An Introduction to SAFe: The Scaled Agile Framework

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MN

PM!Half(day!Tutorial!
11/11/2013!1:00!PM!
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"An Introduction to SAFe:
The Scaled Agile Framework"
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Presented by:
Ken Pugh
Net Objectives
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Brought(to(you(by:(
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340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073!
888(268(8770!G!904(278(0524!G!sqeinfo@sqe.com!G!www.sqe.com

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!

!!Ken!Pugh!
!!Net!Objectives!
!
A fellow consultant with Net Objectives, Ken Pugh helps companies
transform into lean-agile organizations through training and coaching.
His special interests are in communication (particularly effectively
communicating requirements), delivering business value, and using
lean principles to deliver high quality quickly. Ken trains, mentors, and
testifies on technology topics from object-oriented design to
Linux/Unix. He has written several programming books, including the
2006 Jolt Award winner Prefactoring and his latest Lean-Agile
Acceptance Test Driven Development: Better Software Through
Collaboration. Ken has helped clients from London to Boston to
Sydney to Beijing to Hyderabad. He enjoys snowboarding,
windsurfing, biking, and hiking the Appalachian Trail. Reach Ken at
ken.pugh@netobjectives.com!

10/16/13&

SAFe
Scaled Agile
Framework

info@netobjec+ves.com00000000000
www.netobjec+ves.com
0

1&

&Copyright&©&2007&Net&Objec9ves.&All&Rights&Reserved.&&

&16&October&2013&

Introductions

!  How many doing?
–  Scrum
–  Scrum but
–  Kanban

!  How successful?
!  What bigger stuff have you tried?

2&


&16&October&2013&

1&

10/16/13&

Ken&Pugh&
!  Fellow&Consultant&
!  SAFe&Program&Consultant&&
!  OOA&D,&Design&PaWerns,&Lean,&Scrum,&TestZDriven&

Photo&
Size:&
&&&Height:&2.25&
Posi9on:&&
&&from&top&leN&corner&
&&Horizontal&0.75&&
&&Ver9cal&1.&
Picture&&Style:&Simple&Black&&
&&&Frame&
&

Development&

!  Over&2/5&century&of&soNware&development&
experience&

ken.pugh&
@netobjec9ves.com&

!  Author&of&seven&books,&including:&
–  0Prefactoring:0Extreme0Abstrac+on,0Extreme0
Separa+on,0Extreme0Readability00(2006&Jolt&Award)&
–  0Interface0Oriented0Design0
–  Lean0Agile0Acceptance0TestIDriven0Development:0
BeKer0SoLware0Through0Collabora+on0

No0code0goes0in0+ll0the0test0goes0on.0
A0journey0of0two0thousand0miles0begins0with0a0single0step.0
3&


Lean for Executives
Product Portfolio
Management

&16&October&2013&

ASSESSMENTS"
CONSULTING"
T RAINING "
COACHING"

Business

Lean
Enterprise
Team
technical
Kanban / Scrum
ATDD / TDD / Design Patterns

4&

Manage
ment
Lean Management
Project Management


&16&October&2013&

2&

10/16/13&

Objectives

!  Introduce SAFe
–  Concepts
–  Roles
–  Principles

!  Lean (a little)

5&


&16&October&2013&

Issues

!  More people " more dependencies " more lookahead

6&


&16&October&2013&

3&

10/16/13&

Acknowledgements

!  Much&of&the&material&was&adapted&from:&
0
Leading0SAFe0(Leading0the0Lean/Agile0SoLware0Enterprise0with0
the0Scaled0Agile0Framework0®&&by&Scaled&Agile&Academy&&

7&


&16&October&2013&

Where used

!  Where SAFe is used
–  John Deere
–  TradeStation
–  Discount Tire
–  Nordstrom
–  and others

8&


&16&October&2013&

4&

10/16/13&

Overview

9&

&&&

&16&October&2013&

SAFe Levels

!  Portfolio
–  Epics (span releases)
–  Architecture

!  Program
–  (Agile Release Train)
–  Features (fit in release)

Epic&&

Portfolio
Program&
Team

Feature
Story

Feature

Story

!  Teams
–  Stories in iterations
!  (implemented by tasks)
–  Spikes

10&


&16&October&2013&

5&

10/16/13&

SAFE– Portfolio

!  Program portfolio management
!  Themes
!  Investment
!  Metrics
!  Kanban to create portfolio backlog

Portfolio
Program&
Team

–  Business Epics
–  Architectural Epics

11&


&16&October&2013&

SAFE – Program

!  Roadmap and vision
!  Product management
!  Release management
!  Shared resources
–  Architecture
–  User experience
–  Release train engineer

Portfolio
Program&
Team

!  Release planning
!  System Teams
!  Create Team Backlog
12&


&16&October&2013&

6&

10/16/13&

SAFe – Team

!  Agile teams
!  Product owner
!  Scrum/agile master
!  Developers and testers
!  Team backlog

