SAFE Implementationdf PDF

Implementing
®
SAFe
Achieving Business Agility with the Scaled Agile
Framework®
5.0.1
S.A0.F1e® C ourse - Attending this course gives students acc ess to the SAF e Pr ogram C onsultant exam and r elated prepar ati on materials .
5
SAFe® Course - Attending this course gives

students access to the SAFe Program Consultant
exam and related preparation materials.
Digital Student Workbook
~ SAF
B®I SCAL
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©Sca led Agile, Inc.
For personal use only - Matthew Robertson - Jul 27, 2020 (ID:0050W000007oDHwQAM)
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© Scaled Agile, Inc.
SAFe®Implementation Roadmap Business results

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1/23/20 scaledagileframewo rk.com/implementation-roadm ap © Scaled Agile, Inc.
SAFe® Courses and Certifications
Leading SAFe" I Thriving in the Digital Age with Business Agility I• with SAFe® 5 Agilist Certification
Implementing SAFe" I Achieving Business Agi lity with the Scaled Agile Framework I♦ with SAFe• 5 Program Consultant Certification
SAFe" for Government I Applying Lean-Agile Practices in the Public Sector with SAFe® I• with SAFe® 5 Government Practitioner Certification
Lean Portfolio Management I Aligning Strategy with Execution I• with SAFe® 5 Lean Portfolio Manager Certification
SAFe" Product Owner/Product Manager I Delivering Value through Effective Program Increment Execution I♦ with SAFe® 5 Product Owner / Product Manager Certification
Agile Product Management I Using Design Thinking to Create Valuable Products in the Lean Enterprise I • with SAFe® 5 Agile Product Manager Certification
SAFe" Scrum Master I Applying the Scrum Master Role within a SAFe® Enterprise I• with SAFe® 5 Scrum Master Certification
SAFe" Advanced Scrum Master I Advancing Scrum Master Servant Leadership with SAFe® I• with SAFe® 5 Advanced Scrum Master Certification
SAFe" Release Train Engineer I Facilitating Lean-Agi le Program Execution I♦ with SAFe® 5 Release Train Engineer Certification
SAFe" for Architects I Architecting for Continuous Value Flow with SAFe® I• with SAFe® 5 Architect Certification
SAFe" DevOps I Optimizing Your Value Stream I• with SAFe® 5 DevOps Practitioner Certification
SAFe" for Teams I Establishing Team Agility for Agi le Release Trains I♦ with SAFe® 5 Practitioner Certification
Agile Software Engineering I Enabling Technical Agility for the Lean Enterprise I• with SAFe® 5 Agile Software Engineer Certification
SAF e C ours e Attendi ng this c ourse gi ves s tudents acc ess to the SAFe Pr ogram C ons ultant exam and rel ated pr epar ation materials.
Table of Contents
Privacy Notice .......................................................................... 1
Digital Workbook User Guide................................................... 2
Lesson 1: Thriving in the Digital Age with Business Agility ........... 9
1.1 Thrive in the Digital Age ................................................... 10
1.2 Describe SAFe as an operating system for Business
Agility ..................................................................................... 17
1.3 Explain the Seven Core Competencies of Business
Agility ..................................................................................... 21
Lesson 2: Becoming a Lean-Agile Leader .................................. 37
2.1 Embrace the Lean-Agile Mindset ..................................... 38
2.2 Apply Lean and Agile at scale with the SAFe
Principles ............................................................................... 52
Lesson 3: Establishing Team and Technical Agility .................... 91
3.1 Form cross-functional Agile Teams ................................. 94
3.2 Build quality in.................................................................. 98
3.3 Organize Agile Release Trains around the flow of
value .................................................................................... 100
Lesson 4: Building Solutions with Agile Product Delivery ......... 105
4.1 Apply Customer Centricity with Design Thinking ........... 108
4.2 Prioritize the Program Backlog ...................................... 117
4.3 Participate in PI Planning ............................................... 130
4.4 Develop on Cadence; Release on Demand ................... 148
4.5 Build a Continuous Delivery Pipeline with DevOps ........ 157
Lesson 5: Exploring Lean Portfolio Management ..................... 171
5.1 Define a SAFe portfolio .................................................. 172
i | © Scaled Agile, Inc.
5.2 Connect the portfolio to Enterprise strategy ................... 178
5.3 Maintain the Portfolio Vision ........................................... 186
5.4 Establish portfolio flow ................................................... 190
5.5 Fund Value Streams ...................................................... 197
Lesson 6: Leading the Change ................................................. 203
6.1 Lead by example ............................................................ 204
6.2 Lead the change ............................................................ 206
Lesson 7: Becoming a Certified SAFe Agilist ............................ 211
7.1 Becoming a Certified SAFe Professional ....................... 212
Lesson 8: Reaching the SAFe Tipping Point ............................. 217
8.1 Recognize the importance of establishing a vision
for change ............................................................................ 218
8.2 Explore how to build a powerful guiding coalition ........... 223
Lesson 9: Designing the Implementation .................................. 231
9.1 Identify Value Streams and Agile Release Trains .......... 232
9.2 Explore how to create the implementation plan ............. 247
Lesson 10: Launching an Agile Release Train ............................ 255
10.1 Prepare the ART launch............................................... 256
10.2 Train teams and launch the ART ................................. 266
Lesson 11: Coaching ART Execution.......................................... 277
11.1 Coach the train and the teams ..................................... 278
11.2 Continuously improve program performance with
Inspect and Adapt ................................................................ 283
Lesson 12: Extending to the Portfolio .......................................... 297
12.1 Launch more ARTs and Value Streams ....................... 298
12.2 Extend to the portfolio .................................................. 304
12.3 Establish Agile portfolio operations .............................. 307
ii | © Scaled Agile, Inc.
12.4 Establish Lean governance.......................................... 311
Lesson 13: Accelerating Business Agility.................................... 317
13.1 Start establishing Organizational Agility ....................... 318
13.2 Start to build a Continuous Learning Culture ............... 326
13.3 Accelerate Business Agility .......................................... 329
Lesson 14: Becoming a Certified SAFe Program Consultant ..... 345
14.1 Becoming a Certified SAFe Program Consultant ......... 346
Glossary ...................................................................................... 349
iii | © Scaled Agile, Inc.
Privacy Notice
Your name, company, and email address will be shared with Scaled Agile, Inc. for
course fulfillment, including testing and certification. Your information will be used in
accordance with the Scaled Agile privacy policy available at
https://www.scaledagile.com/privacy-policy/.
1 | © Scaled Agile, Inc.
Digital Workbook User Guide
Frequently Asked Questions
Q: How can I take notes in my digital workbook?
A: After each lesson, there is a notes page that allows you to type notes directly into
the workbook. Remember to save your workbook to your personal computer to save
any content you may have added.
If you open the digital workbook with a product like Adobe Acrobat, there are
functions that allow you to add your own text boxes, add bookmarks, highlight text,
and add comments. Remember to save your workbook to your personal computer to
save any content you may have added.
For additional assistance in annotating your digital workbook, please refer to the
tutorials and support articles for the PDF reader of your choice.
Q: What other features are included in the digital workbook?
A: Action plan slides are followed by editable digital action plan worksheets. All
videos have a hyperlink directly below the slide that will take you to the correct URL.
If you click on assets in the front matter, you will be taken to resources on the Scaled
Agile Framework website, like the Implementation Roadmap and course certification
pages.
Q: How do I fill out the action plan in my digital workbook?
A: To add text to a blue text field, click within the blue box and type. Remember to
save your workbook to your personal computer to save any content you may have
added.
Q: Is my digital workbook saved on the community platform?
A: The original digital workbook file will always be available to you in your Learning
Plan on the SAFe Community Platform. However, any text or content added to your
digital workbook must be saved on your personal computer. Remember to save your
workbook to your personal computer to save any content you may have added.
Q: Can I share my digital workbook with my coworkers?
A: No. You cannot share your digital workbook. It is for personal use only, so you
may not reproduce or distribute it.
Q: Can I print the digital workbook?
A: Yes. You may print the digital workbook for your personal use. The file is letter
sized and full color, so make sure to adjust your printing preferences accordingly.
SAFe ® Course -Attending this course gives students
access to the SAFe Program Consultant exam and related
preparation materials .
5.0.1
SCALED AGILE .
t:>Scaled Agile, Inc.
Notes:
Logistics
► Course meeting times
► Breaks
► Facilities
► Technology requirements
► Working agreements
SCALED AGILE · Cl Scaled Agile . Inc.
Notes:
Duration
Discussion: Introductions ~
~
► Step 1: Introduce yourself to

someone and share something
you know about SAFe and the
role of the SAFe Program
Consultant (SPC)
► Step 2: Be prepared to share

with the class:
- What is your current role?
- What are your expectations for
this class?
SCALED AGILE • Cl Scaled Agile . Inc.
Notes:
Course goals
At the end of this course you should be able to:

► Lead an Enterprise Lean-Agile ► Coordinate multiple Agile Release
transformation Trains with a Solution Train
► Implement the Scaled Agile ► Use the seven core competencies
Framework (SAFe) to achieve Business Agility
► Implement Lean Portfolio
► Train managers and executives in
Management
Leading SAFe
► Perform Value Stream
identification ► Continue your learning journey and
become enabled to train other
► Launch and coach Agile Release SAFe roles in the Enterprise
Trains
SCALED AGILE · Cl Scaled Agile . Inc.
Notes:
Duration
Activity: Course goals overview ~

~
► Step 1: Review the outlined course goals posted on flip chart

sheets around the room.
► Step 2: You have three votes total. Place a dot on the goals that are
most relevant to you.
SCALED AGILE • Cl Scaled Agile.Inc.
Notes:
Duration
Activity: Where are we? ~

~
► Step 1: Place a sticky note on the following three posters to identify

where you are in terms of:
- Existing certification
- Agility experience matrix
- Place in the SAFe Implementation Roadmap
SCALED AGILE · Cl Scaled Agile.Inc. 6
Notes:
Implementing SAFe is a two-part course
Part 1 : Leading SAFe Part 2: Implementation
SPCs teach leaders and other stakeholders In Part 2, you will learn
this two-day course. In Part 1, you will take the strategies and practices for
course and also be given tips and strategies for implementing SAFe.
teaching it.
SCALED AGILE • Cl Scaled Agile.Inc.
Notes:
Course map
Leading SAFe Implementing SAFe
► Lesson 1: Thriving in the Digital Age with ► Lesson 8: Reaching the SAFe Tipping Point
Business Agility
► Lesson 9: Designing the Implementation
► Lesson 2: Becoming a Lean-Agile Leader
► Lesson 10: Launching an Agile Release Train
► Lesson 3: Establishing Team and Technical
Agility ► Lesson 11: Coaching ART Execution
► Lesson 4: Building Solutions with Agile ► Lesson 12: Extending to the Portfolio
Product Delivery
► Lesson 13: Accelerating Business Ag ility
► Lesson 5: Exploring Lean Portfolio
Management ► Lesson 14: Becoming a SAFe Program
Consultant
► Lesson 6: Leading the Change
► Open Space
► Lesson 7: Becoming a SAFe Agilist
SCALED AGILE · Cl Scaled Agile.Inc.
Notes:
Introducing the Action Plan
► In your workbook you will find

the Action Plan
► Throughout the course, you

will have an opportunity to
add ideas, insights, and
action items as a takeaway
SCALED AGILE • Cl seated Agile . Inc.
Notes:
This page intentionally left blank.
Lesson 1
Thriving in the Digital Age with
Business Agility
Learning Objectives:
1.1 Thrive in the Digital Age
1.2 Describe SAFe as an operating system for Business Agility
1.3 Explain the Seven Core Competencies of Business Agility
SAFe Course Attending this course gives students access to the

SAFe Program Consultant exam and related preparation materials.
1.1 T hrive i n the Digital Age
1.1 Thrive in the digital age
SCALED AGILE .
Notes:
Notes:
Five technological revolutions
Installation Period Turning Point Deployment Period

'f' 'f' 'f'
1771 1793-1801
Industrial ------------- -.. I

Revolution I I
1829 1848 -1850
Age of Steam
& Railways ••
••
1875 1890-1895
Age of Steel & London funded global market Belle Epoque (Europe)
Heavy Engineering infrastructure build-up Progressive Era (USA)
1908 1929 -1943
Age of Oil &

Mass Production
1971 2000-?
Age of Software Ootcom and internet mama ;

?
& Digital Global finance and housing bubbles
Adapted from Technological Revolutions and the Age of Software , Carlota Perez
Notes:
Production capital follows financial capital
► Installation Period - New technology and financial capital combine to create a "Cambrian
explosion" of new entrants , disrupting the entire industries from the previous age
► Turning Point - Existing business either master the new technology or decline and become
relics of the last age
► Deployment Period - Production capital of the new technological giants starts to take over
Installation Period Turning Point Deployment Period

.... .... ....
Age of Software
?
& Digital
SCALED AGILE • Cl Scaled Agile.Inc . 13
Notes:
What stage are we in?
► "BMW Group 's CEO expects that in their

future more than half of its R&D staff will
be software developers ." (Mik Kersten ,
Project to Product)
► "Amazon and Whole Foods Merger to

Introduce Cross-Platform Selling and
Lower Prices" (Forbes , August2017)
► The market cap of Tesla ($438 market

cap , $21 B revenue) now exceeds the
market cap of Ford ($36 .28 market cap ,
$1608 revenue) 8 :1 value ratio
(September 2019)
► Apple is now the biggest watchmaker in

the world (lnvestopedia 2019)
Notes:
Competing in the Age of Software
The problemis not with our organizationsrealizingthat

they need to transform;the problemis that organizations
are using managerialframeworksand infrastructure
modelsfrom past revolutionsto manage their
businessesin this one.
- Mik Kersten
Notes:
Notes:
We started with a network
@ Customer
Centricity
17
Notes:
We add hierarchy for stability and execution
Speed of Innovation
@ Customer
Centricity
Notes:
Guess what happens?
19
Notes:
The solution is not to trash what we know and

start over but instead to reintroduce a second
system-one which would be familiar to most
successful entrepreneurs.
You need a dual operating system.
- John P. Kotter
Notes:
We need a dual operating system for Business Agility
Speed of Innovation
@ Customer
Centricity
Efficiency and stability

