The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at? Explore what you should expect to see across the five phases of Agile maturity. In part 2 of this series, we will focus on Phase 3 and 4. We'll share valuable advice about negotiating the turns, avoiding roadblocks, and enjoying the ride in your agile maturity journey. Plus, we’ll talk about the optimal tools to support you—enterprise product management software, like Atlassian Jira Align. Learn: - Common maturity elements of Phase 3 of agile maturity (The Scaling Agile Organization) and Phase 4 of agile maturity (The Agile Enterprise) - Challenges you may face in your agile maturity journey and how to overcome them - How Jira Align’s features and functionality can support scaling

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2. The Five Phases of Agile Maturity
(Part 2): Phase 3 and 4

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Housekeeping Items

4. Meet Our Panelists
Sneha Crews
Managing Director,
Solutions Engineering
Rod Morrison
Partnerships Director,
EMEA
Ali Huda
Senior Enterprise Agility
Consultant

5. 01 Agile Maturity Phases Overview
02 Deep Dive into Phase 3
03 Deep Dive into Phase 4
04 Outcomes & Success Stories
Agenda

6. Overview
The Five Phases of Enterprise Agility

7. VMO/LACE
• The Agile Team
• Team of Agile Teams
• The Scaling Agile Organization
• The Agile Enterprise
• The Scaling Agile Enterprise
Five Phases of Enterprise Agility
VMO

8. Scaling Agile Framework - Phase 3 & 4
1. Strategic Planning
2. Investment Prioritization
1. Strategies, goals, themes
2. Long Term Strategic
Roadmapping
3. Strategic Snapshots
1. Strategy & Investment Funding
2. Demand Management
3. Budgeting
1. Strategic Themes and OKRs
2. Epic Business Cases
3. Epic Backlog & Prioritization
4. Epic Lifecycle Management

9. Phase 3 : The Scaling Agile
Organization
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10. Phase 3 – The Scaling Agile Organization
Empowered Teams
• Cultural Engagement
• Servant Leadership
Delivery Groups stall in evolving to ADGs and represent <70% of one Business Portfolio
• Objectives and Key Results are adopted
• Organization Siloed
• Agility stalled in scaling outside originating silo
• Teams desire autonomy
Common Agile Framework
• Business Agility
• Scaling Framework
• ADG Elements are normalized within their context
• Frameworks and Processes adopted and normed to the Delivery Groups
• Core Center of Learning established
• Toolscape administration rolled into Centers of learning
• Data network and demands begins normalization
Value Stream Alignment
• Lean Thinking
• Product Agility
ADG Elements refine Value stream delivery to Product value outcomes
• LPM becomes notional
• Product sophistication grows
• ADG elements have cross-silo (portfolio) flow inhibitors impacting productivity – Ex-silo Value Stream Contributors
• EA Advocates and Champions identified external to siloed ADG Elements
Value Delivery &
Productivity
• Team Agility
• Team Processes
ADG Elements coordinate planning, Qtrly delivery @60+/- 5%
• Team delivery @70+%
• Roadmap delivery @<30%
• ADG Elements @75+% unified toolscapes and normalized metrics and reporting
• ADG Elements have WiP, Cycle and Lead Times baselined
• Centers of Learning established
Built-In Quality
• Technical Agility
• DevOps
Teams adhere to agreed upon agile testing and defect management processes
• Leading teams adopt DevOps
• Defect and Delivery budgets exist
• QA metrics are normalized
• Tech Debt Paydown is scheduled

11. ● Organizations functioning in Agile Release Train structures but lack Alignment on goals or
objectives
● Even though visibility into what’s being accomplished is established each team is working
in their own silo
● Program and Portfolio Kanban in place but no limiting work in progress. “Everything is high
priority”.
● Business Value delivered is not as expected by stakeholders
● Increased throughput and feature delivery though not contributing to strategic goals
Phase 3 – Pain Points

12. ● Objective metrics to support governance and improvement
● Teams / Team of Teams organized around the flow of value
● Lean budgeting to empower decision makers
● Kanban system provides portfolio visibility and WIP limits
● Enterprise Architects guides larger technology decisions
● Value delivery via Epics
● Alignment to Strategic Themes
● Quality measured by observable working features and customer feedback
● Portfolio Backlog Refinement
Phase 3 – Activities to Mature

13. ● Multiple teams of teams delivering consistently towards the same value delivery
● Epic realization is predictable
● Business value delivery is predictable
● Cross Portfolio Dependencies emerging
Phase 3 – Leading Indicators to Transition to Phase 4