Portfolio
Program&
Team

–  Includes Non-Feature Requests (NFR)

!  Features into stories
!  Demo and retrospective

13&


&16&October&2013&

Aspects'of'SAFe
'

14&

&&&

&16&October&2013&

7&

10/16/13&

Agile Development

!  Agile accelerates value delivery
!  From predicative (waterfall) to iterative to agile to
enterprise (SAFe)
!  Smaller, frequent, more predictable releases
!  Business Benefits
–  Accelerates value delivery
–  Makes money faster
–  Reduces risk
–  Avoids death march and burnout

15&


&16&October&2013&

Agile Teams

!  Empowered, self-organizing
!  Two-week increments
!  Scrum management / XP practices
!  Context is Program Vision, System, Architecture,
User Experience
!  Test-first
!  Teams deliver stories

!  Agile Release Train (ART)
–  Self organizing team of teams
16&


&16&October&2013&

8&

10/16/13&

Core Values

17&

!  Code quality
!  Program execution
!  Alignment
!  Transparency


&16&October&2013&

Code Quality

!  Continuous integration
!  Test-first
!  Refactoring
!  Pair work
!  Collective ownership
!  Quality produces more predictability and scalability

18&


&16&October&2013&

9&

10/16/13&

Program Execution

!  Teams aligned to common mission
–  Driven by Vision and Roadmap

!  Eight to twelve week delivery of system level solution
!  Common sprint lengths and normalized velocity
!  Face to face planning cadence
!  Deliver features and benefits

19&


&16&October&2013&

Potentially Shippable Increment

!  Potentially Shippable Increment (PSI)
!  Time-box for value delivery
!  Aggregates iterations into bigger increment
PSI&
&&
&&

HIP

Sprint / Iteration

20&


&16&October&2013&

10&

10/16/13&

Cadence

!  Develop on fixed cadence (PSI)
!  Release on demand - business decision

21&


&16&October&2013&

Portfolio

!  Centralized strategy, decentralized execution
!  Enterprise architecture
!  Kanban for business and architecture flows
!  Deliver business and architectural epics

22&


&16&October&2013&

11&

10/16/13&

Alignment

!  All levels aligned
!  Face to face planning
!  Architecture and UX guidance

23&


&16&October&2013&

Portfolio Management

!  Strategy and investment funding
– 
– 
– 
– 

Decentralized decision making
Continuous value flow
Lightweight business cases
Rolling wave planning

!  Program Management
–  Agile estimating and planning
–  Agile Release Trains (instead of project-based funding)
–  Self-managing teams and programs

!  Governance
–  Objective measures (e.g. delivery of working software)

24&


&16&October&2013&

12&

10/16/13&

Transparency

!  Backlogs, progress visible
!  Open communication fostered

25&


&16&October&2013&

Lean Thinking

26&

&&&

&16&October&2013&

13&

10/16/13&

Lean Goal

!  Speed – shortest lead time
!  Value – to people
!  Quality

27&


&16&October&2013&

Exercise

!  What'is'quality?''

28&


&16&October&2013&

14&

10/16/13&

Lean Tools

29&

!  Respect for people
!  Kaizen
!  Product development flow


&16&October&2013&

Respect for people

!  Develop individuals and teams
!  Empower teams
!  Trust and respect

30&


&16&October&2013&

15&

10/16/13&

Kaizen

!  Continuous improvements
!  Inspect and adapt

31&


Product
Development
Flow

&16&October&2013&

!  Take 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

32&


&16&October&2013&

16&

10/16/13&

Take economic view

!  Do not consider money already spent
!  Sequence for maximum benefit
!  Quantify Cost of Delay (CoD)

33&


&16&October&2013&

Actively manage queues

!  Long queue = bad
!  Wait time = queue length / processing rate (Little’s
Law)
!  High utilization increases variability

34&


&16&October&2013&

17&

10/16/13&

Understand and exploit variability

!  Buffers trade money and time for variability
reduction

35&


&16&October&2013&

Reduce batch size

!  Reduces cycle time
!  Faster feedback
!  Decrease variability
!  Good infrastructure enables small batches

36&


&16&October&2013&

18&

10/16/13&

Exercise

!  Penny flip
!  One person is timer
!  Set of ten pennies
!  Version One
–  Each person flips all and passes them to next

!  Version Two
–  Each person flips one at a time

37&


&16&October&2013&

Apply WIP Constraints

!  WIP forces capacity matching
!  Increases flow
!  Purge lower value project when WIP high
!  Easier to start project than to finish one

38&


&16&October&2013&

19&

10/16/13&

Control flow under uncertainty

!  Cadence makes waiting times predictable
!  Scheduled periodic resynchronization limits variance
to single time interval

39&


&16&October&2013&

Planning for alignment

!  Principle: More value created with overall alignment
than with local excellence
!  Planning to create alignment, not measure
conformance
!  Principle – specify end state and purpose with
minimum constraints
!  Deviate from plan when economically sensible