21
Notes:
And we have just such an operating system at our fingertips
I
Value Stream Functional
Network hierarchy
SCALED AGILE · Cl Scaled Agile.Inc . 22
Notes:
1.2 D escribe SAF e as an operating s ystem for Busi nes s Agility
1.2 Describe SAFe as an operating system for

Business Agility
SCALED AGILE .
Notes:
Notes:
Business Agility requires

technical agility and
a business-level commitment to
product and Value Stream
thinking.
And it requires that everyone

involved in delivering
business Solutions use Lean
and Agile practices.
ENTERPRISE
25
Notes:
Notes:
Why SAFe?
SAFe business benefits are derived directly from case studies written by SAFe customers
JQ"/o
Happier, 50%
more motivated Faster
( employees Time-to-Market
~
35°10
Increase in Defect
Productivity Reduction K':>i
---l!:_JO:
Source: Typical results from scaledagile.comlcase-studies
SCALED AGILE · Cl Scaled Agile . Inc. 27
Notes:
SAFe configurations
Four configurationsprovidethe right solutionfor each Enterprise.
Ful Configuration
Larg Solu o Configuration
Portf lio Configuration
Essen I Configuration
SCALED AGILE • Cl Scale d Agile.Inc . 28
Notes:
SAFe: Roots, past, present and future
2011 Field experience at enterprise scale Now ...
Lean product development I Agile development I DevOps I Systems thinking
Notes:
The Seven Core Competencies of Business Agility
~ Enterprise Solution Lean Portfolio @

~ Delivery Management '@
Agile Product Organizational

Delivery Agility
Team And Lean-Agile Continuous

Technical Agility Leadership Learning Culture
~
Notes:
1.3 Expl ain the Seven C ore Competenci es of Business Agility
1.3 Explain the Seven Core Competencies of

Business Agility
SCALED AGILE ·
Notes:
~ I
>--t---="'
-
--+--
---+-
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--+---
Notes:
Team and Technical Agility
The Team and Agile Teams Built-In Quality
•
Technical Agility
competency
• •1111
•
u
Product
Owner
• 0
0 ~--0- -0
describes the critical 1111
1
Scrum Establish Pairingand Collective Automation Definition
Master Flow PeerReview Ownership of Done
skills and Lean-Agile andStandards
principles and Teams of Agile Teams

practices that high-
performing Agile BusinessProduct
Mgmt. Hardware Software Quality Testing ComplianceOperations Security
Teams and teams of GI.LE RELEASE. ':.RAIN
Agile Teams use to

create high-quality
solutions for their
customers .
••
U 1111
1
.. • '
11111 - .
.. 1111
M
Notes:
Agile Teams Built-In Quality
•
u
~
•
1111
1
Scrum
Master
Product
Owner
.. . ..
Establish Pairingand
Flow
Collective Automation Definition
PeerReview Ownership
andStandards
of Done
-0
Teams of Agile Teams
Business ProductMgmt. Hardware Software Quality Testing Compliance Operations Security
GI.LE RE.L.EAS TRAIR
- -. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -. '
u •• 1h11
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Notes:
Agile Product Delivery
Agile Product Customer Develop on Cadence , Release on Demand

Centricity
Delivery is a Releaseon Demand
- •- •- •- •_____..,
9
customer-centric @ --- •- •-
--
•- -+ Customer
Centric
approach to 00 111 ~
Deve
lopment
defining, building, Design Centric
Thinking Developon Cadence
and releasing a
continuous flow of DevOps and the Continuous Delivery Pipeline
valuable products
and services to
/e .......
0 0 AGILE RELEASE TRAIN ....
customers and e-oDevOps
Continuous Continuou s Continuou
s
Relea
se
on Demand
users. Exploraton Integration Deployment
Notes:
Customer Develop on Cadence, Release on Demand

Centricity
Release
on Demand
@ -- •-- •-•-
•- •------.. e
,. Customer _____.. Centric
00 e
Development
Design Centric
Thinking Developon Cadence
DevOps and the Continuous Delivery Pipeline
AGILE RELEASE TRAIN
Release
Continuous Continuous Continuous on Demand
Exploraton Integration Deployment
Notes:
Enterprise Solution Delivery
The Enterprise Solution Lean System and Solution Coordinating Trains

Delivery competency Engineering and Suppliers
describes how to apply
Lean-Agile principles
and practices to r .~ ~ LEAN
QMS
specification, ---------------
development ,
deployment, operation, Continually Evolve Live Systems
and evolution of the
world's largest and
most sophisticated © cm©
software applications, ©/
networks, and cyber- Continuou
s DeliveryPipeline
physical systems. EvolveDeployed

Systems
SCALED AGILE • Cl Sealed Agile.Inc . 37
Notes:
Lean System and Solution Coordinating Trains

Engineering and Suppliers
Solution Train
LEAN
QtJIS
Continually Evolve Live Systems
AGILE RELEASE TRAIN
Continuous
DeliveryPipeline
EvolveDeployedSystems
Notes:
Lean Portfolio Management
The Lean Portfolio

Management
competency aligns
strategy and En1erprise
Executives
execution by applying ~=.\

"
Business • •/ e. Enterprise
Lean- and systems- Owners ...
'-.._/
• Archi1ect
thinking approaches
to strategy and
investment funding
Agile portfolio
APMO
operations, and :.M ~
governance. i "
~:~ri:i;~ ~:~::: APMO/LACE ~:.:a, ~ ~~E ~:~
\..._/
Notes:
Strategy
& Investment
Funding
Enterprise
Executives
&:.&
Business • •/ "'.!. Enterprise
Owners WM - Architect
'---.__/
APMO
:.:.& ~
Ent erprise
· &/ •"- • Business RTEand
Architect M WM Owners APMO/LACE a\:.a\ iU SM CoP
'---.__/
IC>Scaled Ag ile, Inc.
Notes:
Organizational Agility
The Organizational Lean-Thinking People and Agile Teams Strategy Agility

Agility competency
describes how Lean- • ••
eJ•t• • •
thinking people and
Agile Teams optimize
-'Av - ""
their business
Houseof Lean SAFePrinciples AgileManifesto
process, evolve
strategy with clear
.
and decisive new Lean Business Operations
commitments, and
quickly adapt the
~-~ ····•
organization as Proc.tsSTime OelayTime ProceSSTime
needed to capitalize
on new opportunities.
Notes:
Lean-Thinking People and Agile Teams Strategy Ag i I ity
Houseof Lean SAFePrinciples AgileManifesto

_w.,
........
---
. - -----
Lean Business Operations ....
•.
Process
Time
a.
DelayTime • .
Process°Ti
me
42
Notes:
Continuous Learning Culture
The Continuous Learning Organization Relentless Improvement

Learning Culture ~ ){.
0 Constant
Sense
of Danger
competency $.
Shared
Vision
Systems
~ Thinking O OptimizetheWhole
describes a set of Pers
onal _eJ,,
Mental 0 ProblemSolvingCulture
Mastery -w•
Team Models
values and practices Learning
O Reflect
at KeyMilestones
O Fact-Based
Improvement
that encourage
individuals, and the
Enterprise as a
v=
whole, to continually Innovation Culture
increase knowledge,
competence,
performance, and Innovative Time& Space GoSee ExperimentationPivotWithout Innovation
People & Feedback Mercyor Guilt Riptides
innovation
Notes:
Learning Organization Relentless Improvement

~ :11(.
Constant
Senseof Danger
Shared Systems
:c~•
Vision Optimizethe Whole
~ Thinking
Personal ProblemSolvingCulture
Mastery Mental
Team Models Reflectat KeyMilestones
Learning Fact-Based
Improvement
-# ~~ v' "'
4
Innovation Culture
Innovative Time&Space GoSee ExperimentationPivotWithout Innovation

People & Feedback Mercyor Guilt Riptides
Notes:
The Lean-Agile Mindset & Principles

Leadership
competency
describes how Lean-
Agile Leaders drive
and sustain I= I Core Values VJlLean-Agile Mindset ~ SAFe Pnnc1ples
organizational change
and operational Leading by Example Lead;ngCh••;.
=->
excellence by
@ Authenticity
empowering
individuals and teams
•••1•.
•1
@ Decentralized
Decision
-Making
Ei'ii@Mi·IIIM
·---❖ ~
@ Emotional
Intelligence
to reach their highest @ lifelongLearning
potential. I ll @ GrowingOthers
SCALED AGILE • Cl Seale d Ag ile. Inc . 45
Notes:
Mindset & Principles
I= I Core Values UJl

Lean-Agile Mindset ~ SAFe Principles
Leading by Example Leading Change
@ Authenticity
@
@
Decentralized
Decision
-Making •
EmotionalIntelligence
LifelongLearning
)
@ GrowingOthers 1111111r(>
The management challenge
.. .and if you can't come, send no one"

-Vignette from "Out of the Crisis,", W Edwards Deming
SCALED AGILE · Cl scaled Agile.Inc. 46
Notes:
Measure and Grow
Measure and Grow is the way

portfolios evaluate their progress BuslneH Agility Self-Assusment
in Business Agility and

determine their next
improvement steps.
Notes:
Business Agility Self-Assessment
TTA: Agile Teams
APD : Customer Centricity and Design

CLC: Relentless Improvement
Thinking
OA : Lean-Thinking People and Agile APD : Develop and Cadence; Release on

Teams Demand
OA : Lean Business Operations
OA : Strategy Agility ESD: Solution and Systems Engineering
ESD: Coordinating Trains and Suppliers
Lesson review
In this lesson you:
► Discussed what is neccessary to be able to thrive in the digital age
► Described SAFe as your operating system for Business Agility
► Explained the Seven Core Competencies of Business Agility
Notes:
Scaled Agile Framework recommended reading for this lesson:

- SAFe for Lean Enterprises
- Business Agility
- Measure and Grow
Lesson 1 notes
Enter your notes below:
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
Lesson 2
Becoming a Lean-Agile Leader
2.1 Embrace the Lean-Agile Mindset
2.2 Apply Lean and Agile at scale with the SAFe Principles

SCALED AGILE .
Notes:
Exemplifying SAFe core values
Alignment Transparency
► Provide the relevant briefings and participate ► Visualize all relevant work
in Program Increment (Pl) Planning ► Take ownership and responsibility for errors and
► Help with backlog visibility , review, and preparation mistakes
► Help with Value Stream organization and coordination ► Admit your own mistakes
► Constantly check for understanding ► Support others who acknowledge and learn from
► Communicate the mission , visions and strategy at their mistakes-never punish the messenger
every opportunity
Built-in Quality Program Execution

► Demonstrate quality by refusing to accept or ship ► Participate as an active business owner in Pl
low-quality work execution
► Support investments in capacity planning for ► Celebrate high quality and predictably delivered
maintenance and reduction of technical debt Program Increments
► Ensure UX, architecture , operations , security , ► Aggressively remove impediments and demotivators
compliance , and others , are part of the flow of work
SCALED AGI LE · Cl Scaled Agile.Inc. 50
Notes:
Duration
Taking Action: Exemplifying SAFe's core ~

values ~
► Step 1: Individually choose one

of SAFe's four core values:
Alignment, Transparency, Built-In
Quality, and Program Execution
► Step 2: In your group, discuss

how can you exemplify that core
value in your organization
► Step 3: Write down one example

in the Action Plan in your
workbook
Notes:
SAFe Agilist Action Plan
How can you exemplify one of the SAFe core values in your organization?
Exemplifying SAFe’s
Core Values
Built-InQuality
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Value
Achieve the shortest sustainable

lead time with:
► The best quality and value to ~

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LEADERSHIP
There is only one boss . The customer .
And he can fire everybody in the company
-Sam Walton
Notes:
Respect for people and culture
► Generative culture
► People do all the work

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► To change the culture, you LEADERSHIP
have to change the Culture eats strategy for breakfast.
organization - Peter Drucker
Notes:
Flow
► Optimize sustainable value

delivery
► Build-in quality ~
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► Move from projects to

products LEADERSHIP
Operating a product development process
near full utilization is an economic disaster.
-Don Reinertsen
Notes:
Innovation
► Innovative people
► Provide time and space for

innovation ~
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►
Innovation comes from the producer .
► Pivot without mercy or guilt -W. Edwards Deming
Notes:
Relentless Improvement
► A constant sense of danger
► Optimize the whole
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► Reflect at key Milestones

LEADERSHIP
Those who adapt the fastest win.
Notes:
Leadership
► Lead by example
► Adopt a growth mindset ~

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► Exemplify the values and - u

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principles of Lean-Agile and

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► Develop people
► Lead the change People are already doing their best;

the problems are with the system . Only
► Foster psychological safety management can change the system

- W. Edwards Deming
Notes:
Duration
Activity: Assessing a Lean mindset ~

~
► Step 1: Assess where your

team stands in embracing a
(low) (hig h)
Lean mindset. Q
1 2 3 4 5
Value delivery
0 0 0 0
Respect:~~~:~~~=
Q 0 0
► Step 2: Discuss the results of Flow 0 0 0 0
the self-assessment. Do you Innovation Q 0 0
Relentless
have similar low or high improvement 0 0
Leadership
0 0 0
scores?
Notes:
Lean Mindset Self-Assessment
Step 1: Assess where your team stands in embracing a Lean mindset.

Step 2: Discuss the results of the self-assessment. Do you have similar
low or high scores?
Notes
TakingAction: Improvingthe Lean-Agile

mindset
~~
~~
► Step 1: Select one of the lowest scores
in the assessment.
► Step 2: Brainstorm one to three actions

you could take to improve this area.
► Step 3: Share your ideas with your

group . Give and receive constructive
suggestions on how the ideas offered
can improve the mindset scores .
► Step 4: Write down one idea in your

Action Plan and be prepared to share.
Notes:
How can you improve the Lean-Agile mindset in your organization?

