SAFe
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This document summarizes the Scaled Agile Framework (SAFe) for implementing agile principles in large organizations. It outlines the key levels in SAFe from Team to Program to Portfolio. At the Team level, 2 week sprints continue as in Scrum. At the Program level, multiple teams are organized into Agile Release Trains to deliver value in coordinated 5 sprint increments. At the Portfolio level, programs are aligned to business strategy and priorities in a portfolio backlog. The document also discusses 9 principles of SAFe and challenges in transforming large organizations to this scaled framework.
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Abstract
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*Recent experiences from Scaled Agile and their first remote PI Planning
The Lean Agile Portfolio
Agile practices continue to improve as organizations move forward with adoption and adaption. However, as they move forward, they often run into daunting challenges—coordinating projects with highly complex requirements and interdependencies; navigating highly political environments; and finding ways to fund, report, and integrate agile project work into existing organizational processes. Jamie Mades has found that the Lean Agile Portfolio bridges these gaps, applying lean product development flow principles to identify high-value initiatives and speed completion of work. It reduces risk and uncertainty using agile development practices to realize those initiatives. Jamie discusses how to break down silos across all areas, reduce the divide between agile practices and senior executive requirements, and improve collaboration. Using a $500M portfolio at a Fortune 100 company as an example, he reviews how they seamlessly integrated agile planning into the annual funding cycle and coordinated highly complex work across the organization. Join Jamie to learn where you need to drive changes and where you can adapt agile practices to meet organizational needs.
How to facilitate leadership participation, not just buy in
Are you frustrated with leadership wanting to delegate the Agile transformation and not getting involved? Come to this talk and learn about new ways to facilitate leadership engagement, not just buy-in. Learn how to form an Agile Leadership Scrum team, where leadership will understand they are responsible for the success or failure of an Agile transformation. There is something for every Agilist in this talk. Leaders will learn a new paradigm for engagement and understand how they can actively lead an Agile transformation. Agile coaches will learn how to build a significantly powerful guiding coalition. Agile team members will learn how to leverage leadership support to quickly resolve impediments and increase transparency.
Slack + Atlassian Integration: Use Automation to Remove Organization Silos an...
An often neglected success factor in scaling agility is strategically connecting the big picture view across the organization. Teams gravitate to working in functional silos with independent and uncoordinated workflows across people, processes, and products, causing low business outcome predictability (<50%) due to poorly defined roles and disconnected collaboration.
In this webinar, we will highlight the differences between organic and intentional collaboration and why when collaboration is not strategically architected, predictability, visibility, and governance suffer as a result.
We will show specific use cases of how Slack messaging-driven collaboration and specifically its integration with your large work items in a tool like Atlassian enables business process automation, decision automation for effortless process automation, visibility, and productivity.
The Past, Present, and Future of Scrum
In the past two decades, Scrum has become the standard for agile development, used in some form today by 90 percent of agile teams. As Scrum starts its third decade, it’s not the fresh-faced process framework it once was. Yes, it has met—and dealt with—commercial, technical, philosophical, and practical challenges. Dave West discusses the past, present, and future of Scrum, using real data from more than 200,000 open assessments and 50,000 professional assessments to describe its challenges and evolution. Learn how to: (1) add the development infrastructure for continuous delivery; (2) define the systems engineering to manage the operational requirements from the start; and (3) create architectures to simplify the challenges of large-scale development. Learn how, in an industry that survives on the bleeding edge, there will continue to be a role for Scrum with its events, artifacts, and roles and how Scrum can continue to evolve.
ANI | Agile Kolkata | PI Planning in Action | Anand Pandey | 19th Oct 2019
Abstract
The primary purpose of PI planning in SAFe is to gain alignment between business owners and program teams on a common, committed set of Program Objectives and Team Objectives for the next release (PI) time-box. This workshop is to experience PI planning in action.
Key Takeaways
1. Understanding of the importance of PI planning
2. Good practices for an effective PI planning
3. Preparatory work required for a PI planning
20140610-RallyON 2014 - Agile Metrics Panel
The Agile Metrics Panel
Date: Tuesday, June 10, 2014
Time: 11:30am to 12:00pm
Speaker(s): Hope Lynch, Mehul Kapadia, Rob Uhlrich
Track: Quantify Agile
Room: Farragut
Role(s): Change AgentCoachDev ManagerDevelopment DirectorDevOpsDirector EngineeringDirector OperationIT ManagerPMO / ePMOProduct Line Dir.Product ManagerProgram ManagerQARally Workspace AdminRelease Train EngineerUX
* Bring your toughest questions on identifying, measuring and analyzing Agile performance metrics. Our panel of experts will share their insights around what metrics work best in their organization, and which lead to decisive behaviors and cultures of innovation and speed.