40&


&16&October&2013&

20&

10/16/13&

Feedback

!  Feedback'helps'to'correct'misunderstandings''
!  Quick'feedback'be=er'than'slow'feedback'
–  End failures quickly
–  Improves efficiency of learning
Desired&

41&

Actual&


Actual&

&16&October&2013&

Decentralize control

!  Centralize for global decision
!  Set framework for decisions

42&


&16&October&2013&

21&

10/16/13&

Value Stream Mapping

!  Analyze and optimize time from concept to cash
!  Want small, fast batches

43&


&16&October&2013&

Value'Stream'Map'–'Classical'Development'

Elicit&Requirements&

Code&

Analyze&
Requirements&

Test&

Design&&

Deploy&

Why&go&back?&

44&


&16&October&2013&

22&

10/16/13&

Leadership

!  Management understands and practices lean and
agile
!  Manager develop people – people develop solutions

45&


&16&October&2013&

Vision and Roadmap

!  Vision
–  Strategic intent
–  Where we are headed
–  What problem does it solve
–  Formats – vision document, preliminary data sheet

!  Roadmap
–  Prioritized features and release
–  Commitment only for next release (PSI)

! 

46&


&16&October&2013&

23&

10/16/13&

Features

!  Features – services that fulfill user needs
!  Program backlog – prioritized and estimated
features

47&


&16&October&2013&

Prioritize Backlog for ROI

!  Cost of Delay (CoD) in delivering value
!  Cost to implement

48&


&16&October&2013&

24&

10/16/13&

Cost of Delay (1)

!  Weighted Shortest Job First (WSJF)
!  WSJF = Cost of Delay / Duration
!  Job size is proxy for duration

49&


&16&October&2013&

Cost of Delay (2)

!  Three factors:
–  User/business value (BV) – relative value
–  Time criticality (TC) – value decay over time
–  Risk Reduction / Opportunity Enablement (RR/OE) –
what does it do for business?

!  Computation:
–  Rank BV, TC, RR/OE from 1,2,3,5,8,13,20
–  Add together
–  WSJF = CoD / Duration

50&


&16&October&2013&

25&

10/16/13&

Ignore Sunk Costs

!  Cadence-based re-prioritization drives agility, not
sunk costs
!  May not implement entire epic

51&


&16&October&2013&

Product Integrity via Capacity Allocation

!  Allocate capacity to new features / architecture

52&


&16&October&2013&

26&

10/16/13&

Non-functional Requirements

!  Non-functional Requirements (NFR) – system
qualities which support user functionality
!  Program level NFR – as a whole
!  Team level NFR – to feature or component
!  May have backlog items for NFRs

53&


&16&October&2013&

Agile Release Train Flow

Ready&

54&

Plan

Commit

Execute

Demo


Retrospect

&16&October&2013&

27&

10/16/13&

Release Pre-Planning

!  Product Management / Tech Leads
–  Build program backlog
–  Pick out features

Ready&

Plan

55&

Commit

Execute

Demo

Retrospect


&16&October&2013&

PSI/Release Planning

!  Two days every 8 to 12 weeks
!  Product Management owns features
!  Development team owns story planning
!  Result – committed set of program objectives for PSI

Ready&

56&

Plan

Commit

Execute

Demo


Retrospect

&16&October&2013&

28&

10/16/13&

Calendars

!  Program
–  PSI planning meeting
–  PSI Demos
–  Inspect and Adapt Workshops

!  Team
–  Sprint Planning
–  Sprint Demos
–  Sprint Retrospectives

57&


&16&October&2013&

Team
'
Portfolio
Program&
(ART)&
Team

58&

&&&

&16&October&2013&

29&

10/16/13&

Agile Team

!  SAFe calls these Define, Build, Test team
–  Could be Define, Test, Build Team
–  Prefer term delivery team

!  Teams based on features, products, component,
subsystems, interfaces

59&


&16&October&2013&

Scrum Roles

!  Product owner – drives business value from
prioritized backlogs
!  Scrum/Agile Master – facilitates agility
!  Developers/Testers - implement stories .

60&


&16&October&2013&

30&

10/16/13&

Team Backlog .