Improving the
Lean-Agile Mindset

The Agile Manifesto
We are uncovering better ways of developing software by doing it and

helping others do it.
Through this work we have come to value:

- Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
- -
That is, wh ile there is value in the items on the right , we value the items on the left more.
@ agilemanifesto .org
Notes:
The Agile Manifesto Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements , even late in development. Ag ile processes harness

change for the customer's competitive advantage .
3. Deliver working software frequently , from a couple of weeks to a couple of months ,

with a preference for the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals . Give them the environment and support
they need, and trust them to get the job done .
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation .
Notes:
The Agile Manifesto Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers,

and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances

agility.
10. Simplicity-the art of maximizing the amount of work not done-is essential .
11. The best architectures, requirements, and designs emerge from self-
organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
Notes:
Activity: Agile principles at scale ~i>

~~
► Step 1: Review the principles behind the Agile Manifesto
► Step 2: Select one principle per group
► Step 3: Categorize as:

- Works as is
- Not applicable
- Requires rethinking for scale
► Step 4: Share your findings with the class
Notes:
Ag ile Manifesto Principles

1. Our highes t pr io rity is t o satis fy t he custome r t hroug h early and con t inuous del ive ry of
va luab le softwa re .
2. Welcome chang ing requ irements, even late in deve lop ment . Agi le pro cesses ha rne ss
change for the custome r's co mpet itive ad van t age .
3. De liver wo rking softwa re freque nt ly, from a coup le of weeks to a coup le of mon t hs , wit h
a prefe re nce fo r the sh o rter timesca le .
4. Business p eop le and develope rs must wo rk t oge t her da ily t hroughout the project.
5. Build p rojec t s around mot ivat ed ind ividua ls. Give them t he env ironment and sup p ort
they need, and t rust t hem to get th e job d o ne .
6. The most eff icient and effective method of co nveying information to an d wit hin a
deve lo p men t t eam is face -to -face conve rsa t ion .
7. Work ing softwa re is t he p rima ry measure of pro g ress .
8. Agi le pro cesses promote sus t aina b le developmen t . The spo nsor s, deve lop e rs, and use rs
should be ab le t o maintain a co nsta nt pace indefin ite ly.
9. Co nt inuous attentio n to techn ica l exce lle nce an d goo d desig n enhances ag ility .
10. Simp licit y- th e art of maximizing t he amo unt of work not done - is essen t ial.
11. The bes t a rch ite ctures, requi re ments , and designs emerge from se lf-organ izing teams .
12. At regular inte rva ls, the team refle ct s on how to become more effect ive , t hen t unes and
adju sts its behav ior according ly.
Agile Principles at Scale
Instructions: Review the Agile Manifesto principles. Check the category for how
the principle applies to implementation at scale in today’s working environment.
Works Not Requires
Principles
as is Applicable rethinking at scale
1. Our highest priority is to satisfy the customer through early and
  
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development.

Agile processes harness change for the customer's   
competitive advantage.
3. Deliver working software frequently, from a couple of weeks to

  
a couple of months, with a preference for the shorter timescale.
4. Business people and developers must work together daily

  
throughout the project.
5. Build projects around motivated individuals. Give them the

environment and support they need, and trust them to get   
the job done.
6. The most efficient and effective method of conveying

information to and within a development team is face-to-   
face conversation.
7. Working software is the primary measure of progress.   

8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a   
constant pace indefinitely.
9. Continuous attention to technical excellence and good design

  
enhances agility.
10. Simplicity—the art of maximizing the amount of work not done—

  
is essential.
11. The best architectures, requirements, and designs emerge from

  
self-organizing teams.
12. At regular intervals, the team reflects on how to become more

  
effective, then tunes and adjusts its behavior accordingly.
Notes
2.2 Appl y Lean and Agile at s cal e with the SAF e Princi ples
2.2 Apply Lean and Agile at scale with the SAFe

Principles
SCALED AGILE .
Notes:
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
#10 Organize around value
66
Notes:
Why focus on the principles?
A common disease that afflicts management the world over is

the impression that "Our problems are different ." They are
different to be sure , but the principles that will help to improve
the quality of products and services are universal in nature .
- W Edwards Deming
100 books
► A Lean-Agile transformation will deliver substantial benefits
► However, it is a significant change , and every

implementation is different Principles
over
► Leaders should understand why the practices work ; it's part
of 'knowing what it is they must do'
Practices
► If a practice needs to change , understanding the principles
•••
will assure the change moves the Enterprise in the right 100 implementations
direction
Notes:
SCALED AGILE .
Notes:
Agile economics: Deliver early and often
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Deliver value incrementally
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Market value of a
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Activity: Accelerating value delivery ~~

~~
► Step 1: Consider that your backlog Scenario 1 - Serial delivery
has three Features. Each will take
the entire team one month and
delivers one unit of value.
► Step 2: Plot the value delivery of Scenario 2-

serial and simultaneous/parallel Parallel delivery
implementation scenarios for
delivering the Features.
- NOTE: Assume 20% task switching
overhead for each team member in
Scenario 2
Time
- HINT: Plot the serial case first - Time ---+
Notes:
Plot Serial Delivery Plot Parallel Delivery
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NOTE : Assume 20% t ask switching overhead
Solution economic trade-offs
Understanding tradeoff parameters:
► Sequence jobs for maximum Lead Time Product Cost

benefit
►
Do not consider money already
spent
Make economic choices

I X
Value
Development
continuously Expense
► Empower local decision making

Risk
► If you only quantify one thing, t: Sealed Agile. Inc
quantify the cost of delay

Notes:
SCALED AGILE '
Notes:
Systems thinking
Notes:
Attributes of systems thinking
The Solution and the Enterprise are The Solution itself

both affected by the following: is a system
► Optimizing a component does not
optimize the system
'3
► V
For the system to behave well as a
system, a higher-level ••
understanding of behavior and
architecture is required The Enterprise building the
system is a system too
► The value of a system passes
through its interconnections
► A system can evolve no faster than

its slowest integration point
Notes:
Optimize the full Value Stream

All we are doing is looking at the timeline , from when the customer gives us an order to when we collect the
cash . And we are reducing the timeline by reducing the non-value added wastes . - Taiichi Ohno
► Most problems with your process will surface as delays
► Most of the time spent getting to market is a result of these delays
► Reducing delays is the fastest way to reduce time-to-market
Wait:
..,
Value: 1 hour
.
1 week
. .. , .
1 hour
_· .,
2 weeks
.,.,:. -- -
Focus on the delays!
1 hour
2 weeks
1 hour
1 week
1 hour
1 week
1 hour ...6 hours
...7 weeks
Notes:
Discussion: Identifying delays ~i)

~~
► Step 1: Identify three delays from your context and write them
down.
► Step 2: Write down what you think might be some potential causes
for the delays.
► Step 3: Consider how systems thinking relates to finding possible

solutions for the delays. Who is ultimately responsible for the
optimization of the full Value Stream?
► Step 4: Share your insights with the class.
Notes:
De lay #1:
Potent ial cause:
De lay #2:
Potent ial cause:
De lay #3:
Potent ial cause:
#3 Assume variability;preserveoptions
SCALED AGILE '
Notes:
Development occurs in an uncertain world

Aggressively evaluate alternatives . Converge specifications and solution set . - Allen Ward
► You cannot possibly know

everything at the start
► Requirements must be flexible to

make economic design choices
r
► Designs must be flexible to 1■111'-.,
support changing requirements
Economic
Trade-offs I\..
~ =~~--•
-....a...
Cone of Uncertainty
► Preservation of options improves

economic results Hl-\iiii~
Notes:
Apply a set-based approach
• 1111
•
• 1111
Multiple ■
e1-------tllll► 1111
design ■ e1-------tllll►
options ■
•
e1-------tllll► 1111
--- •• •
• 1111
• 1111 1111 1111
Learning points.
)
Time
Adjusted
• 1111
Single e1----•
option - 1111 • ..
X. Toomuch
to adjust
• 1111
Notes:
#4 Build incrementallywith fast, integratedlearning

cycles
SCALED AGILE .
Notes:
Apply fast learning cycles
► Improves learning efficiency by

decreasing the time between Theiterativelearning
cycle
action and effect
► Reduces the cost of risk-taking by

truncating unsuccessful paths
quickly
► Is facilitated by small batch sizes
► Requires increased investment in

development environment
The shorter the cycles, the faster the

learning
Notes:
Integration points control product development
► Integration points accelerate

learning
► Development can proceed no

faster than the slowest
learning loop
► Improvement comes through

synchronization of design
loops and faster learning 0ScaledAg ile, Inc.
cycles
Notes:
Integration points reduce risk
Deadline
~
Ill
?e ' I
0:::
Fast, integrated cycles
Time
Notes:
#5 Base milestoneson objectiveevaluationof

workingsystems
SCALED AGILE .
Notes:
The problem of phase-gate milestones

There was in fact no correlation between exiting phase gates on time and project success ... the data
suggested the inverse might be true. - Lean Machine
► They force design decisions too early; this encourages false-positive feasibility.
► They assume a 'point' Solution exists and can be built correctly the first time.
► They create huge batches and long queues, and they centralize requirements
and design in program management.
Requirements
Deployment Wishful
complete ✓
thinking ...
period of false positive feasibility
Kaboom!
Notes:
The problem of phase-gate milestones
Phase gates fix requirements and designs too early, making

adjustments too late and costly as new facts emerge.
Design Planned
complete deployment
Not enough
time to adjust
Tracking progress via traditional milestones delays

critical learning points until it's too late.
Notes:
Apply objective Milestones
Program Increment (Pl) System Demos are orchestrated to deliver

objective progress, product , and process Metrics.
Progress Product Process
•. ..t
Customer Fffdbltk P rod uct/Solution
i
Improvement
Objectives Perfomwince Backlog Items
0 Q System Demo
- e------6'.le------•
♦.......
)
Notes:
Iterate to the optimum solution
Objective Milestones facilitate learning and allow for continuous,

cost-effective adjustments towards an optimum Solution .
0
•• ••-- ....• • ••-- ....• Optimum
q '---~ ~ solution
=~~•~=~
SCALED AGILE •
/
Cl Scaled Agile.Inc . 90
Notes:
#6 Visualize and limit WIP, reduce batch sizes, and

manage queue lengths
SCALED AGILE '
Notes:
An example from the field
How is this team doing? How do you know that?
Not Started Development Test Accepted
Story Story
Story 9 3
10 Story
7 Story
Story 1
Story
Story 8 2
~
11 ~
Story
Story 5
~
6
~
Notes:
Visualize to increase understanding
Now how do you think they are doing?
Wed. Thurs. Fri. Mon. Tues. Fri. Mon. Tues.
MiMH@@M Development Accepted
Notes:
Discuss
Activity: WIP improvement opportunities @ '

-
► Step 1: Look at the BVIR graphic together on the

following page in your workbook .
► Step 2: As a class , discuss what the effect would be Fri. Mon. Tues.
of a three-story WIP constraint on Development and

Test.
► Step 3: Consider this scenario : You're a developer.

You just finished story 6. What would you do if:
- There is no WIPconstraint
- The three-story WI P constraint is in place
► Step 4: Which scenario has the highest throughput?

Notes:
Not Started Development Test Accepted
Story Story
Story 9 3
10 Story
7 Story
Story 1
Story
Story 8 2
11 Story
Story 5
Story
6 4
What is the throughput if there is no W IP constrain t s?
low I high
What is the throughput if t here is a three -story W IP con strai nt ?
low I high
Reduce batch size for higher predictability
High
Q)
variation
E
....,
Q)
- Large batches
c3
>,
(.)
- Medium batches
- Small batches
Low
variation
20% 40% 60% 80% 100%
Utilization
Source : Implementing Lean Software Development , Poppendieck , Mary.
Notes:
Duration
Activity: Experience a large batch size ~

~
► Step 1 : Create groups of five people with 10

coins per group. Designate one person as the
timekeeper. The remaining four people will be
processing the coins.
► Step 2: Person by person, flip each coin one at a
time, recording your own results (heads or tails).
► Step 3: Pass all coins at the same time to the

next person, who repeats step two, until all four
people are done
► Step 4: The timekeeper stops the timer and
records the total time
Notes:
Duration
Activity: Experience a small batch size ~

~
► Step 1: Ensure that the timekeeper is ready

to start the timer
► Step 2: This time, each person flips one coin

at a time, records the result (heads or tails),
and immediately passes each coin to the next
person
► Step 3: The timekeeper will stop the timer

when the last person flips the last coin and
records the result
Notes:
Video links:
Part 1 https://bit.ly/2WWx4MM
Part 2 https://bit.ly/2F9HFtC
Part 3 https://bit.ly/2oEFQPj
The importance of small batches
► Large batch sizes increase ► Small batches go through the

variability system faster with lower
variability
► High utilization increases
variability ► The most important batch is
the handoff batch
► Severe project slippage is the
most likely result
Notes:
Finding optimal batch size
Optimal batch size is an example

of a U-curve optimization.
► Total costs are the sum of Optimalbatchsize

(lowesttotalcost)
holding costs and transaction
....
costs u
"'
0
► Higher transaction costs make

optimal batch size bigger
Itemsperbatch
► Higher holding costs make Principlesof Product Deve
lopment Flow, Don Reinertsen
batch size smaller
Notes:
Reducing optimal batch size
Reducing transaction costs

reduces total costs and lowers
optimum batch size.
► Reducing batch size: Optimumbatchsize

(lowesttotalcost)
.... Totalcost
- Increases predictability u
"'
0
- Accelerates feedback
- Reduces rework
- Lowers cost Itemsperbatch

Principles of Product Development Flow, Don Reinertse
n
► Batch size reduction probably
saves twice what you think
Notes:
Duration
Video: Formula 1 Pit Stops: 1950 and Today ~

~
Notes:
Ir-vi
~
Video link: https://youtu.be/RRy_73ivcms
Manage queue lengths
Email from a client Long queues: All bad

service organization:
Thank you for

contacting us.
Increased risk
We are experiencing
increased volumes and More variability
apologize in advance for
the delay.
Lower quality
Our goal is to contact
you within ...
Less motivation
Principlesof Product DevelopmentFlow. Don Reinertsen
Notes:
Reduce queue lengths
► Understand Little's Law

- Faster processing time decreases wait
- Shorter queue lengths decrease wait
► Control wait times by controlling queue lengths:

- WIP limits, small batches , defer commitments
Example - Given average processing speed of 10 30items

