include
enterprise
Agile
transformation
– training,

coaching,
Scrum
Master,
also,
application
life
cycle
product
management
in

commercial
enterprise
software
and
platform
development.
Possesses
strong

skills
as
a
leader,
mentor,
coach,
achieving
great
success
in
developing
high

performance
teams
using
a
blend
of
technical
knowledge
and
leadership
ability

with
a
constant
focus
on
customer
satisfaction.

Assisted
in
enterprise
Agile
transitions
at
Syniverse,
Greendot,
LG
Electronics,

Philips
Medical,
Greenplum,
CIG
insurance,
others
One
of
first
35
SPCTs
globally
– passionate
about
how
SAFe
provides
alignment

and
traceability
from
Architecture
and
Business
Initiatives
down
to
development

and
release.

Certified
Scaled
Agile
Framework
(SAFe)
Program
Consultant
Trainer
(SPCT),

Certified
Scrum
Professional
(CSP),
Certified
Product
Owner
(CSPO),
Certified

Scrum
Master
(CSM)

Strong
expertise
in
coaching.
Completed
courses
through
the
Agile
Coaching

Institute
M.S.
Mechanical
Engineering,
Stanford
University

Agenda
Todays
discussion:
ü What
is
“Essential”
for
doing
SAFe
– the
minimum
set
of
practices,
roles
for

doing
SAFe
ü See
some
of
the
pitfalls
when
we
drift
away
from
these
10
Essentials
of
SAFe

Poll
Question
How
many
ARTs
have
you
launched?
a) None,
but
thinking
about
it
b) None,
but
no
plans
currently
c) 1-‐2
d) 3
or
more

The
Scaled
Agile
Framework

Essential
SAFe

Over
Time
Time
*Not
all
companies
use
the

Value
stream
and/or
Portfolio

Levels

SAFe
Essentials

1. SAFe
Lean-‐Agile
Principles
2. Agile
Teams
and
Release
Trains
3. Cadence
and
Synchronization
4. Essential
Team
and
Program
Roles
5. PI
Planning
6. System
Demo
7. Inspect
and
Adapt
8. IP
Iteration
9. Architectural
Runway
10. Lean-‐Agile
Leadership

Timeline
for
an
ART
Launch
Executing
the
PI
Time

Building
in
SAFe
Essentials
in
an

ART
Launch
Timeline
Executing
the
PI
9.
Architectural
Runway
3.
Cadence
and
Synchronization
2.
Agile
Teams
and

Release
Trains
4.Essential
Roles
8.
IP
Iteration
5.
PI
Planning
1.
Principles
1.
Principles
Essential
SAFe
10.
Lean-‐Agile
Leadership
6.
System
Demo
7.
I&A

Workshop

1
– 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
“We
learned
the
principle
in
our
training
class
but

we
put
our
training
slides
on
the
shelf…”
• The
lean-‐agile
mindset
does
not
develop

• Lock
yourself
into
a
solution
too
soon
• Misalignment
comes
back,
hard
to
resolve
…
It
is
useful
to
revisit
the
principles
and
consider
how
they
are
used
in
your
day
to

day
decision
making
process.

2
– Agile
Teams
and
Release
Trains
ü You
have
an
Agile
Release
Train
– a
team
of
agile
teams
ü Agile
teams
are
cross-‐functional
ü The
ART
is
cross-‐functional
Signs
that
you
need
to
revisit
the
formulation
of
the
teams
and
ART:
• Features
need
to
be
touched
by
many
teams
to
be
completed
• Features
are
often
late
• Very
unpredictable
on
delivery
Are
your
agile
teams
working
on
an
Agile
Release
Train

and
organized
around
Value?

Teams
formulated
to
minimize
dependencies?
Does
Value
flow
smoothly
and
quickly
with
minimal
overhead?

3
– Cadence
and
Synchronization
ü All
teams
on
the
train
work
on
the
same
iteration
cadence
ü Iterations
are
always
the
same
length
ü The
ART
always
operates
with
the
same
Program
Increment
cadence
Are
you
seeing:
• Dependencies
that
are
uncoordinated?
• No
enforced
integration
and
objective
evaluation
points?
• Integration
is
late;
the
system
is
not
iterating?
The
Train
is
not
Agile
Team
1 Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP
Team
2 Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP
Team
3 Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP
Team
4 Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP
Team
5 Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP
Team
6 Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP Iteration
1 Iteration
2 Iteration
3 Iteration
4 IP

4
– Essential
Team
and

Program
Roles
Team
Roles:

Product
Owner,
Scrum
Master,
the

cross-‐functional
Team
Program
Roles:
Release
Train
Engineer,
Product

Management,
System
Architect,
Business

Owners,
Customer
If
these
roles
are
unclear:
• No
clear
vision
and
lack
of
prioritization

results
in
unhappy
stakeholders
• Design
and
architecture
churn;
missteps
in

component
integration

5
– PI
Planning
Key
Program
Event-‐
Face-‐to-‐face
meeting
to
create
alignment
and
commit
as
an