!  All things to be done – opportunities, not commitments
!  Single owner – Product Owner
!  Backlog sources
–  Program backlog
–  Team context (technical debt)
–  Other stakeholders (other teams’ dependencies, spikes/research,
other commitments)

!  Capacity allocation – by percentages -

Epic&&

–  User stories 75%
–  Team context 25%

Feature

!  Prioritize within capacity – not overall

61&

Story

Feature

Story


&16&October&2013&

Backlog grooming

!  Preview and elaboration of stories
!  Continuous effort, rather than single event
!  Identify and resolve dependencies for next sprint
!  Relative sizing with story points
Ready&
Retrospect

Demo

Plan

Commit

Execute

62&


&16&October&2013&

31&

10/16/13&

Sprint Planning

!  PO defines what
!  Team defines how and how much
!  Sequence by priorities, dependencies, WIP, capacity
allocations, PSI events
Ready&
Retrospect

Demo

Plan

Commit

Execute

63&


&16&October&2013&

Stories

!  User stories (INVEST criteria)
!  Spike – not a user story – for tryout of design –
technical, functional

64&


&16&October&2013&

32&

10/16/13&

Card Conversation Confirmation

!  Card – user story, typically As a <role>, I want <to
do something>, so that <business value>
!  Conversation – shared context for story
!  Confirmation – acceptance criteria – general
statements of acceptance

65&


&16&October&2013&

DeﬁniGons'

!  Acceptance'criteria'
–  General'ideas''

!  Acceptance'tests'
–  Speciﬁc'tests'that'either'pass'or'fail'
–  ImplementaGon'independent''''

!  Triad'–'customer'unit,'developer'unit,'tester'unit''

66&


&16&October&2013&

33&

10/16/13&

Value'Stream'Map'–'Agile'Development'

Elicit&Requirements&

Analyze&
Requirements&With&
Tests&

Code&With&Tests&

67&

Design&&

Deploy&


&16&October&2013&

Sprint Goals

!  Clarity, commitment, and management information
!  Align team members to common purpose
!  Align program members to common PSI objectives
and manage dependencies
!  Consists of everything committed
–  But not laundry list

Ready&
Retrospect

Demo

Plan

Commit

Execute

68&


&16&October&2013&

34&

10/16/13&

Execute sprint

!  Constant communication
!  Daily synchronization (stand-up)
!  Develop serially, not mini-waterfall
!  Quality through TDD, continuous integration,
automated testing

Ready&
Retrospect

Demo

Plan

Commit

Execute
69&


&16&October&2013&

Scrum of scrums

!  SM and RTE (Release Train Engineers)
!  2 times/week
!  Synchronize and keep train on tracks

70&


&16&October&2013&

35&

10/16/13&

Issues

!  Scrum board – simple – at story or task level
!  All code is tested code
!  Continuous integration mandatory

71&


&16&October&2013&

Team sprint demo

!  All stories, spikes, NFRs demonstrated
!  Not for system stakeholders
!  Review against PSI objectives
Ready&
Retrospect

Demo

Plan

Commit

Execute

72&


&16&October&2013&

36&

10/16/13&

Sprint Retrospective

!  As'usual''
!  Measure against metrics
–  Question - what do you use?
Ready&
Retrospect

Demo

Plan

Commit

Execute

73&


&16&October&2013&

Exercise

!  You&are&one&team&&
!  Ball&must&be&touched&by&each&person&&
!  Ball&must&be&passed&with&air&9me&between&any&two&
people&&
!  No&ball&may&be&passed&to&direct&neighbor&&
!  Ball&must&return&to&start&point&before&counted&as&
complete&&
!  Objec9ve&is&to&process&as&many&balls&as&possible&
2 minutes plan with estimate
2 minute execute (someone times)
2 minute debrief
&
74&


&16&October&2013&

37&

10/16/13&

Program'
'
(Agile'Release'
Train)
'
Portfolio
Program&
(ART)&
Team

75&

&&&

&16&October&2013&

Agile Release Train

!  5 to 12 teams (50 to 100 individuals)
–  Has some overhead

!  Common cadence and story point normalization
!  Common mission and program backlog
!  Under architectural and user experience (UX)
guidance
!  Potentially Shippable Increments (PSI) every 8 to 12
weeks

76&


&16&October&2013&

38&

10/16/13&

Roadmap

!  Prioritized features and release
–  Commitment only for next release (PSI)
–  Subsequent releases are “best estimates”

!  Levels
–  PSI – current – high confidence
–  PSI – next – medium confidence
–  PSI – future – marque features

Epic&&
Feature
Story

77&

Feature

Story


&16&October&2013&

Rules

!  PSI dates fixed
!  Two week sprint lengths – aligned cadence
!  System demo every two weeks (to stakeholders)
!  Everything (documentation, etc.) goes on train
!  System always runs

78&


&16&October&2013&

39&

10/16/13&

Synchronized Cadence

!  Delivery
!  PSI is development milestone
!  Might release any sprint

79&


ART Roles

80&

&16&October&2013&

!  Product Management
!  System Architect
!  User Experience
!  Release Train Engineer (RTE)
!  System Team
!  Release Management


&16&October&2013&

40&

10/16/13&

Product Management

!  Content authority for the ART
!  Owns the vision
!  Defines and prioritizes Program Backlog
!  Defines releases and features
!  Accepts PSI
!  Works with architects to prioritize features
!  Has 2 to 4 product owners underneath
–  Product Owner
!  Accepts sprint
!  Owns team backlogs