14. Scaling With Portfolio Level
● Organized around the flow of value
● Lean Budgets empower decision makers
● Kanban system provides portfolio visibility and WIP limits
● Enterprise Architect guides larger technology decisions
● Objective metrics support governance and improvement
● Value delivery via Epics
● Strategic Themes

15. Portfolio Management
Themes from Enterprise Planning
events
Themes are planned and work groups
aligned at a high level
• Portfolio Epics
• Portfolio Backlog
• Portfolio Kanban
• Objective Reporting
• Strategy View - Work Tree
16

16. Longer-Term Solution Roadmap in Jira Align
17
Epics by Strategic
Theme
Month by Quarter
Strategic Theme
Portfolio Epics
Yearly
Horizon

17. Portfolio Kanban Exit Criteria In Jira Align

18. Portfolio Room
19
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Manage the entire Portfolio planning and
execution workflow via a central command
center

19. Work Tree – Strategy View
20

20. Objective Reporting
21
The Progress by Objective report captures the status of the key objectives at
all levels, including the blocked and in-progress items

21. Phase 4 : The Agile Enterprise
22

22. Phase 4 – The Agile Enterprise
Empowered Teams
• Cultural Engagement
• Servant Leadership
BP Executive Stakeholder(s) identified
• Why Communicated regularly
• 1 – 2 Business Portfolios aligned in Value Streams @<50%Annual Delivery
• Annual Assessments and Survey’s conducted
• Certifications and accreditations are normalized and funded
• HR is transforming to Agile HR
Common Agile Framework
• Business Agility
• Scaling Framework
BPs and ADGs continue to evolve Framework and Process
• Annual Planning now participatory for ex-silo VSCs
• Enterprise/Strategic planning normalization begins
• EA Advocates and Champions ex-silo to BPs attend Center’s of Learning
Value StreamAlignment
• Lean Thinking
• Product Agility
BPs are aligned in clear Value Streams
• VSCs identified and normalized in planning with BPs, VS, and ADGs
• Operational value streamalignment under contemplation
• Products and Service strategic roadmaps are produced
• Product Agility fully embraced: ideation, Personas, Competitors, etc. normalized and adopted
• Product and Service values informfunding delivery work (OKRs)
Value Delivery & Productivity
• TeamAgility
• TeamProcesses
ADGs and Ex-Silo VSCs coordinate planning, Qtrly delivery @70 +/- 5%
• Teamdelivery @80%range
• Roadmap Delivery @50%range
• Lead Time at Qtrly delivery boundary normed to a known %Confidence to Deliver a Feature of Value fromIdea to Delivery to Market
• OKRs measure Value Delivery and drive Pivot or Persevere decisions
• WiP at ADGs managed to deliver right levels of Value with Quality
Built-In Quality
• Technical Agility
• DevOps
DevOps and CI/CD are teamand ADG Norms
• Automated Testing and Environment Deployment becoming comprehensive
• Defects are analyzed complexly; by: Product, Age, Density, Type, Severity, etc.
• Tech Debt is minimized in new delivery
• Existing Tech Debt reduced by an appreciable measure
• Centers of Learning provide refining feedback

23. ● Unable to roll up metrics to see across portfolios
● Multiple/disparate systems create friction in reporting and planning
● Non-cadenced timeboxes across enterprise
● Enterprise level set of terminology and concepts
● Collaboration across autonomous portfolios
● Senior leadership not aligned
Phase 4 – Pain Points

24. ● Developing Product Roadmapping
● Predictable Epic Delivery
● OKR reporting
Phase 4 – Activities to Mature

25. ● Lean cycle times
● Business value delivery and quality across portfolios is consistent
● Robust Product roadmapping
● Increased Product led feature delivery
Phase 4 – Leading Indicators to Mature to Phase 5

26. Connecting Strategy to Execution with LPM
Could be Corporate OKRs

27. Lean Portfolio Management Summary
SAFe Principles Applied
• Take an Economic View
• Apply Systems Thinking
• Assume variability; preserve options
• Limit WiP, reduce batch size, reduce
queue length
• Apply Cadence, synchronize with cross
domain planning
Portfolio Management in Jira Align
• Strategic Backlog
• Value Engineering
• Investment Allocation
• Portfolio Canvas
28

28. Strategic Backlog

29. Investment by Feature

30. Use the Portfolio Canvas

31. Investment vs. Actuals
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This report will provide a view of program increment allocation and the actual spend for each theme in a single
view

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