* What metrics do you use to help your teams and programs improve?
* How do you use this information to target your improvement ares? Select training and consulting to help?
What advice do you have in terms of applying these techniques at other’s organizations?
Rick Austin - Portfolio mangement in an agile world [Agile DC]
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
Introducing SAFe 5.0 the operating system for Business Agility
SAFe 5.0 brings the focus back to what it takes to bring great solutions to the marketplace.
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Achieving Regulatory and Industry Standards Compliance with the Scaled Agile ...
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Remote Working in a SAFe Environment: Collaborative Online Meetings and Fully...
How to facilitate leadership participation, not just buy in
How to facilitate leadership participation, not just buy in
Slack + Atlassian Integration: Use Automation to Remove Organization Silos an...
Slack + Atlassian Integration: Use Automation to Remove Organization Silos an...
ANI | Agile Kolkata | PI Planning in Action | Anand Pandey | 19th Oct 2019
ANI | Agile Kolkata | PI Planning in Action | Anand Pandey | 19th Oct 2019
Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...
Introducing SAFe 5.0 the operating system for Business Agility
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Agile Transformation at Scale
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Agile Methodology - Software Engineering
Learn about Agile Methodology of Software Engineering and study concepts like What is Agile, Why Agile is there, Agile Principles, Agile Manifesto with Pros & Cons of it.
Presentation also include Agile Testing Methodology like Scrum, Crystal Methodologies, DSDM, Feature Driven Development, Lean Software Development & Extreme Programming.
If you watch this one please rate it and do share this presentation to others so then can easily learn more about the Agile Methodology.
PFCongres - Test Improvement 4 Agile
When we want to improve, for some reason we usually start to question testing. But what are the right questions to ask in an Agile context? Current TPI models have proven to be a mismatch when assessing and improving the test process in this context. So what is missing in the current models and how can we help companies improve their testing in an Agile context? It seems that it is significantly harder to describe how to become more flexible than it is to describe how to become more structured.
Jeroen will introduce a stepwise approach to improve the testing in Agile software development. The Agile Manifesto, the SCRUM process and the field experience of numerous testers form the basis for this new model. In an interactive session he will show new key areas to consider and introduce good practices that will help to improve testing in an Agile context. Some key areas of the current TPI models are changed to fit the Agile context. All other key areas are specifically aimed at the Agile context. Examples of new key areas are “People”, “Teamwork” and “Regression & E2E testing”. You will see that the development process is part of the model as well, since testing and development are completely integrated. The Agile Manifesto tells us to value people and interactions over processes and tools. Therefore the assessment and improvement model includes key areas and checkpoints that are directed at people and interactions. Last but not least, it is a test improvement model… So the model will still be focused on testing aspects. The complete model is fit for purpose and fit for Agile, in wording, terminology and the ideas behind it.
You will leave this tutorial with more knowledge on how to fit testing within Agile as well as on how to improve testing. Additionally you will take away a set of good practices that add value to your testing immediately.
Approaches to scaling agile v1.0
This presentation talks about the challenges in Scaling Agile and Scaling models such as Scrum of Scrums, LeSS, DAD, SAFe and Nexus
A Practical Guide to Scaling Agile
A case study and experience sharing on Agile at Scale and Scaled Agile Framework (SAFe) implementation
Agile Scrum Quick Reference Card
This simple and crisp quick reference card is for Agile and Scrum basics. It is a simple way to glance through all the concepts and use it as a tool for revision, even before an interview.
What are the Tools & Techniques in Agile Project Management?
Organizations, teams and even project management software are increasingly responding to a demand for more adaptive and evolutionary processes. In a fast-changing business world that needs to respond to rapid market and technology shifts, Agile delivers. Agile project management provides numerous benefits to organizations, project teams, and products.
Learn more about:
» Set up an Agile project.
» Assign roles and responsibilities.
» Create a prioritized list of requirements.
» Define increments and timeboxes.
» Manage a Solution Development Team or Teams.
» Use Agile techniques such as Feature Driven Development.
» Present the benefits of Agile approaches to Senior Management.
Agile Software Development - Agile and Scrum Intro
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Agile Scrum CMMI
Detail Information about Agile Process Frameworks such as SCRUM and CMMI along with agile manifesto. Comparison between scrum and capability maturity model integration
Agile Session @ Universidade Portucalense
Agile session presented at the Universidade Portucalense to Bsc Students.