81&


&16&October&2013&

System architect

!  Splits architectural epics into features
!  Works with enterprise architects to establish
architectural runway
!  Provides architectural guidance to teams

82&


&16&October&2013&

41&

10/16/13&

User Experience (UX)

!  Guidance for consistent user experience
!  Provides UX guidelines
!  Performs user testing
!  Participates in team planning and demos

83&


&16&October&2013&

Release Train Engineer

!  Overall scrum master
!  Facilitates scrum of scrums
!  interfaces with release management team

84&


&16&October&2013&

42&

10/16/13&

System team

!  Builds development infrastructure
!  Supports system demo
!  Performance and load testing
!  Assists with test automation strategies
!  Release Management
!  Facilitates / negotiates release content

85&


&16&October&2013&

PorOolio
'
Portfolio
Program&
(ART)&
Team

86&

&&&

&16&October&2013&

43&

10/16/13&

Portfolio Management

!  Business and Architectural epics tracked with
Kanban board
!  Portfolio vision guides investments

87&


&16&October&2013&

Program Portfolio Management (PPM)

!  Strategy and Investment funding - assure funding to
follow strategy
!  Program management – assist in program execution
!  Governance – close loop on funding and execution

88&


&16&October&2013&

44&

10/16/13&

PPM

!  PPM Team
–  Executives with market knowledge, technology awareness

!  Drives product and solution strategy
!  May have assistance of PPM office

89&


&16&October&2013&

Portfolio Vision

!  Vision represents enterprise business strategy
!  Investment themes
–  Key value proposition
–  Managed not by priority, but as budget/resource allocation
–  Updated twice a year

!  Cross-cutting business/architectural epics
!  Agile programs (delivered through Agile Release
Trains)

90&


&16&October&2013&

45&

10/16/13&

Portfolio Kanban (1)

!  Makes epics visible
!  Manage Work in Progress (WIP) limits
!  Stages:
!  Opportunity Identification (no limit) – all ideas
–  Estimate size and value
–  Alignment with investment themes
–  Authority approves epic into backlog

!  Backlog (WIP limit)
–  Refine understanding and estimates
–  Relative ranking into ranked backlog

!  Ranked Backlog
91&


&16&October&2013&

Portfolio Kanban System (2)

!  Ranked backlog

–  Business analyst pulls epic
–  Looks at solution alternatives
–  Refines business case

!  Analyzed backlog

–  Portfolio Management Team approves epic

!  Epic Backlog

–  Epic to be implemented by Program (ART)
–  Epic Owner
!  Drives cross-cutting epics across release trains
!  Works with release train product management
–  Lightweight business case (1 to 2 pages)

Epic&&
Feature
Story

92&


Feature

Story

&16&October&2013&

46&

10/16/13&

Epic

!  Epic in portfolio backlog
–  Investment themes determine epics in backlog

!  Template
–  For <customer> who <do something> the <solution> is a
<something – the how> that <provides this value> unlike
<competitor, current solution> our solution <does
something better>

!  In and out of scope features
!  Success criteria
!  Non-functional requirements

93&


&16&October&2013&

Legacy Mindsets to Avoid

!  “Can plan a full year of projects”
!  “Maximize utilization” – 100 % allocation
!  “Just get it done” – no adjustments
!  “Order taker mentality” – treat development as
production process
!  “Control through data” - fine grained reporting
!  “Control through milestones” – on artifacts, not
running code

94&


&16&October&2013&

47&

10/16/13&

Lean Agile
PPM

!  Decentralized decision making
!  Continuous value flow
!  Lightweight business cases
!  Decentralized rolling wave planning
!  Agile estimating and planning
!  Agile Release Trains (not project
based)
!  Self-managing teams and programs
!  Objective fact-based measures

95&


&16&October&2013&

Decentralized Decision Making

!  Epics – portfolio decisions
!  Features – program decisions
Epic&&

Portfolio
Program&
Team

96&


Feature
Story

Feature

Story

&16&October&2013&

48&

10/16/13&

Continuous Value Flow

!  Limit demand to meet capacity

97&


&16&October&2013&

Lightweight Business Cases

!  One to two pages

98&


&16&October&2013&

49&

10/16/13&

Decentralized Rolling Wave Planning

!  Teams plan face-to-face on a fixed cadence
!  Result: agree-to objectives

99&


&16&October&2013&

Agile Estimation and Planning

!  Monitor velocity
!  Account for uncertainty

100&


&16&October&2013&

50&

10/16/13&

Agile Release Trains

!  Project scheduling replaced by standard cadence
!  Resources only adjusted at cadence boundaries

101&


&16&October&2013&

Self-Managing Teams

!  Model is to proceed unless stopped
!  All development in fixed PSI increments

102&


&16&October&2013&

51&

10/16/13&

Objective Fact-Based Measures

!  Status by working software

103&


&16&October&2013&

PSI Planning
Agenda

104&

&&&

&16&October&2013&

52&

10/16/13&

Day One

!  Business Context
!  Product Solution/Vision
!  Architectural Vision /
Development Practices
!  Planning Context and Lunch
!  Team Breakout
!  Draft Plan Review
!  Management Reviews / Problem
Sovling