Features per quarter and a committed set of 30 Features , = 3Q
a new Feature will experience approximate wait time of: 10 itemslQ
Notes:
#7 Apply cadence, synchronizewith cross-domain

planning
SCALED AGILE '
Notes:
Cadence and synchronization
Cadence - -
► Converts unpredictable events into ► Causes multiple events to happen
predictable occurrences and lowers cost simultaneously
► Makes waiting times for new work predictable ► Facilitates cross-functional tradeoffs
► Supports regular planning and cross- ► Provides routine dependency management

functional coordination ► Supports full system and integration and
► Limits batch sizes to a single interval assessment
► Controls injection of new work ► Provides multiple feedback perspectives
► Provides scheduled integration points
Note: Delivering on cadence requires Note: To work effectively, design

scope or capacity margin cycles must be synchronized
Notes:
Cadence without synchronization is not enough
These teams are Time spent thinking you are on track

iterating w,;;,11;.;.;41;.v;;;.;.;;;;,;.;a
System
....a\•
•• 1111
1
Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate
Integrate
and slip !
•• u••Ill Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate
1111
1
•.. • a\
~ f Iterate Iterate Iterate Iterate Iterate Iterate
11111 ~
• •■I-MMl4-ii,i·i·iri4,i¢iil·Hii&idi 1 ,JfflM.iH9-W4fi•
SCALE D AGI L E · Cl Scaled Agile.Inc . 106
Notes:
Synchronize to assure delivery
•Aim:• tr
Program Program
Sys tem Demos Increment Sys tem Demo s Increment
Probably need help
from a system team
Sys 1
II Sys 2 Sys 3 Sys4 Sys 5 Sys 6
'
Sys 7
I
Sys 8
•• & Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate

MIii I
11111
( : : Coo>
io,oos
~10,eg,
f"'" : : )
I I II • Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate
MIii I
~ o,eg,
11111
I I II • ( : :CooH
:""""' ,Hoo: : )
Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate
MIii I
11111
SCALED AGI LE • Cl Scaled Agile.Inc . 107
Notes:
Controlvariabilitywith planningcadence
Cadence-based planninglimitsvariabilityto a single interval.
Accumulated
deviationfromplan
• }
Maximumdeviation
fromplan
SCALED AGILE ·
-
Cl Scaled Agile.Inc .
--------------
108
Notes:
Synchronizewith cross-domainplanning
Future product development tasks can 't be pre -determined . Distribute planning and control to
those who can understand and react to the end results .
- Michael Kennedy , Product Development for the Lean Enterprise
► All stakeholders meet face-to-face ► Requirements and design happen

{but typically in multiple locations)
► Important stakeholder decisions are
► Management sets the mission accelerated
with minimum possible constraints ► Teams create and take responsibility
for plans
Notes:
#8 Unlock the intrinsic motivation of knowledge

workers
SCALED AGILE '
Notes:
On managing knowledge workers
► Workers themselves are most

qualified to make decisions about
how to perform their work II
Workers are knowledge
► Workers must be heard and
respected for management to lead workers if they know more
effectively about the work they
perform than their bosses.
► Knowledge workers have to
manage themselves : they need
autonomy
- Peter Drucker
► Continuing innovation has to be
part of the work and the
responsibility of knowledge
workers
Notes:
Unlocking intrinsic motivation with autonomy, mastery, and purpose
► Autonomy is the desire to be self-directing

and have control over what we work on,
how we do our work, and who we work Daniel H. Pink
with A Whol• Nu, Mind
► Mastery is the urge to get better at what

we do and improve our personal and team
skills
► Purpose is the desire to do something that

matters and has meaning
Notes:
SCALED AGILE .
Notes:
Duration
Video: Greatness by David Marquet ~

~
Notes:
1~~
Video link: https://youtu.be/OqmdLcyES_Q
Decentralize decision-making
Define the economic logic behind a decision ; empower others to make the changes.
Centralize
► Infrequent - Not made very often and ► Frequent - Routine , everyday decisions
usually not urgent (example : Team and Program Backlog)
(example : internationalization strategy)
► Time critical - High cost of delay
► Long-lasting - Once made , highly unlikely (example : point release to customer)
to change
► Require local information - Specific and local
(example : common technology platform)
technology or customer context is required
► Significant economies of scale - Provide (example : Feature criteria)
large and broad economic benefit
(example : compensation strategy)
Notes:
Activity: Decentralize decision-making ~i>

~~
► Step 1: Consider three significant decisions you are currently facing.
Write them in the table provided in your workbook.
► Step 2: Rate each decision based on the frequency , time criticality, and
economies of scale, assigning the value of 2 or 0.
► Step 3: Add the total values: 0 - 3 centralize and 4 - 6 decentralize
Economies of
Frequent? Time-critical?
Decision scale?
Y=2 N=O Y=2 N=O
Y=O N=2
Notes:
Decentralize Decision-making
Instructions:
Step 1: Consider three significant decisions you are currently facing. Write them
down in the table provided in your workbook.
Step 2: Rate each decision based on the frequency, time criticality, and economies
of scale, assigning the value of 2 or 0.
Step 3: Add the total values: 0 – 3 centralize and 4 – 6 decentralize
Time- Economies
Frequent?
Decision critical? of scale? Total
Y=2 N=0
Y=2 N=0 Y=0 N=2
Notes
Keys to practicing decentralized decision making
► Openly discuss how decisions are made and explore opportunities to

move authority for those decisions closer to where the work is
performed.
► Establish a decision-making framework that equips knowledge workers
with the information to make good decisions.
► Provide clarity on organizational objectives , coach effective problem-

solving, and provide opportunities to exercise and cultivate decision-
making abilities.
► Take responsibility for making and communicating strategic decisions-
those that are infrequent, long lasting, and have significant economies
of scale. Decentralize all others.
SCALED AGILE · Cl Scaled Agile. Inc. 117
Notes:
SCALED AGILE .
Notes:
Value doesn't follow silos
• Value delivery is inhibited

by hand-offs and delays
• Political boundaries can

prevent cooperation
• Silos encourage geographic

distribution of functions
• Communication across silos

Business System Hardwa re Softwar e Test and QA Operat ions is difficult
Engineerin g
Management challenge :
connect the silos © Scaled Agile , Inc.
Notes:
Instead, organize around the flow of value
► A Value Stream is the sequence of steps used to deliver value to the Customer
► It includes the whole sequence-concept or customer order-to delivery of

value and/or receipt of cash
► It contains the people who do the work, the systems, and the flow of
information and materials
-----------· Lead Time ------------ 1

Trigger •
REPEAT
Notes:
Value at scale is distributed
Value often flows across organizational boundaries.
--- -
t: l- t:L-:.
-
Notes:
Find the 'kidney'

Use this thinking tool to identify the Value Stream within which to build one or more Agile Release Trains
-
---
--.....
____=--------
L_ L_ L_
SCALED AGILE • Cl Scaled Agile.Inc. 122
Notes:
Principles are great, but ...
Clarity on how to think, without clarity on

how to act, leaves people unmoved.
-Daniel Pink
. . . it's time to put this thinking to work.

Let's start doing.
123
Notes:
Taking Action: Advocating SAFe Principles ~~

~~
► Step 1: Individually identify

three actions you can take to
model and advocate SAFe
Principles in your Enterprise.
► Step 2: Write them down in

your Action Plan.
► Step 3: In your group, share

some of the insights you
gained from SAFe Principles.
Notes:
Identify three actions you can take to model and advocate SAFe principles
Advocating in your enterprise.
SAFe Principles
#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 li mit WIP, reduce batch sizes, and manage queue lengths
#7 Apply cadence, synchronize with cross-domain planning
#8 Unlock the intrinsic motivation of knowledge workers

Lesson review
In this lesson you:
► 2.1 Embraced the Lean-Agile Mindset
► 2.2 Applied Lean and Agile at scale with the SAFe Principles
Notes:

- Core Values
- Lean-Agile Mindset
- Lean-Agile Leadership
Lesson 2 notes
Lesson 3
Establishing Team and Technical
Agility
3.1 Form cross-functional Agile Teams
3.2 Build quality in
3.3 Organize Agile Release Trains around the flow of value

Agile Teams Built -In Quality
~
a\
....
\, ProduC1
Owofl
•
11
11
Su,m
Mast"
0--0-~
...... 0
... ..,..,_ ...........
....,,,
horfllgancl
-. - --
·-
0
aw-
I I ...... Qlulity Optr•bORS
I
~uaMgmL lwldwue Tfit1"9 Complii,rl(f
'"""'
AGI LE RELEASE "JlA/1( ...
U•• 1h11
•
1h11
SCALED AGILE • Cl scaled Ag ile . Inc. 126
Notes:
Agile Teams Built-In Quality
•
u
Product
Owner ~
•
1h11
Scrum
Master
• • •
Establish Pairingand
Flow PeerReview
Collective Automation Definition
Ownership
andStandards
of Done
-0
Business ProductMgmt. Hardware Software Quality Testing Compliance Operations Security
GILE REJ..EASE TRAIN
- -. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -. '
u •• 1h11
' ---------------------------------
3.1 F orm cros s-functi onal Agile T eams
3.1 Form cross-functionalAgile Teams
SCALED AGILE ·
Notes:
Build cross-functional Agile Teams
Agile Teams are cross-functional,

self-organizing entities that can
define, build and test, and where
applicable, deploy increments of
value
► Optimized for communication Team 1
and delivery of value
► Deliver value every two weeks Team N
► Two specialty roles:

- Scrum Master
- Product Owner
Notes:
Teams execute Iterations with Scrum and Kanban
Scrum is built on transparency, inspection, Kanban visualizes and optimizes the flow of work
adaptation, and short learning cycles through the system
Dally Stand.up
.. ..
••• ••••••
...,,... ....... BYild
-
'"'.
Iteration
Planning
Il l Iteration Retro
..
-·--------,...
__ .......,_
,,,_._.... _.,
Notes:
Agile business teams foster true Business Agility
•
Be Agile Specialize the
Principles & pract ices
Notes:
1fl!
QI
en
't''
I 11
1,1!
0 <QI •I I
If
co
,.
'l
!J
-
--,
-..-
fl -- .
Roles and responsibilities on the Agile Team
Agile Team
'
1h11
Scrum Master
u•
• Create and refine User • Coaches the Agile Team • Defines and accepts
Stories and acceptance and facilitates team Stories
criteria meetings • Acts as the Customer
• Define , build , test , and • Removes impediments for developer questions
deliver Stories and protects the team • Works with Product
• Develop and commit to from outside influence Management to plan
team Pl Objectives and • Attends scrum of scrum Program Increments
Iteration plans meetings (Pl)
• Five to eleven members
Notes:
Duration
Activity: Identify team names and roles ~

~
► Step 1: Your team is your group. Create a team

name.
►
Step 2: Select a Scrum Master for your team.
Step 3: Select a Product Owner for your team.

u•
Product
Owner
► Step 4: Make sure the team name and the
names of the people selected are visible to all
•
1111
Scrum
1
other teams Master
- Note: In the next lesson, your team will experience Pl

Planning
Notes:
3.2 Build quality i n
3.2 Buildquality in
SCALED AGILE .
Notes:
Build quality in
You can't scale crappy code (or hardware, or anything else).

► Ensures that every increment of the Solution reflects quality standards
► Is required for high, sustainable development velocity
► Many practices apply to every team, whether business or technology:

- Establish flow
- Peer review and pairing
- Collective ownership and standards
- Automation
- Definition of done
Notes:
Built-in Quality practices for technology-focused teams
► Include software quality practices (most

inspired by XP) like, Agile testing,
behavior-driven development, test-driven
development, refactoring, and code quality,
Agile architecture
-5 a m 11:11a l:!!!I
► Support hardware quality with exploratory,

early iterations, frequent system-level
..=
- ---
,r
integration, design verification, Model-

Based Systems Engineering (MBSE), and
- ---
Set-Based Design
Notes:
3.3 Organiz e Agile R elease Trai ns around the flow of value
3.3 Organize Agile Release Trains (ARTs) around

the flow of value
SCALED AGILE .
Notes:
Agile Release Trains (ARTs) continuously deliver value
► A virtual organization of 5 - 12 teams (50 - 125+ individuals)
► Synchronized on a common cadence, a Program Increment (Pl)
► Aligned to a common mission via a single Program Backlog

..····· ► ···· .. . ..4.········· .. ..
<( . ··· ► ······ . ....
..AGJ.JJ:RE.LEAS.E. '".JUUH
.,..•.....•..... . .c.·:-: .......... · ► ·. :-:.. ·<· .......... .

Continuous Continuous Continuous Release
Exploration Integration Deployment on Demand
Notes:
Create cross-functional Agile Release Trains
Business Product Hardware Software Quality Testing Complianc e Operations Security

Mgmt.
AGILE E_LEASE TRAIN (ART)
Cro ss-functional
AglleTeam s
' C Scaled Agile , Inc.
Notes:
Roles on the Agile Release Train
- ---------------- ---------------
~, Release Train Engineer acts as the ~ Product Management owns, defines ,

~ chief Scrum Master for the train . ~ and prioritizes the Program Backlog .
-
Business Owners are key stakeholders
on the Agile Release Train .
Notes:
Lesson review
In this lesson , you:
► Discussed how to form cross-functional Agile Teams
► Explored how to build quality in
► Discussed how to organize Agile Release Trains (ARTs) around

the flow of value
Notes:

- Team and Technical Agility
- Built-in Quality
- Agile Teams
- Agile Release Train
Lesson 3 notes
Lesson 4
Building Solutions with Agile
Product Delivery
4.1 Apply Customer Centricity with Design Thinking
4.2 Prioritize the Program Backlog
4.3 Participate in PI Planning
4.4 Develop on Cadence; Release on Demand
4.5 Build a Continuous Delivery Pipeline with DevOps

Develop on Cadence, Release on Dema nd
...
Customer Centricity
Release
onDemand
@ - • ._..
9
- •- •- •~
--•- Customer
<><>
Design Thinking
II
Centric
~
~lopmtnt
Centric
Develop
onCadence
DevOps and the Continuous Delivery Pipe line
AGILE RELEASE TRAIN
Release
onDemand
Continuous Continuous Continuous
DevOps Exploraton Integration Deployment
SCALED AGILE • Cl scaled Agile.Inc. 141
Notes:
Develop on Cadence, Release on Demand
Customer Centricity
Release
on Demand
@ e
.. Customer
___.
<X> Centric
Design Thinking
I Develop
onCadence
~
Development
Centric
DevOps and the Continuous Delivery Pipeline
AGILE RELEASE TRAIN
Release
on Demand
Continuous Continuous Continuous
DevOps Exploraton Integration Deployment
4.1 Appl y C ustomer Centricity with Design T hinki ng
4.1 Apply Customer Centricitywith Design Thinking
SCALED AGILE .
Notes:
Discussion: Customer Centricity
► Step 1: Discuss as a group:

- Why is it important to maintain focus on the
Customer?
- What are some of the characteristics of a

customer-centric Enterprise?
► Step 2: Be prepared to share with the class.
Notes:
Why Customer Centricity?
Customer-centric Enterprises deliver whole-product Solutions that are

designed with a deep understanding of Customer needs.
Customer-centric Customer-centric
businesses governments and
generate : Enterp rise G ove rnment
nonprofits create :
• greater profits • the resiliency ,
• increased sustainability ,
employee and alignment
engagement needed to fulfill
• more satisfied their mission .
customers .
Notes:
Customer Centricity is a mindset
Whenever a customer-centric Enterprise makes a decision, it fully

considers the effect it will have on its end users.
Understand the
customer 's needs
Focus on the
Think like the
customer
customer
Build whole Know

product customer
solutions lifetime value
Notes:
What is Design Thinking?
Design Thinking is an iterative Solution development process that

promotes a holistic approach to delighting stakeholders.
Notes:
Use personas to understand Customers
Personas are fictional characters

based upon your research. They
represent the different people who Cary the Consumer
might use your product or Solution in Age : 36
Location: Reno, Nevada, USA
a similar way. Time in App: 10 minutes
► Convey the problems they're ·I'm a worl<ingdad with three children ages 3, 6, and 10. I'm
also in a band, which means I want to spend as much time as
facing in context (i.e., their work possible with my kids and my band . I need my package
environment) and key triggers for delivered on time so that I can maximize time with my family.•
using the product I like technology! I have an

I'm not home on some
I'd rather order online than
iPhone, iPad, and nice dial the phone and talk to
home Wi-Fi setup weekends
somebody
► Capture rich, concise information My wife also works

Text is my favorite
during the week, so she I don't own a computer,
(photographs, family stories, jobs, doesn't have much
spare time to help
fonn of communication
with suppliers
only tablets and phones
etc.) that inspire great products

without unnecessary details
Notes:
Cary the Consumer

Age: 36
Location: Reno, Nevada, USA
Time in App: 10 minutes
"I'm a working dad with three children ages 3, 6, and 10. I'm
also in a band, which means I want to spend as much time as
possible with my kids and my band. I need my package
delivered on time so that I can maximize time with my family. "
I like technology! I have an I'd rather order online than

iPhone, iPad, and nice I'm not home on some dial the phone and talk to
home Wi-Fi setup weekends somebody
My wife also works

during the week , so she Text is my favorite
I don't own a computer ,
doesn 't have much form of communication
only tablets and phones
spare time to help with suppliers
Use empathy maps to identify with Customers
► The empathy map

is a tool that helps Who are we What do they
teams develop empathizing with? need to do?
deep, shared
understanding and
empathy for the What do What do
Customer they hear ? they see?
► Use it to design
better user
What do What do they think What do
experiences and they do? and feel ? they say ?
Value Streams
SCALED AGILE · Cl scaled Agile.Inc. 148
Notes:
Activity:Empathy mapping ~~
~~
► Step 1: In your group , create an empathy
map using the example in your workbook on
a flip chart or use the the template provided. Empathy Map Canvas
e ---..,-IODO?
► Step 2: Select a user or customer of a ;:;;;~~
product or service from one of the
companies at your table .
► Step 3: Following the sequence of

numbers , fill in each section of the empathy
map .
► Step 4: Discuss with your group how the o -•...,001

empathy map can inform Solution ::=:-::.::
development. Be prepared to share your
insights with the class.
Notes:
Designedfor: Designedby: Date: Version:
Empathy Map Canvas
WHO are we empathizing with? GOAL What do they need to DO?

Who is the personwe want to understand? What do they need to do differently?
What is the situation they are in? What job(s) do they want or need to get done?
What is their role in the situation? What decision(s) do they need to make?
How will we know they were successful?
PAINS GAINS
Whatare their fears, What are their wan ts,
frustrations, and anxieties? needs, hopes anddreams? • What do they SEE?
What do they see in the marketplace?
What do they see in thei r immediate enviroMlent?
What do they see others sayingand doing?
What are they watching and reading?
0 What do they HEAR?

What are they hearing others say?
What are they hearing from friends?
What are they hearing from colleagues?
What are they hearingsecond·hand?
0 What do they SAY?

What have we heard them say?

What can we imagine them saying?

What other thoughts and feelings might motivate their behavior?
Q What do they DO?
What do they do today?
What behavior have we observed?
What can we imagine them doing?
Last updated on 16 Juty 2017 . Download a c.opyof th is canvas at http: //gamestor ming.c.om/empathy-map/ C 2017 Dave Gray, ,q,lane.c.om
Use journey maps to design the end-to-end Customer experience
®••>•--Jli►••••s
Lo,n Heed
Repayment
plus interut
Customer Journey Mapping (Mortgage Loan)

DECIDE LEARN CHOOSE APPLY PURCHASE COMPLETE
°""'- ChooNVINIIObuy IO & ~dl9dl N9gcute.... Celebf...
...
-ID-
•-- ·--
.,
.......
-•- •l--
., .,..__, --------
e =-~
------
.._.._ .
OScaledAglle, Inc
Notes:
Repayment
Loan Need plus interest
®•••»-•:»a»>-t► s
Customer Journey Mapping (Mortgage Loan)
DECIDE LEARN CHOOSE APPLY PURCHASE COMPLETE
Access options Clarify goals Choose what to buy ID & financ ial check Negotiate sale Celebrate
.-.. wq ·. ¾F· ·
Young Couple
e We loved our
neighborhood growing
up and want to raise
-- --
fdiif&
-savemoney
- Our real estate agent helped
us clanfy our goals
our kids the same way
MM:M
Thi nking & We've never made a
Feeling pU"chase this large
before - ,t 1sscary1
-■
ltitMW MIIII NMMf,11IMlffi@Gi--
Form filing 1s time consum ing II torn( a lot longar to close

& the bain:-i:should know our
Q the sale than expected

details already iifiiiiMM
--
~ Customer ~ Customer
Credit Departmen t
6a, Cuslomer
~ Service Office r """ Service Officer ~ Service Officer
-- e
• Explains products • Fills in application form & • Performs assessment • Provides updates on loan status
Bank
• Prepares offer copies ID cards of applicants
• Advises to select real • Provides list with • Evaluates property
estate agency required documents • Prepares approval
Automatically gather data

Technology Online resources Online advisory, budgeting, Biomelric authenticalion
from public databases Al-based assessments could Aulomated referrals
Op portunities for understanding financial management. and of eleclronic signatures
and integra te with social improve speed and accuracy to partners
mortgage options purchasing options
med ia data
© Scaled Agile , Inc.

Use story maps to capture workflows
Starting
+s;:;;w Ending
These are the activities or tasks the user must perform to accomplish their goal.
.. ..
conditions conditions
How do we kno w the
Whal are the starting
user was success ful ?
conditi ons or triggers? Activity or task A ctivity or task Activity or task Activity or task
111111 1111
.. ..
These stories are
considered essential
..
for the release
11111
These stories will
be considered as
improvementsin
future releases
111111
111111
.. 111111
1111111
111111
Stories within an activity are typically prioritized from "Stories
essential to complete the activity" to "Stories that delight the user."
Notes:
4.2 Pri oritize the Pr ogram Bac kl og
SCALED AGILE .
Notes:
Features are managed through the Program Backlog
The Program Backlog is the

holding area for upcoming
Features, that will address user
Program H\iJiili,-
needs and deliver business Backlog
I&1¥-
benefits for a single Agile
Release Train (ART).
INFRs
....
I&1¥-
liiibiJl"I
1an1:;;.w
....1an1
+w
1an1
+w
1
1
CScal«l~.lnc.
Notes:
Vision aligns everyone on the product's direction
The Vision is a description of the future state

of the product
► How will our product solve our customer's Ml :3D,

le:9 0000
problems?
► What Features does it have?
► How will it differentiate us?
► What Nonfunctional Requirements does it

deliver?
Notes:
Features represent the work for the Agile Release Train
► Feature is an industry-standard term Example:

familiar to marketing and Product
Management I Multi-factor
► A benefit hypothesis justifies Feature
implementation cost and provides
I authentication
~
business perspective when making Benefit hypothesis

scope decisions Enhance user security via both
password and a device.
► Acceptance criteria are typ ically
Acceptance criteria
defined during Program Backlog
refinement 1. USB tokens as a first layer
2. Password authentication second layer
► Reflect functional and nonfunctional 3. Multiple tokens on a single device
requirements
4. User activity log reflecting both
authentication factors
► Fits in one Pl
Notes:
Activity: Describe three Features ~

~
► Step 1: Individually identify Example:
three Features from your

Feature:
context Multi-factor
authentication
► Step 2: In your workbook, write
Benefit
down the Features and the
Hypothesis :
benefit hypothesis for these Enhance user
Features security via
both password
and a device .
► Step 3: Choose one of the
Features and write down some
acceptance criteria for it
Notes:
Describe Features
Instructions: Individually identify three Features from your context. In the

space provided, write the Features and benefit hypothesis for these Features.
Choose one of the Features to discuss with your group and write some
acceptance criteria.
Feature: Multi-factor Benefit Hypothesis: Enhance

authentication user security via both password
and a device.
Feature:
Benefit Hypothesis:
Feature:
Benefit Hypothesis:
Feature:
Benefit Hypothesis:
Features are implemented by Stories
Business Feature
► Stories are small increments of value that can
be developed in days and are relatively easy Feature : Avoid obstac les
to estimate unique to government
installa tions
► Story user-voice form captures role, activity, Benefit hypothes is:
Characterize senso~s ability to
and goal detect and process obstacles
unique to government
► Features fit in one Pl for one ART; Stories fit in installations
I'
one Iteration for one Team User Story
As an obstacle sensor
Enabler Story I can track a single obstacle
that continually changes speed
Relocate mount for and directions - like carts,
obstacle sensor to Enabler Stories represent different
pedestrians, forklifts, etc.
the top bracket so types of work , such as: Exploration , So that vehicle control can
that it has a full 360' Architecture , Infrastructure , Compliance
around the vehicle .
,,, respond to the obstacle's
dynamic behavior
Notes:
Estimate Stories with relative Story points
► A Story point is a singular

number that represents: How big is it?
- Volume: How much is there?
- Complexity: How hard is it?
- Knowledge: What do we know?
- Uncertainty : What's not known?
► Story points are relative. They

are not connected to any Guidance : Compared with other Stories , an 8-point Story
should lake relat ively four limes longer than a 2-poinl Story .
specific unit of measure.
Notes:
Apply estimating poker for fast, relative estimating
► Estimating poker combines expert Steps

opinion, analogy, and disaggregation
for quick but reliable estimates
D Each estimator gets a deck of cards )
► All team members participate Reads a job
Estimators privately select cards
"' Cards are turned over

I S 3 ~
~~ Discuss differences
/ G[]J00~[]EGEJ~□ Re-estimate
Source: Mike Cohn, Agile Estimating and Planning
Notes:
Estimation is a whole-team exercise
► Increases accuracy by including a// perspectives
► Builds understanding
► Creates shared commitment
The whole team estimates

Stories
Warning: Estimation performed by a Manager;

Architect, or select group negates these benefits .
Notes:
Activity: Relative size estimating ~rj)

~~
Use estimating poker to relatively

estimate the mass of a set of
animals.
► Step 1: In your groups, identify

the smallest animal and mark it Chicken Horse Crocodile Giraffe
as 1
► Step 2: Estimate the remaining

animals using values 1, 2, 3, 5, Gorilla Hyena Elephant
8, 13, 20, 40, 100

Notes:
Relative Size Estimating

Think in re lativ e sizing of the se an imals . Wh ich o ne would be smallest? Ma rk it as 1.
At your t ab le, you will fi nd a deck of Estimat ing Poker cards. As a tea m, use the cards to est imate the
remai ni ng o f the an ima ls.
If you ide ntify the Hyena as 1. How would you relative ly estimate the ho rse for example?
□ □ □
□ □ □ □
Prioritize Features for optimal ROI
In a flow system, job sequencing is the key to

improving economic outcomes. Program
Backlog
Imm Ella
rmm.--
rmm
To prioritize based on Lean economics, we
need to know two things:
IEE
I Imm
NFRs
a.liiilillilll
► The cost of delay (CoD) in delivering value WSJF Done Right with
Dean Leffingwell
► What is the cost to implement the valuable

thing?
If you only quantify one thing, quantify the https ://share.vidyard.com/watch/

an1 uBZCb5UolhY9WTmH2Xx?
Cost of Delay. - Donald G. Reinertsen
Notes:
Ir-vi
~
Video link: https://share.vidyard.com/watch/an1uBZCb5UofhY9WTmH2Xx?
Example with equal CoD: Which job first?
A $$, 1 day B $$, 3 days
C $$, 10 days
~ ~ ~ ,#: '
✓ <'
ff
€~tr~
~
~~
.~.,,.
v::.·--••~•
1~ ?
Notes:
Example with equal duration: Which job first?
A $$$, 3 days B $$, 3 days
..
- /
O~i ,...
)
- .
~
C $, 3 days
- · -v' :ffif:
,. ,..,,
'·
SCALED AGILE • Cl Scaled Agile.I nc . 164
Notes:
General case: Any Cost of delay (CoD) and duration
In the general case , give preference to jobs with shorter duration and higher CoD , using Weighted Shortest
Job First (WSJF) :
Prioritized using WSJF

coo ~ Cost of Delay
WSJF =
Job Duration
.:=
....
-
::::cI ======='--
:::B
Time
C (Job size)
coo
Feature Duration CoD WSJF