ART
to
a
set
of
objectives
Objectives:
Interface 10
Feature 8
Refactor UI 5
Objectives:
Interface 10
Feature 8
Refactor UI 5
Objectives:
Interface 10
Feature 8
Refactor UI 5
Objectives:
Interface 10
Feature 8
Refactor UI 5
Objectives:
Interface 10
Feature 8
Refactor UI 5
Objectives:
Interface 10
Feature 8
Refactor UI 5
Objectives:
Interface 10
Feature 8
Refactor UI 5
What
if
this
PI
Planning
meeting
shrinks
and
is

delegated
to
a
few?
• No
alignment
between
business
and
engineering
• Commitment
made
“on
behalf”
of
the
teams
• Dependencies
not
apparent
and
will
be
discovered

during
execution
The
teams
are
not
committed

6
– System
Demo
System
Demo
• Primary
measure
of
ART
progress
• Provides
objective
evidence
of
the
working
system
every
two
weeks
If:

“We
don’t
have
time
for
a
System
Demo,
we
already
do
team
demos”

Then:
• Business
is
unclear
on
the
progress
and
quality
of
the
system

• Integration
problems
will
be
discovered
late
in
the
PI
leading

• Missing
an
opportunity
for
feedback

7
– Inspect
and
Adapt
I&A
Workshop
at
the
end
of
the
Program
Increment
to
• Reflect
• Assess
the
system
and
process
for
building
the
system
• Determine
action
to
improve
Done
in
3
Parts
• PI
System
Demo
• Quantitative
measurement
• Problem
Solving
workshop
“But
there
is
no
time
and
too
many
people…”
• Management
may
mandate
improvements
that
don’t
address
the

real
problems
• Stakeholders
not
involved
in
changing
the
system
• No
meaningful
program
level
improvement
Do
CheckAdjust
Plan

8
– Innovation
and
Planning
Iteration
Innovation
and
Planning
Iteration
provides
• Estimation
buffer
for
current
iteration
• Dedicated
time
for
innovation
and
exploration
of
hard
problems
• I&A
workshop
• Planning
for
upcoming
PI
But
you
say…
“Have
an
iteration
where
the
teams
are
not
delivering
stories?

We
cant
have
that...”
• People
will
burn
out
• No
time
for
needed
points
above
• No
time
for
continuing
education

Poll
Question
What
are
you
doing
with
your
Innovation
and
Planning
Iteration?
a) Not
doing
at
all
b) Doing
but,
not
a
full
two-‐week
iteration
c) Doing
per
the
framework
guidance

Poll
Question
What
are
your
obstacles
with
your
Innovation
and
Planning
Iteration:
a) Delivery
timeline
does
not
permit
b) This
is
the
spill-‐over
time,
we
are
finishing
stories
and
features
due
to

estimation
uncertainties.
This
is
all
we
do.
c) Lack
of
buy-‐in
for
this
process
change

9
– Architectural
Runway
There
is
architectural
runway
when
there
is
enough

technological
infrastructure
to
support
development
of
near

term,
high
priority
features
without
excessive
refactoring.
Architectural
runway
is
developed
ahead
of
the
business

features
through
Enablers
– exploratory
spikes,
infrastructure

and
architecture.

Make
sure
you
have
enough
and
are
actively
maintaining
the
runway.
When
we
don’t
pay
enough
attention
to

Architectural
Runway:
• Teams
develop
the
architecture
in
“real
time”
• Solution
robustness
and
quality
decline
over
time
• Development
is
slowed

10
– Lean
Agile
Leadership
Lean-‐Agile
Leadership
Mindset
represented
by:
• House
of
Lean:
Lean
leadership
foundation,
pillars
of:
respect
for
people
and

culture,
flow,
innovation
and
relentless
improvement
• Agile
Manifesto
and
12
principles
• 6
lean-‐agile
leadership
traits
But…
“Our
management
is
really
busy,
no
time
for
training
class;
they
just
want
us

to
meet
the
dates
and
don’t
really
care
how
we
do
it…”
• Transformation
wanes,
no
strong
guidance
• Still
iron
triangle
thinking
• Traditional
mindset
resulting
in
the
true
power
of
the
team
underutilized
and

over
controlled
and
demotivated

SAFe
Essentials
Self-‐Assessment
How
is
your
ART

doing
with
SAFe

Essentials?

Resources
and
Further
Reading
www.scaledagileframework.com
Guidance
article
and
downloads:
http://www.scaledagileframework.com/guidance-‐essential-‐safe/
Download:
ü Essential
SAFe
Draft
White
Paper
ü Essential
SAFe
Draft
Self-‐Assessment
ü Essential
SAFe
Image

Thank
You!
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FOR
JOINING!
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on
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look
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