105&


Day Two

&16&October&2013&

!  Planning Adjustments
!  Team Breakouts
!  Final Plan Review and Lunch
!  Program Risks
!  PSI Objectives
!  Plan Rework (if necessary)
!  Planning Retrospective and
Moving Forward

106&


&16&October&2013&

53&

10/16/13&

Business Context

!  Executive leadership shares state of business
!  No set format (e.g. SWOT – strength, weakness,
opportunity, threat)

107&


&16&October&2013&

Product / Solution Vision

!  Product Management presents vision and high
priority features

108&


&16&October&2013&

54&

10/16/13&

Architecture Vision and Development Practices

!  Vision for architecture
!  Updates on agile tooling and practices

109&


&16&October&2013&

Team Deliverables

!  PSI Objectives
!  Sprint plans
!  Risks

110&


&16&October&2013&

55&

10/16/13&

Normalized Story Points

!  Normalized story points provide basis for estimating
within/across programs
!  One time calibration
!  Start with 8 points for each full time developer and
tester – gives “velocity”
!  Subtract 1 for each vacation day and holiday
!  Pick small story that would take ½ day to code, ½
day to test – call it 1
!  Estimate all others relative

111&


&16&October&2013&

PSI Objectives

!  May just be features (not down to story level)
!  May be other – milestones (e.g. trade show),
!  Business owners assign value on scale 1 to 10

PSI&
&&
&&

HIP

Sprint / Iteration

112&


&16&October&2013&

56&

10/16/13&

Program Plan

!  Plan Shows
–  Feature delivery
–  Dependencies
–  Milestones

113&


&16&October&2013&

Program Plan
Sprint&1&

Sprint&2&

Sprint&3&

Milestones/
Event&

Sprint&4&

Sprint&5&

Trade&Show&

Features&

Feature&A&

Feature&B&

Team&One&

Story&One&

Story&Five&&

And0so0forth0

Team&Two&

Story&Two&

Story&Six&

Team&Three& Story&Three&

Feature&E&

Story&Seven&

Team&Four&&

Feature&D&

Story&Eight&
Story&Ten&

Story&Four&
Story&Nine&

Shows&dependencies&

114&


&16&October&2013&

57&

10/16/13&

Draft Plan Review

!  Look at:
–  Velocity
–  Flow
–  PSI objectives
–  Risks
–  Impediments
–  Dependencies

115&


&16&October&2013&

Managers Review and Problem Solving

!  Any adjustments?
!  Any bottlenecks?
!  Anything to sacrifice?

116&


&16&October&2013&

58&

10/16/13&

Planning Adjustments

!  Based on review, adjust
!  Changes to priorities, plan, scope, resources

117&


&16&October&2013&

Business Owners

!  Authority over program budget allocation
!  Participate in PSI Planning and Inspect and Adapt
!  Attend system demo

118&


&16&October&2013&

59&

10/16/13&

Final Plan Review

!  Focus on team objectives and risks
!  Review by all teams
!  Business owners accept/reject plan

119&


&16&October&2013&

Program Risks

!  Remaining program risks and impediments
discussed
!  ROAM
–  Resolved – not a concern
–  Owned – someone has responsibility
–  Accepted – nothing more can be done
–  Mitigated – plan for adjustment as necessary

120&


&16&October&2013&

60&

10/16/13&

Commitment

!  Confidence vote
–  Fist of five (1 – no confidence, 5 – high confidence)

!  Two part commitment
–  Team does everything in their power to meet objectives
–  Team escalates immediately if not meeting objectives (for
any reason)

Ready&

Plan

Commit

121&

Execute

Demo

Retrospect


&16&October&2013&

Exercise

!  Two minutes planning / then execute
! 
!  Color
!  Italic
!  Bold

AGILE
12342
NNNYN
NYNNY

IS
42
NN
NY

FUN
341
YNY
NNY

!  Bold must be done by two people
!  Italics must be done by one person (very specialized).
122&


&16&October&2013&

61&

10/16/13&

ExecuGon
'

123&

&&&

&16&October&2013&

Scrum of Scrums

!  Continuous coordination of teams
!  Scrum Masters and Release Train Engineer
!  Twice a week
!  Time-boxed with “Meet After”

Ready&

124&

Plan

Commit

Execute

Demo


Retrospect

&16&October&2013&

62&

10/16/13&

Product

!  Product management and product owners
!  Once a week

125&


&16&October&2013&

Continuous Inter-team Coordination

!  Teams visit other teams
!  Including backlog grooming, sprint planning, daily
standups, demo
!  Sprint goals align teams to each other