A 10 10
B 3 3
Time
C 10 0.1
• Dark Area : Total Cost of Delay
AdaptedfromThe Principlesof ProductDevelopmentFlow, DonaldG. Reinertsen
SCALED AGILE · Cl Scale d Agile . Inc. 165
Notes:
Components of cost of delay
User-Business Risk Reduction & Opportunity
0.
Time
Value Criticality Enablement (RR & OE)
;
@
Relative value to the ~ user/business valu~ What else does this do for our
customer or business decays over time business
• They prefer this over Is there a fixed deadline? Reduce the risk of this or
that • Will they wait for us or future delivery?
Revenue impact? move to another Is there value in the
Potential penalty or solution? information we will receive?
other negative
impact? l What is the current effect
on customer satisfaction j
Enable new business
opportunities?
SCALED AGILE • Cl Scale d Agile.In c. 166
Notes:
Calculate WSJF with relative estimating
In order to calculate WSJF , teams need to estimate cost of delay and duration
► For duration , use job size as a quick proxy for duration
► Relative estimating is a quick technique to estimate job size and relative value
► WSJF stakeholders : Business Owners, Product Managers , Product Owners , and

System Architects
User - Business Time Risk Reduction and/or

Value + Criticality + Opportunity Enablement
WSJF
Job Size
Notes:
Activity: Weighted Shortest Job First (WSJF)

prioritization
~i>
~~
► Step 1: Prioritize three of the Features you identified earlier using
WSJF
► Step 2: Share some insights from this activity with the class
Feature I User- bus iness

value
I Time
cntlcahty
I RR I OE
value
I Coo I Job
size
I WSJF
+ + = + =
+ =
Scale for each parameter : 1, 2 , 3 , 5, 8, 13, 20
Note : Do one column at a time , start by picking the smallest item and giving it a •1·
There must be at least one · 1• in each column!
Notes:
Digital Weighted Shortest Job First Calculator
0.00
0.00
0.00
0.00
0.00
0.00
Do one column at a time. Click in the Feature cell to enter the Feature title. Start by picking the smallest item and giving it a “1.”
There must be at least one number “1” in each column of the template. The form will automatically calculate after you enter the Job size.
4.3 Partici pate in PI Pl anning
4.3 Participate in Pl Planning
SCALED AGILE .
Notes:
Program Increment Planning
Program Increment (Pl) Planning is a cadence-based ,

face-to-face event that serves as the heartbeat of the Agile
Release Train (ART) , aligning all the teams on the ART to
a shared mission and Vision .
► Two days every 8 -12 weeks (10 weeks is typical)
► Everyone attends, in person if at all possible
► Product Management owns Feature priorities
► Agile Teams own Story planning and high-level

estimates
► Architect/Engineering and UX work as intermediaries

for governance , interfaces, and dependencies
SCALED AGI LE · Cl Scaled Agile . Inc. 170
Notes:
Duration
Video: The Power of Pl Planning ~

~
Notes:
Ir-vi
~
The Power of PI Planning video link: https://youtu.be/EF0yGq9XCrA
Remote PI Planning video link: https://vimeo.com/356905542/2dca13969f
The benefits of Pl Planning
► Establishing face-to-face communication across all team members and

stakeholders
► Aligning development to business goals with the business context, Vision, and
Team/Program Pl Objectives
► Identifying dependencies and fostering cross-team and cross-ART

collaboration
► Providing the opportunity for 'just the right amount' of architecture and Lean
User Experience (UX) guidance
► Matching demand to capacity, eliminating excess work in process (W IP)
► Fast decision making
Notes:
The Pl Planning process
Input Output
Program
Pl ObJectives
Vision
I
Pl Planning
Top 10
Features
00
NFRs
Program
Backlog
Vision and top 10 Features Team and Program Pl Objectives

and Program Board
Notes:
Align to a mission with Pl Objectives
► Objectives are business

summaries of what each team
intends to deliver in the upcoming
Pl. Structured location and validation
of locations
► They often map directly to the • Navigate autonomously from
Features in the backlog. distribution center to top 5 most
frequent destinations
► Other examples: • Park at 1 building that requires
parallel parking
- Aggregation of a set of Features • Reduce GPS signal loss by 25%
• Build and demonstrate proof of
- A Milestone like a trade show concept for next generation vehicle
navigation systems
- An Enabler Feature supporting the Uncommitted Objectives
implementation • Spike : conduct hijack testing of the
vehicle sensors
- A major refactoring
Notes:
Maintain predictability with uncommitted objectives
Uncommitted objectives help improve the predictability of delivering business value.
► They are planned and aren't extra things teams do

'just in case you have time '
► They are not included in the commitment, thereby

Objectives for Pl 1
making the commitment more reliable
► If a team has low confidence in meeting a Pl

Objective, encourage them to move it to uncommitted Uncommitted Objectives
Spike: Conduct hijack testing

► If an item has many unknowns, consider moving it to of the vehicle sensors
uncommitted and put in early spikes Enabler : Improve LMS
integration with Salesforce
► Uncommitted objectives do count in velocity/capacity.
Notes:
Prepare to experience a simulated Pl Planning event
The flow of the simulation
You will be presented You will be involved in You will be drafting Pl You will be
with the program planning two Objectives based on collaborating with the
Vision Iterations considering the program Vision Business Owners to
Stories and Features and Features assign business value
to the Pl Objectives
Notes:
Outcomes of the Pl Planning simulation
Actively participating in a simulated Pl Planning event will enable you to:
Experience the Experience Experience drafting Experience

business benefits estimating Pl Objectives for managing program
of establishing capacity for the achieving the risks
communication Iteration Program Increment
across all team and committing to
members and the plan
stakeholders
Notes:
Duration
Activity: Identify program roles ~

~
► Step 1: Identify program roles Simulation role Assigned to

for the simulation Executive Volunteer
► Step 2: Ensure that you have Product Manager Volunteer
all key roles required for the Pl System Architect , UX and Volunteer
Development Manager
Planning simulation
Example: Your Instructor will be

the RTE. A volunteer will be the
Product Manager, etc.
Notes:
Simulation: Why are we here?
Pl Planning
Alignment to a common mission Agenda
- RTE
~ We are here to gain alignment and
commitment around a clear set of
prioritized objectives . I will now
review the agenda for the next two
days of the Pl Planning Event.
Notes:
Simulation: Day 1 agenda
8:00 9:00 Business Context ► State of the business and upcoming objectives
Pl Planning 9:00 10:30 Product/Solution ► Vision and prioritized Features

Agenda Vision
Architecture Vision and ► Architecture, common frameworks, etc.

10:30 11:30
development practices ► Agile tooling, engineering practices, etc.
Planning context
11:30 1:00 ► Facilitator explains planning process
and lunch
1:00 4:00 Team breakouts an ► Teams develop draft plans and identify risks and
impediments
aa ► Architects and Product Managers circulate
Presented 4:00 5:00

g ► Teams present draft plans, risks, and impediments
Draft plan rev iew
II byRTE el
5:00 6:00 Management review , Adjustments made based on challenges, risks ,
and problem solving and impediments
Notes:
Simulation: Day 2 agenda
8:00 9:00 Planning adjustments r ► Planning adjustments made based on previous

day 's management meeting
► Teams develop final plans and refine risks and

Pl Planning an impediments
Agend a 9:00 11:00 Team breakouts
na ► Business Owners circulate and assign business
DAY2 I value to team objectives
l= '+
Final plan rev iew ► Teams present final plans , risks , and impediments
11:00 1:00
and lunch el
► Remaining program-level risks are discussed
1 :00 2:00 Program risks
and ROAMed
2:00 2:15 Pl conf idence vote fj & ► Team and program confidence vote
Presented 2:15 ???

Plan rework an ► If necessary , planning continues until commitment
II by RTE
1fnecessary
aa is achieved
After Planning retrospective r ►

►
Retrospective
Moving forward
commitment and moving forward
► Final instructions
Notes:
Simulation:Briefings
Product System
Executive Architect
Manager
Notes:
Simulation:Planning guidance
Expect this first Pl Planning to feel a bit chaotic. Future Pl Planning

meetings will become more routine .
Product Owners: You have the content authority to make

u decisions at the user Story level
Scrum Masters: Your responsibility is to manage the

1h11 timebox, the dependencies, and the ambiguities
t Agile Team: Your responsibility is to define users Stories,

.... plan them into the Iteration , and work out interdependencies
with other teams
Notes:
Simulation: Planning requirements
I , I ,
lte natlon1 .1 ~
-- - Iteration 1.2 c--,.

~
_
-
Iter ation 1.3 ~ -
loH _
lwatlon 1.4 = I
'":':'.. lto,atloo 1.5
IP Iteration
=, II•
'--::. Presented
by RTE
Pf Objectives FIAY Risks
.. Focus on the highlighted

area for this simulation.
Risks an d
dependencies
Notes:
Simulation: Using historical data to calculate velocity
IWIM
240 4
miles hours
180Story - 6
points i-+ ___. Iterations
Establish velocity by looking at the average output of the last Iterations.
Notes:
Simulation: Calculate your capacity
Calculating Iteration capacity Example:

► For every full-time Agile Team member A ?-person team composed
contributing to Solution development, of 3 developers, 2 testers,
give the team 8 points (adjust for part- 1 Product Owner, and
timers). 1 Scrum Master
► Subtract 1 point for every team member

vacation day and holiday. Exclude The Scrum Master,
Product Owner, and vacation
► Find a small Story that would take about time from the calculation
a half day to develop and a half day to
test and validate . Call it a 1.
Calculated capacity:
► Estimate every other Story relative to 5 x 8 points= 40 points per
that one. Iteration
Notes:
Duration
Activity: Calculate your capacity ~

~
► Step 1: Review the example on the previous slide
► Step 2: Calculate your own capacity for the next two, 2-week
Iterations
- The first Iteration starts Monday
- Use your real availability
► Step 3: Make sure you have your team's capacity calculated
Notes:
Duration
Activity: Team breakout #1 ~

~
You will be planning a short Program Increment with two Iterations .
► Step 1: Setup the team area. Enter the capacity for each
Iteration .
► Step 2: Pick up a Feature from the Product Manager.
► Step 3: Estimate the Stories using Story Points .
► Step 4: Load the Stories into the Iterations .
► Step 5: Write the Pl Objectives using clear statements .
► Step 6: Identify the uncommitted objectives .
► Step 7: Identify any program risks and dependencies .
Notes:
Duration
Activity: Scrum of scrums (SoS) sync ~

~
► Step 1: Observe the Sos sync, conducted by the RTE
► Step 2: Each team 's Scrum Master provides the team's current status
and addresses the questions from the RTE
► Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2

topics for the simulation)
Have you identified the capacity for each Iteration in the Pl ?

Have you identified most of the Sto ries for the first two Iterat ions and begun estimating?
Have you begun reso lvin g depe ndencies with othe r tea ms?
Are you discussing trade-offs and conflicting priorit ies wit h your Busi ness Ow ners?
Have you identified any program risks?
Will you be ready to start w riting Pl Objectives in the next 15 minutes?
Is there anythi ng you need to discuss wit h othe r Scru m Masters? If so , stay for the meet-afte r
Notes:
Have you identified the capacity for each Iteration in the Pl?
Have you identified most of the Stories for the first two Iterations and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing trade-offs and conflicting priorities with your Business Owners?
Have you identified any program risks?
Will you be ready to start writing Pl Objectives in the next 15 minutes?
Is there anything you need to discuss with other Scrum Masters? If so, stay for the meet-after
Activity: Draft plan review

@
Prepare
-
'
► Step 1: Present the summary of your team's first two Iterations and
one or more draft Pl Objectives
► Step 2: Make sure that you have included the following:

- Capacity and load for each Iteration
- Draft Pl Objectives
- Program risks and impediments
SCALED AGILE • Cl scaled Agile . Inc . 190
Notes:
Management review and problem-solving
At the end of day 1, management meets to make adjustments to

scope and objectives based on the day's planning.
Common questions during the managers' review:

► What did we just learn?
► Where do we need to adjust? Vision? Scope?
Team assignments?
► Where are the bottlenecks?
► What features must be de-scoped?
► What decisions must we make between now and
tomorrow to address these issues?
Notes:
Activities during day 2
Day 1 Day2
8:00 9:00 8:00 9:00 Plan ning adjustments r
9:00 10:30 Product/Solution

Vision
9:00 11:00 Team brea ko uts
IIB
UII
~
Architecture Vision and
10:30 11 30
development practices
Fina l p lan review
11:30 1:00
Planning context
and lunch Ill
11 :00 1:00
and lunch i
1:00 4:00 Team breakouts
1:00 2:00 Progra m risks
A
'
2 :00 2 :15 Pl co nf idence vote
IIB
4:00 5 00
i 2 :15 ???
Plan rework
if necessary
DII
5 :00 6 :00 Management revie w
and p rob lem solvi ng
r; After
commitment
Plan nin g ret rosp ective
and moving forward
r
192
Notes:
Make planning adjustments
► Based on the previous day's management

review and problem-solving meeting,
adjustments are discussed.
► Possible changes:
- Business priorities
- Adjustment to Vision
- Changes to scope
- Realignment of work and teams
Notes:
Team breakout #2
Based on new knowledge and a good night's

sleep, teams work to create their final plans.
► In the second team breakout, Business Team A
Owners circulate and assign business value Pl Objectives BV
to Pl Objectives from low (1) to high (10)
Proof of concept wit h 10
mock sounds
► Teams finalize the Program Increment plan Help with radar POC 4
Decide to create or buy 3

► Teams also consolidate program risks, engine noises
impediments, and dependencies Uncommitted
Proof of concept with 7
► Uncommitted objectives provide the capacity rea l sou nds
and guard band needed to increase the

reliability of cadence-based delivery
Notes:
Duration
Activity: Setting business value ~

~
The instructor will demonstrate assigning business

value for one team 's objectives .
Team A
► Step 1: Bring the Business Owners to one team 's Pl Objectives BV
draft plans Proof of concept with 10
mock sounds
► Step 2: The Business Owners will set value on a Help with radar POC 4
Decide to create or buy 3
scale of 1 - 10 for each identified objective engine noises
Uncommitted
► Step 3: Observe the discussion that would take Proof of concept with 7
real sounds
place, illustrating the larger purposes and thought
processes around assigning business value
Notes:
Program Board - Feature delivery, dependencies, and Milestones
Iterat ion 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5 (IP) Pl 2 >>>
Milestones/
_ .=
Ee.,ee,:
v nt,,,_s
_____ __, ____ ---r--1-'--------' ---=:,,.,__=-
~ A program Milestone or event is happening
Unicorns in Iteration 1.3 (e.g ., a trade show , market
-----,------- -= -- f"'- ....:..::,
...,__ --1-- -,1 --1 release , etc.).
Dolphins
Bears
Eagles This Feature cannot be delivered until

multiple teams complete their
Iguanas - dependencies .
Antelope
Tarantulas
---- -+----+
---- -++- --...._ __ ....,..
.,...
.,._
_.....,,-tA Feature placed in a team 's swim lane
Needs UX Help with no strings means that it can be
-Nee-ds_S_y_s~---- - ~-_ .,.....,____ ..,......
___ ___, completed independent of other teams .
Arch Help
Blue = Features 11111 = Significant

Dependency
Orange = Milestone/
Event
Red String ::::A depende ncy requiring Stories
or otherdependenciesto be completedbefore
the Feature can be completed
Notes:
Final plan review
Teams and Business Owners peer-review all final plans.
Final plan
review agenda:
1. Changes to capacity
and load
2. Final Pl Objectives
with business value
3. Program risks and
impediments
4 . Q&A session
Final plan review
Used with permission of SE/ Global Wealth Services
Notes:
Building the final plan
► Final plans are collected at the

front of the room
► Final plans are reviewed by all

teams
► Business Owners are asked

whether they accept the plan
► If so, the team's plan and program

risk sheet are brought to the front
of the room
► If not, the plans stay in place, and

A team 's final plan
the team continues planning after
the review Used with permission of Discount Tire Corporation
Notes:
Addressing program risks
After all plans have been presented, remaining

program risks and impediments are discussed and
categorized.
Q esolved G) wned
ROAMing risks:
Resolved - Has been addressed. No longer a

concern.
Owned - Someone has taken responsibility.
Accepted - Nothing more can be done. If risk occurs,

release may be compromised.
Mitigated - Team has plan to adjust as necessary.