This session was followed by a happy lego based simulation!
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What are the Tools & Techniques in Agile Project Management?
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Agile Software Development - Agile and Scrum Intro
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SAFe
- 1. ART 1
- 2. Scaling Agile Principles to Large Organizations Malmi S. Amadoru 2
- 3. Travel Map • SAFe Principles • SAFe in Act • Challenges 3
- 4. SAFe • Based on Lean & Agile principles • 9 principles • Shortest Sustainable Lead Time • Alignment/Synchronization 4
- 5. #1: Take an economic view • All must understand economic impact of decisions they are making • Develop an economic framework for decision making 5
- 6. #2: Apply system thinking • Understand boundaries – Not only the building system – Systems which it interacts with • Optimize system as a whole, not just component wise 6
- 7. #3: Assume variability: preserve options • Naturally tend to reduce variability – Risk avoidance culture • Variability not inherently GOOD or BAD – Economics associated for outcome • Approach: Set-Based Design/ Set-Based Concurrent Engineering 7
- 8. #4: Build incrementally with fast integrated learning cycles • Integration points create knowledge from uncertainty – Not only to test technical viability – Prototypes to test the market to gain feedback – Fast feedback allows to pivot to alternative option 8
- 9. #5: Base milestones on objective evaluation of working systems • Build incrementally • Integration point demonstrates viability of current in- process solution • Evaluated frequently by stakeholders 9
- 10. #6: Visualize & limit WIP, reduce batch sizes, and manage queue lengths • Too much WIP causes frequent context switching • Make visible current WIP to all stakeholders • Smaller batch size results lower WIP • Keep backlogs short & uncommitted 10
- 11. #7: Apply cadence, synchronize with cross- domain planning • Sufficient uncertainty provides freedom for innovation • Sufficient certainty allows business to operate • Synchronization allows – Align development teams & business to a common mission – Integrate customer into development process 11
- 12. #8: Unlock intrinsic motivation of knowledge workers • Knowledge workers know more than their bosses • Motivate instead of managing • Leverage the system view – Empower to take decision based on economics – Provide autonomy • Understand the role of compensation • Create an environment of mutual influence – Respected 12
- 13. #9: Decentralize decision making • Centralize strategic decisions – Infrequent & long lasting • Decentralize everything else – Frequent & time critical 13
- 14. SAFe 3.0 Portfolio Level Program Level Team Level Team Backlog (Stories) Program Backlog (Features) Portfolio Backlog (Epics) Portfolio Backlog (Epics) Portfolio Level Program Backlog (Features) Program Level Team Backlog 2 (Stories) Team Backlog 1 (Stories) Team Level 14
- 15. Team Level • No changes, usual 2 weeks Scrum • Start & end dates synchronized between teams • Continuous integration & quality focus ₋ Pair Programming ₋ ATDD (Acceptance Test Driven Development) 15
- 16. SAFe in 7 Minutes 16 https://www.youtube.com/watch?v=RXzurBazN-I
- 17. Team Backlog 17
- 18. Team Level - 2 week Sprint 18
- 19. Program Level • Program Increments – 5 sprints time-box – 4 normal sprints + 1 HIP sprint • System Demos – Every 2 weeks • Agile Release Train • Program Backlog • Release Planning 19
- 20. Agile Release Train (ART) • Long lived team of agile teams (50-125) • Organized around enterprise’s value streams • Common mission • Departs & arrives on a reliable schedule – Velocity & predictable planning • All cargo goes on train – Code, documentation etc. • Continuous integration across all teams on train 20
- 21. Program Backlog • Product Manager responsible for defining & prioritizing 21
- 22. Features Vs. Architectural Changes 22
- 23. Release Planning Meeting • All members of all teams (50-125) • Develop, refine & estimate Team Backlog • Output – Program PI Objectives – Team PI Objectives 23
- 25. Program Level in a Nutshell • Release Train Engineer (Scrum Master of Program Level) • System Team – System level integration 25
- 26. Portfolio Level • Portfolio Backlog • Business Epic • Architecture Epic • Kanban • Multiple agile release trains across different value streams 26
- 27. Portfolio Level • Programs aligned to enterprise business strategy – Along value stream lines 27
- 29. 29
- 30. Challenges • Need to transform organization • Train all those who involved • Constrained by business target deadlines • Not so easy! • Not suitable for every circumstance • Other Options – LeSS (Large-Scale Scrum) – DAD (Disciplined Agile Development) 30
- 31. Post Your Query! Thank You! 31