126&


&16&October&2013&

63&

10/16/13&

Continuous System Integration

!  Integrate entire user story
!  Avoid physical branching (could use tags)
!  Develop by intention
–  Define interfaces
–  Integrate
–  Then add functionality

127&


&16&October&2013&

System Demo

!  After sprint demos
!  Every 2 weeks
!  System Team/Product Management demonstrates to
business owner and stakeholders
Ready&
Retrospect

Demo

Plan

Commit

Execute

128&


&16&October&2013&

64&

10/16/13&

HIP Sprint

!  Hardening, Innovation, Planning (HIP)
–  Enables cadence, delivery reliability

!  Hardening – tests not practical every iteration
!  Innovation – spikes, hackathons, infrastructure
improvements
!  Planning – PSI Planning
PSI&
&&
&&

HIP

Sprint / Iteration
129&


&16&October&2013&

HIP Sprint

!  One week – harden and innovation
!  Second week –
–  Release planning preparation
–  Continuous education
–  Inspect and adapt
–  PSI Planning

Ready&

130&

Plan

Commit

Execute

Demo


Retrospect

&16&October&2013&

65&

10/16/13&

Inspect and
Adapt

131&

!  PSI Demo to stakeholders
!  Quantitative measurements
!  Problem solving workshop


&16&October&2013&

PSI Demo

!  Product management / system team demos
!  Everyone can attend

Ready&

132&

Plan

Commit

Execute

Demo


Retrospect

&16&October&2013&

66&

10/16/13&

Quantitative measurements

!  Completion of PSI objectives
!  Percentage of business value achieved
!  Measure percentage versus acceptable band

133&


&16&October&2013&

PSI Performance Summary

!  Productivity
–  Features planned and accepted

!  Quality
–  Open defects
–  % Test automation

134&


&16&October&2013&

67&

10/16/13&

Problem Solving Workshop

!  Address large impediments limiting velocity
!  Perform root cause analysis

Ready&

135&

Plan

Commit

Execute

Demo

Retrospect


&16&October&2013&

PSI Planning

!  Input – vision, milestones, to ten features
!  Output – PSI objectives and program board

136&


&16&October&2013&

68&

10/16/13&

Agile'
Architecture
'

137&

&&&

&16&October&2013&

Agile Architecture

!  Intentional guidance and emergent design
!  Spans all three levels
!  Roles
–  Enterprise architect – at portfolio level
–  System architect – at program level (overall guidance)

!  Architectural Runway

138&


&16&October&2013&

69&

10/16/13&

Principles of
Agile
Architecture

!  Design Emerges
!  Architecture is a collaboration
!  Bigger system, longer runway
!  Build simplest architecture that

can possibly work
!  When in doubt, code it or model
it
!  They build it, they test it
!  No monopoly on innovation
!  Implement architectural flow

139&


&16&October&2013&

Emergent Design and Architecture

!  Complexity and changing requirements makes
centralized decision making inefficient
!  Design by those who implement specific functionality
!  At scale, some intentional architecture necessary
–  Excessive redesign slows time-to-market
–  Some capabilities can/should be anticipated
–  Teams not always able to synchronize, thus creating
divergence
–  Cross-cutting architectural and user requirements

140&


&16&October&2013&

70&

10/16/13&

Intentional Architecture

!  Just in time architectural elaboration
!  Assumes incremental implementation
!  Relies on feedback from teams
!  Three phases:
–  Current intent – building now
–  Near term – may be building next
–  Future intent – may build

141&


&16&October&2013&

Architectural Runway

!  Architectural features
!  Research with “up-front” spikes

142&


&16&October&2013&

71&

10/16/13&

Design Simplicity

!  Common language to describe system
!  Solution model close to domain model
!  Follow good old design principles

143&


&16&October&2013&

Code or Model to Validate

!  Implement prototypes
!  Mix of actual and mock functionality and interfaces
!  Model if too big to code

144&


&16&October&2013&

72&

10/16/13&

They build it, they test it

!  System architects (and teams) must create
environment to verify system behavior
!  Design for testability

145&


&16&October&2013&

No monopoly on innovation

!  Some from architects, some from teams
!  HIP sprints – cadence for innovation

146&


&16&October&2013&

73&

10/16/13&

Implement architectural flow

!  Architectural epics may span multiple ARTs

147&


&16&October&2013&

Enterprise Architect

!  Holistic vision of solutions
!  Drives architectural Kanban
!  Facilitates re-use of ideas, components, patterns

148&


&16&October&2013&

74&

10/16/13&

Architectural Epics

!  Architectural Epics
!  Cut across:
–  Time – affect multiple releases
–  Scope – affect multiple products, systems, solutions,
–  Organization – affect multiple teams, programs, business
units

!  Arise from:
–  New opportunities
–  Changes in technology
–  Common infrastructure to avoid redundancy

149&


&16&October&2013&

Architectural Flow

!  Like business flow
!  Funnel, backlog, analysis, implementation

150&


&16&October&2013&

75&

10/16/13&

Other'(OpGonal)
'