Notes:
Duration
Activity: Manage program risks @ '

-
The instructor will demonstrate ROAMing one to two

risks for one team.
► Step 1: Pick one to two risk examples . Q esolved G) wned
► Step 2: Read them in front of all teams and

stakeholders.
► Step 3: Ask if anyone can own, help mitigate, or

resolve the risks. Otherwise, accept as is.
► Step 4: Put each risk into a corresponding

quadrant of the ROAM sheet for the program.
Notes:
Confidence vote: Team and program
After dependencies are resolved and risks are addressed, a

confidence vote is taken by the team and program.
A commitment with two parts:
1. Teams agree to do everything in their power to meet the agreed-to

objectives
2. In the event that fact patterns dictate that it is simply not achievable, teams
agree to escalate immediately so that corrective action can be taken
,,.u
,,..1
• • I
SCALED AGILE ·
Notes:
No conftd•nc•
Cl Scaled Agile.Inc.
little confidence Good confidence High confidence
"
Very high confidence
201
Run a planning meeting retrospective
The Pl planning event will evolve over time. Ending with a

retrospective will help continuously improve it.
The Planning Meeting

retrospective
1. What went well
2. What didn't
3. What we can do
bette r next time
A Team's Retrospective
Notes:
4.4 D evel op on C adenc e; R el eas e on D emand
SCALED AGILE ·
Notes:
Manage the flow of work with the Program Kan ban
3
Validating Deploying
Funnel Analyz ing Backlog Implem enting Releasing Don e
on staging to production
••••••••
•• • •••
•• •••
Notes:
An example of a Program Kanban
Notes:
Program events drive the train
Program events create a closed-loop system to keep the train on the tracks.
ARr ; sync
r--------l---------, -
::;,• Program events
____,=--
•====I
•
Scrum of Scrums PO Sync
Team events
• •1
,1111111 U•o •,
, 11
1h11 I 1h11 U U
• Pl I
1h11
Iteration
Daily
Stand-up
Planning ~ Planning Iteration
Review
~
Iteration
Backlog
Retro
Refinement
•~
Ii&
Inspect & Adapt ''
• • • •
; I Planning
Notes:
ART sync is used to coordinate progress
Programs coordinate dependencies through sync meetings.
....
1111111
1111
11
11
111
1
I ART Sync
Scrum of scrums
► Visibility into progress and impediments ► Visibility into progress , scope , and priority
adjustments
► Facilitated by RTE
► Facilitated by RTE or PM
► Participants: Scrum Masters , other select
team members , SMEs if necessary ► Participants : PMs, POs, other stakeholders,
► Weekly or more frequently , 30--60 minutes and SMEs as necessary
► Timeboxed and followed by a 'Meet After' ► Weekly or more frequently , 30-60 minutes
► Timeboxed and followed by a 'Meet After '
Notes:
Demo the full system increment every two weeks
► Features are functionally

complete or 'toggled' so as not
to disrupt demonstrable
functionality
► New Features work together

and with existing functionality
► Happens after the Iteration Full system

review (may lag by as much as
one Iteration, maximum)
•
UI
► Demo from a staging

•
1h11 System
team
environment which resembles
production as much as possible
Ir
Notes:
Innovation and Planning (IP) Iteration
Provide sufficient capacity margin to enable cadence . -Donald G. Reinertsen
Facilitate reliability, Program Increment readiness, planning, and

innovation
► Innovation: Opportunity for innovation,

hackathons, and infrastructure improvements
► Planning: Provides for cadence-based planning
► Estimating guard band for cadence-based delivery
Notes:
Example IP Iteration calendar
__ , __ , __ , -- • __ ,
■ ■
.
---
•-■••
••
•
Notes:
Monday Tuesday Wednesday Thursday Friday
Pl planning
Business context Planning

adjustments
Product / solution
vision Team breakouts
Architecture vision
and development Final plan review
practices and lunch
Innovation
Planning Program risks
continues requirements
and lunch
Pl confidence vote
Team breakouts
Plan rework if
Draft plan review necessary
Pl planning
readiness
Management Planning
review and retrospective and
problem-solving moving forward
Without the IP Iteration ...
► Lack of delivery capacity

buffer impacts predictability
► Little innovation; tyranny of

the urgent
► Technical debt grows

uncontrollably
► People burn out
► No time for teams to plan,

demo, or improve together
Notes:
Improving results with the Inspect and Adapt event
Three parts of Inspect and Adapt:

----------
1. The Pl System Demo

i
Problem-Solving Workshop
Timebox: 3 - 4 hours per Pl
Attendees: Teams and stakeholders
Notes:
Pl System Demo
At the end of the Pl , teams demonstrate the

current state of the Solution to the appropriate
stakeholders.
► Often led by Product Management , POs,

and the System Team
► Attended by Business Owners , program

stakeholders, Product Management, RTE,
Scrum Masters , and teams
Notes:
Program performance reporting
As part of the Pl System Demo, teams compare planned vs actual Pl Objectives.
► Teams meet with their Objectives for Pl 3 -------

Bu siness Value
.,.----..
Business Owners to self- • Structured loca tions and

-Plan
7
- Actual
7
validation of locations
assess the business value • Build and de monstrate a proof

of concept for context images
8 8
they achieved for each - Implement negative triangulation

by : tags , companies and people
8 6
objective - Speed up indexing by 50% 10 5
• Index 1.2 billion more web pages 10 8
► Each team 's planned vs - Extract and b uild URL abs tracts 7 7
actual business value is then

Uncommitted Object ives
• Fuzzy search by full name
------
7 0
• Improve tag quality to 80% 4 4

rolled up to the program relevance
-
'-
-
Tot als 50 45
predictability measure . % Ach ieve ment : 90%
SCALED AGILE • Cl Scaled Agile. Inc . 214
Notes:
Quantitative and qualitative measurement
The report compares actual business value achieved to planned business value.
Program Predict ability M easure

120
• Target: Effec t ive process
con t rol range
....
.,,
.. 100
... ; ........
; ...
> ..
:;; ,, ......
I
,;
; .... • Predictabi lity sufficie nt
to run the business
,, ' ;, : , ·, ... , ,,
V 80
<
~
>
..
·e..
15'
0
60 -' ''
_/
I
I
I
/ ... , • Handles common
variations
• Special causes may still

cause excess variatio n
E
(!!
40
' ' I
I
£"' 20
Tea m A : O ut -o f-co nt rol develo p ment
Team B: Contro lled developmen t
Progr am (ART)
0
Pl 1 Pl 2 Pl 3 Pl 4 Pl 5
SCALED AGILE · Cl Scaled Agi le. Inc. 215
Notes:
The problem-solving workshop
Teams conduct a short retrospective to systematically address the

larger impediments that are limiting velocity.
..
Agree on tho Apply root-cause analysis Identify the biggest root-cause
problom to ,olve (and S Whys) using Pareto analysis
1 111-
:
0
-7<-;-<i<-:-7'7
..
Restate the new problem for Identify Improvement
Brainstorm soluttons
the blgg.st root -cauH backlog items
~
,....,.....,...
000
-+ Ii i
NFRs
SCALED AGILE • Cl Scale d Ag ile. Inc. 216
Notes:
UI
:I
cu
U UI
tlo- cu ...
...
1,.
+' C
U1 CU
QI 0
Cl...,
Cl QI
--
~I
.c
·- I.
cu
QI 0..
.c
+'
Cl
C
[IT
>, 'iii
~ :I ITT ]
~ ~
QI
~
a
4.5 Build a Conti nuous D eli ver y Pi peli ne with DevOps
4.5 Build a Continuous Delivery Pipeline with

DevOps
SCALED AGILE .
Notes:
Activity: DevOps myth or fact ~

~
► Step 1: Take the myth or fact quiz in your

workbook
► Step 2: Check your results with the answer

key at the bottom of page that follows the quiz
Notes:
DevOps Myth or Fact Quiz
Instructions: Take this myth or fact quiz individually. Check your results with the
answer key at the bottom of the page that follows the quiz.
Myth Fact
1. DevOps is just about automation  

2. DevOps is a cultural change  
3. You don’t need Lean-Agile to have a successful DevOps implementation  
4. Agile is for development not operations  
5. The deployment pipeline is used to deploy environments as well as solutions  
6. DevOps tries to bridge the gap between new Features and stable solutions  
7. Measurements are an important part of DevOps  
8. Automation of testing reduces the holding cost  
9. DevOps is only for small software companies  
10. Chaos monkey was developed by Netflix  
Notes
Duration
Video: What is DevOps? ~

~
Notes:
Ir-vi
~
Video link: https://vimeo.com/342037390/3a25026214
?• Quiz Answers: 1-MYTH | 2-FACT | 3-MYTH | 4-MYTH | 5-FACT | 6-FACT | 7-

FACT | 8-MYTH | 9-MYTH | 10-FACT
Who is DevOps?
Operations
Busine ss
Maximum Maximum Working together for

Speed Stability speed and stability
Notes:
Achieve higher performance with DevOps
7x
Lower Change
Fail Rate
2604x
More Frequent Faster Faster Time to
Deploy Frequency Lead Time Restore Service
Accelerate : State of DevOps 2019 Report
Notes:
A CALMR approach to DevOps
► Culture - Establish a culture of shared

responsibility for development ,
.
•
deployment , and operations .
► A utomation - Automate the Continuous

Delivery Pipeline .
•••••
•
► b ean flow - Keep batch sizes small , limit .
WIP, and provide extreme visibility.
► Measurement - Measure the flow through

the pipeline . Implement full-stack
telemetry .
► B_ecovery -Architect and enable low-risk
• •
releases . Establish fast recovery, fast .
reversion , and fast fix-forward .
Notes:
DevOps is in the Value Stream
Value occurs only when the end users are operating the Solution.
------------
Trigger I
~adTime ------------.
•
REPEAT
DevOps isn't optional. The only question is how efficient it is.
Notes:
The Continuous Delivery Pipeline enables the flow of value

[ ········ ► ······:•:· "'········· '('• ..
GlLE.
······ ....... ]
.... . • ,4 •
..
• • • • •
..
• • • • • ••
···········"
Continuous
·········•)'
Continuous
· ··<·········
Continuous Release
Exploration Integration Deployment on Demand
Notes:
Continuous Exploration - Understand Customer needs
....................... ....
.. . . . .
..
. •••
. Hypothesize
Collaborate &
Research
,.
Arch itect
• Architect for
Synthesize ....
...... ..,....... ·► ......
:...
....·:•.... :~...... ..
... • Customer visits testability and
.
. • Gemba walks
• Market research
operations
• Separate deploy
•• Continuous
Integrati on
Continuous
Deployment
Releas e
on Demand
...... . . • Trade studies from release
.. .. . . . .. ..... . . .. ...
• Threat modeling • • • • • •
0 Sealed Agile,Inc.
Continuous Exploration
Notes:
Continuous Integration -A critical technical practice of the ART
...,
,I ••••••••••••••• A • • 't ••
...
Test
Develop Bulld End-to-End Stage
.... .......: (L]

·►
_l!!I
•
Continuous
l!!f
Exploration Continuous Release
..... ... . . .. ..
Deployment on Demand
Continuous
Integration
Notes:
Continuous Deployment- Getting to production early
Deploy Verify Monitor Respond
.
.... ·:· . 4.• ... - ~ .::a:, Cf=:S..::S:~ol!l!=
·► ·..
~
...... ....... ..·.
.( • )' •
Continuous Continuous Release

Exploration Integration on Demand
. .. .. ·<..................... .
.
Continuous
Deployment c Scaled Agile , Inc
SCALED AGILE • Cl Scaled Agile.In c. 227
Notes:
Separate deploy from release
► Separate deploy to
Deploy
production from release
► Hide all new functionality

under feature toggles
► Enables testing background Release

and foreground processes in
the actual production 1111!11
environment before exposing 1111!11
new functionality to users 1111!11
Notes:
Release on Demand - Making value available when it's needed
Stabilize
RelHH and Operata MeHure Leam
continuous Continuous continuous

-
c::...i
Exploration Integration Deployment
Relea e
on Demand
Notes:
Architect for releasability
Architectural Runway is existing code,

hardware components, marketing Example:
branding guidelines, etc., that enable A singlesign-on
near-term business Features. mechanismwill
enable sign-onin
► Enablers build up the runway multipleapplications
.
► Features consume it lliHIII

► Architectural Runway must be i#Hlli i#Ulli
►
continuously maintained
Use capacity allocation (a

percentage of train's overall
,.,.
Implemented
now ...
. .. to support
future Features
capacity in a Pl) for Enablers that

extend the runway Architectural Runway
Notes:
Taking Action: Improving Agile Product