151&

&&&

&16&October&2013&

Overall'Flow'(1)'

Opportunity' ''
''

152&

Epic'' ''

Authority& &&
approves&&
High&level&
es9mates&
and&
business&
analysis&&

Features'' ''

Analysis&by&
&&
porjolio&
management&
team&&

PSI'
''
Sprint'
Stories'
backlog'
PSI&
Per&
Sprint&
&&
Planning& team& planning&
team&&


&16&October&2013&

76&

10/16/13&

Overall'Flow'(2)'

Sprint'
backlog'

''

Tested'
stories'

''

Team&
&&
analyzes,&
develops,&
tests&&
&&

''

Sprint&
Demo&&

&&
&&

153&

Product' ''
Owner'
accepted'
&&
System&
Demo&&

System' ''
demo'
accepted'
&&
Final&
tes9ng&
(if&any)&

Ready'
for'
release''
&&

&&

&&

&&

&&

&&


&16&October&2013&

Architectural'Flow'

Architectural'
Opportunity'
''

154&

''

Architectural'
Epics''

Architectural&
&&
approval,&high&
level&es9mates&&

''

Features''

Analysis&by&
system&
architects&&

Priori9zed&
with&user&
features&&


&16&October&2013&

77&

10/16/13&

Leadership

!  Leader as
–  Expert –technically focused
–  Conductor –central decision maker, orchestrator
–  Developer – creates team jointly responsible for success
(servant leaders)

155&


&16&October&2013&

Corrective Action Plan

!  Perform root cause analysis
!  State problem clearly and succinctly
–  Pick one root cause and state as problem

!  Brainstorm a solution
!  Take responsibility
–  Identify stories needed for solution

!  Specify measureable results
!  Set achievable deadlines
!  Monitor progress
156&


&16&October&2013&

78&

10/16/13&

The Power of “ba”

!  We, work, knowledge are all one
!  Self-organizing
–  Shared context in which individuals interact

157&


&16&October&2013&

Not'An'Ending,'
But'a'Beginning
'

158&

&&&

&16&October&2013&

79&

10/16/13&

Objective Review

!  Introduce SAFe
–  Concepts
–  Roles
–  Principles

!  Lean (a little)

159&


&16&October&2013&

!  Go'and'become'SAFe''
'

!  Thank'you''
!  Please'ﬁll'out'evaluaGons'

160&


&16&October&2013&

80&

10/16/13&

A'Workshop
'
(If&there’s&9me)
&

161&

&&&

&16&October&2013&

Vision'/'Charter'

!  Sam’s'Lawn'Mower'Repair'and'CD'Rental'Store'
!  Vision'&

–  The&rental&process&creates&minimum&waste&and&oﬀers&more&
services&to&customers.&

!  Mission'&

–  Create&a&custom&soNware&package.&&&

!  ObjecGves&

–  Within&two&months&aNer&project&ini9a9on,&clerks&will&spend&50%&
less&9me&per&transac9on&on&both&CD&checkZouts&and&returns.&
–  Within&three&months&aNer&project&ini9a9on,&customers&will&be&able&
to&reserve&CDs&prior&to&ren9ng&them.&&

!  Principles&&

–  Customer&sa9sfac9on&is&of&primary&importance.&&
–  Clerk&convenience&is&secondary.&

162&&&&&&&&&&&&&&&&&&&&&&&&&&&&
162&


&16&October&2013&

81&

10/16/13&

Epic'Example'

!  Business&Epics&&
–  CheckZin&and&CheckZout&
–  Customer&Services&
–  Mul9ple&Stores&

!  Architectural&Epics&&
–  Mul9ple&Stores&&&&

163&


&16&October&2013&

Features'Example'

!  Example&Z&Sam’s&Lawn&Mower&Repair&and&CD&Rental&
Shop&&

–  CheckZin&and&CheckZOut&&
!  Check&out&and&check&in&
!  Credit&card&charging&to&eliminate&cash&&
–  Customer&Services&&
!  Reserva9on&system&for&CDs&&
!  CD&catalog&of&all&CDs&so&renters&can&select&ones&to&rent&or&reserve&
!  Hookup&with&a&video&rental&store&to&oﬀer&combined&reserva9ons.&&
–  Mul9ple&Stores&
!  Way&to&return&a&CD&to&any&store&&
!  Way&to&determine&which&stores&have&par9cular&CDs&&
164&&&&&&&&&&&&&&&&&&&&&&&&&&&&
164&


&16&October&2013&

82&

10/16/13&

Sam’s'Lawn'Mower'and'CD'Rental'Store'

!  Es9mate&WSJF&for&the&features&&
!  Break&up&features&into&stories&&
!  Es9mate&and&schedule&stories&&

165&


&16&October&2013&

83&

An Introduction to SAFe: The Scaled Agile Framework

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