Delivery
~~
~~
► Step 1 : Consider the practices

and the events that support Agile
Product Delivery, as discussed
earlier
► Step 2: Identify three minimum
viable improvements you could
execute to improve Agile Product
Delivery. Write them down in your
Action Plan
► Step 3: Share your insights with

the class
Notes:
Identify three minimum viable improvements you could execute to

Improving Agile improve Agile Product Delivery.
Product Delivery

Lesson review
In this lesson you:
► Applied Customer Centricity with Design Thinking
► Prioritized the Program Backlog
► Participated in Pl Planning
► Explored how to develop on cadence and release on demand
► Discussed how to build a Continuous Delivery Pipeline with

DevOps
Notes:

- Agile Product Delivery
- Customer Centricity
- Design Thinking
~
~
- WSJF
- PI Planning
- DevOps
- Continuous Delivery Pipeline
Lesson 4 notes
Lesson 5
Exploring Lean Portfolio
Management
5.1 Define a SAFe portfolio
5.2 Connect the portfolio to Enterprise strategy
5.3 Maintain the Portfolio Vision
5.4 Establish portfolio flow
5.5 Fund Value Streams

5.1 D efine a SAF e portfolio
SCALED AGILE .
Notes:
The role of Lean Portfolio Management (LPM)
Notes:
Lean Portfolio Management empowers the portfolio
The LPM function governs a

SAFe portfolio, providing three
essential collaborations to
realize its responsibilities: En~iM
""""'"""
Busineu • • ., En1erpnw
0wnefl .. • Architect
► Strategy and investment

funding
► Agile portfolio operations APMO

~
Enterpose .,
Atch,1ea •
• • Bo-u
Mlt Owners
APMOAACE ~ &• ~e;::.
► Lean governance
Notes:
Strategy
& Investment
Funding
Enterprise
Executives
WilU
/
Business Enterprise
Owners M1111
1
II Architect
'-._../
APMO
• ,,,--.....
Enterprise B,usiness RTEand
Arch itect II MIIII Own ers APMO/L ACE ._. ~ SM CoP
"-.._.,/ '-...-,
Strategy and investment funding is a collaboration
► Key stakeholders collaborate to develop and communicate the portfolio

strategy
► They provide Lean Budgeting and funding to the Value Streams that
develop and maintain the portfolio products and services
► They build a Portfolio Kanban system to establish flow
~.,.\.all - ~ Connect the portfolio to Enterprise strategy
I Enterprise
Executives -- ~ Maintain Portfolio Vision
~ Fund Value Streams

Business Enterprise
Owners Ar ch itect -- ~ Establish portfolio flow
-
Notes:
Large Enterprises will have multiple portfolios
In larger Enterprises, there can be multiple SAFe portfolios, typically

one for each line of business, business unit, or division.
► ~
Large Enterprise Multiple portfolios
Notes:
Define the portfolio with the Portfolio Canvas
► The Portfolio
Canvas is a Portfolio Canvas
Va1uePrOf)Ositlons A
template for
identifying a
specific SAFe
portfolio Key Partners 6' KeyActhritie s ~ KeyResources ..i
► It defines the
domain of the Cost Struc tur e • Revenue Streams
portfolio and
other key
elements
Notes:
Portfolio Canvas Portfolio Name: Date :
Value Propositions fit

Value Str eam s Solut ion s
Customer
Segments
• Channels ~ R~~:,::~~ps
• Budget
KPls/
Revenue
Key Partners & Key Activities ~ Key Resources :.tl
Cost Structure
• Revenue Streams
6
The Portfolio Canvas Is adapted from The Business Model Canvas (http:/rww.,.t.businessmodelgeneratlon.com).
This work Is ltoensed under the Crealive Commons At\nbution-Share Alike 3.0 Unported License.
To view a copy or lhls license visit h1tp://craat111e
commons.Ofgllloansed/by.sa/3
.0.
Categorize investments by horizon (maturity stage)
Horizon 3
Horizon three contains ideas for profitable growth
down the road-for instance, small ventures such
as research projects , pilot programs , or minority
stakes in new businesses .
Horizon 2
Horizon two encompasses emerging opportunities ,
including rising entrepreneurial ventures , which are
likely to generate substantial profits in the future but
could require considerable investment.
Horizon 1
Horizon one represents those core businesses most
readily identified with the company name and
provide the greatest profits and cash flow.
Time
Notes:
Map Solutions by horizon
Horizon 3 Horizon 2 Horizon 1
• t)
•
tJ
t)
t)
~
,! ..- tJ
t)
- • tJ
IJ)
■ ·I ,i!·l,,l,,ithi·l,i
~a ■·I,l!·l,,l,,liliM
Evaluating Emerging Investing Extracting Retiring
-d) Value Stream Solution 240
Notes:
5.2 C onnect the por tfoli o to Enterprise str ategy
5.2 Connect the portfolioto Enterprisestrategy
SCALED AGILE .
Notes:
A model for Enterprisestrategyformulation
• Vision
{
~KPls
--
~~:~;
Portfolio context
Enterprise
business
drivers
f ---+
Portfolio
budgets
Strategic
Distinctive competence themes
IQ Financial /
V§2 goals
t
Competitive
environment
Adapted from Jim Collins,Beyond Entrepreneurship

242
Notes:
Establish Strategic Themes
► Differentiation from the current state to the desired future state

► A collaboration between LPM and the larger Enterprise
► Enterprise business drivers drive Strategic Themes

► Portfolio context influences Strategic Themes
Enterprise Government
Strategic
Themes
- •
Portfolio
Vision
•
PortfoUo Backlog
~ Lean Budgets
Guardrails
Notes:
~
~
Lean Budgets
Portfolio Backlog
Guardrails
NFRs
~· 6
"'
"'
::,.:
C:
C:
.c
Portfolio
Vision
·- --+ Strategic
Themes
•+
·-
·-
·-
Government
_._ Enterprise
Strategic Themes influence what gets built
► Strategic Themes are

differentiating, specific, and
itemized business objectives that
connect a portfolio to the strategy
of the Enterprise.
- Provide context for decision-making ,
inputs to the Vision , budget , and
backlogs
....
-.
Portfolio Vision
••••
Value Stream Budgets and Guardrails
- AdjustART and Value Stream funding Portfolio Kanban and Portk»io Backlog
to track changing strategic priorities

- Assist with Epic evaluation and Vision and Solution, Program, and Team badc:logs
decision-making
- Influence each Program Vision and
Roadmap
Notes:
Portfolio Vision
6_ 1 '
Enterprise Government
, ••••••
Value Stream Budgets and Guardrails
~••····
·-
·- _______.,_
-----,,,
Strategic
Themes
NFRs

Portfolio Kanban and Portfolio Backlog
I I
Vision and Solution, Program, and Team backlogs
Activity: Identify Strategic Themes ~rj)

~~
► Step 1: Identify three Strategic

Themes that help define the
strategy of your portfolio in the
upcoming year
Increasing market
► Step 2: Discuss:
- Are these differentiators for your
Implementing
business, as opposed to
SAFe
'business-as-usual' items?
► Step 3: Be prepared to share

with the class
Notes:
Strateg ic Theme #1
Strateg ic Theme #2
Strateg ic Theme #3
Identifying Strategic Themes
Instructions:
Step 1: Identify three Strategic Themes that help define the strategy of your
portfolio in the upcoming year.
Step 2: Discuss: Are these differentiators for your business, as opposed to
‘business-as-usual’ items?
Step 3: Be prepared to share with the class
Strategic Theme #1
Strategic Theme #2
Strategic Theme #3
5.3 Mai ntain the Portfolio Visi on
5.3 Maintain the PortfolioVision
SCALED AGILE ·
Notes:
Identify opportunities for the portfolio's future state with SWOT
► Establishes an
SWOT Analysis
understanding of
your
organization's
strengths and
weaknesses
► Identifies the
most significant
opportunities and
potential threats
Notes:
Identify options with 'TOWS'
► SWOT and TOWS are both TOWS Strategic Options Matrix
concerned with strengths, External Opportun ities (0) External Threats (T)
weaknesses, opportunities, 1.
2.
1.
2.
and threats- the key 3. 3.
4. 4.
difference is that TOWS Internal Strength (S) so ST
1. How can your How can you apply
focuses on action 2.
strengths be used your strengths to
to exploit and overcome present
3. maximize and potential
opportunities? threats?
► TOWS is used to identifying 4.
Internal Weaknesses (W) WT

WO
strategic options, Epics and 1. How can your
opportunities be
How can you
minimize
2.
leveraged to weaknesses and
other to create a better future 3. overcome
weaknesses?
avoid threats?
4.
state
Notes:
TOWS Strategic Options Matrix
External Opportunities (0) External Threats {T)

1. 1.
2. 2.
3. 3.
4. 4.
Internal Strength (S) so ST

1. How can your How can you apply
2.
strengths be used your strengths to
to exploit and overcome present
3. maximize and potential
4.
opportunities? threats?
Internal Weaknesses (W) WO WT

1. How can your How can you
opportunities be minimize
2.
leveraged to weaknesses and
3. overcome avoid threats?
weaknesses?
4.
Envision the future state
► The portfolio canvas captured current state

► Use SWOT and TOWS to brainstorm potential future states
► Evaluate your options , and pick a future state

► Identify the Epics that will get you there
-
==
faplore possibilit ies f) Make dec isio ns E) Ident ify Epics
----~---
--
--- -----
- - ---
Current State -- Future State
PortfolioCanva J '--+ PortfolioCanvas --
__.
/
1--------1 1--------1
Divergen t Convergent
thinking thinking
SCALED AGILE · Cl Scaled Agi le. Inc. 249
Notes:
Express the future state as a Vision
Along view: Vision: A postcard from the future
► How wi ll our portfolio of future solutions

,.. .,
solve the larger customer problems?
► How wi ll these solutions differentiate us?
► What is the future context within which

our solutions wi ll operate?
► What is our current business context ,

,. ..,
and how must we evolve to meet this ► Aspirational , yet realistic and achievable
future state?
► Motivationa l enough to engage others on
the journey
Result : Everyone starts thinking about how to

apply their strengths in order to get there .
Switch : How to Change Thing s When Change is Hard, Heath and Heath ,
Broadway Books, 2010
SCALED AGILE • Cl Scale d Ag ile. Inc. 250
Notes:
5.4 Establis h portfoli o fl ow
5.4 Establishportfolioflow
SCALED AGILE .
Notes:
Govern Epic flow with the Portfolio Kanban
► Makes largest business initiatives visible
► Brings structure to analysis and decision-making
~ - --
► Provides WIP limits to ensure the teams analyze
c:----
---
responsibly
► Helps prevent unrealistic expectations
► Helps drive collaboration amongst the key ~~

stakeholders
► Provides a transparent and quantitative basis for

economic decision-making
Notes:
PortfolioKanban
Funnel Reviewing Analyzing

i
Portfolio Backlog Implementing
0
Done
MVP Persevere "\

All big ideas are • Refine • Solution • Epics • Done when
captured , such as : understanding of alternatives approved by LPM
• Build and • Affected ARTs
• New business the epic • Refine WSJF LPM governance is
evaluate MVP or Solution
no longer
opportunities • Create the Epic • Periodica lly re- Trains reserve
• Cost estimates • Pivot or required
Hypothesis prioritized using capacity for the
• Cost savings persevere
Statement • Define MVP WSJF epic
• Marketplace decision made
• Calculate WSJF • Create Lean • Pulled by • Continue
changes
Business teams when featu re
• WIP limited
• Mergers and Case available ART implementation
acquisitions • Go/no-go capacity exists until WSJF
• Problems with decision dete rmines
existingsolutions otherwise
• WIP limited
SCALED AGILE · Cl Scale d Agile . Inc. 253
Notes:
Feeding the portfoliofunnel
_j
Portfolio Vision Portfolio Roadmap
•. • ► • ••••. •.
ART3
Solut ion Vision ·:•::.~:::::,.a.:

ART2 X
Funnel
Portfolio Kanban
ART1
Solution Roadmap
... ·~........
Cont inuous Explor ation
SCALED AGILE • Cl Scale d Agile . Inc. 254
Notes:
MVPs foster innovation and control scope
SAFe Lean Startup Cycle

Create new epi and hypolfl< s
Yes
Build and
evaluate MV P
Eptc:11ta1e:
MVP - Hypothesis
"'°""'?
- No
Pivot?
•
Approvedl bl. tie
Wlltla defned MVP and No
bulil'IHI outcGme tiypolheSi9 Yes
EpicllltePomoloa.dllog
OevelOpmeot con1Wlues
Epic ,ta~- Pen were
O<
7
¥\'hen portfolio govemanoe
no longer requlfed
State Done
Local
---
leewrn aoo orw
c, Scaled Ag~e. Inc.
Notes:
SAFe Lean Startup Cycle
Create new epic and hypothesis
I Yes
1 No
Bu ild and Hypothesis
Pivot?
evaluate MVP proven?
Epic state MVP
-1
-11- - ~
Portfolio Kanban Approved Loan business case
with a defined MVP and No
business outcome hypothesis Yes
Epic state: Portfolio Backlog
•
Development continues
Epl• stall" Pero;ever"
Development stops
or
Epic state. Done
When portfo lio governance
no longer requ ired
Staie· Dom:
•

W5JF
Continu
7
until WSJF
Local features and other
epic input determines
otherwise
-11 -
--=1
- Program Kanban systems

Epic hypothesis statement template
Epic Hypothesis Statement
EplcOwner. <Th•n•meoftheepicowner.>
Epic Dncrlptlon : <An elevator pitch (Yalue su.tement)th. ! ducribes the epic Kl•
dHr •nd coneiw w il)I.>
For <eustomen>
who <do something>
the <10lution>
ls• <something-the'how'>
dwit <p,0Yidesthisv1lue>
unltke <compet,tor, current IOlution or non-e!Usting solution>
our 11,0llldon<does something better - the 'why'>
<The mHsurabl e Mnef,u thu the businus can anticipate if the

epic hypothe~s is proven to be corrKt>
Laadln9 <The Hriy meuures that will help predict the bus ineu Ol,llCOme
lndkato,. : hypothesis. For more 01"1this topic.'" the I.,!'IOV11ionAocoul'lting
adv1u11;ed1opicartido.>
Nonfunctlon~ <Nonfunctionaol requirements (NFRa)associated with the epic.>

Requlr-.nta
(NFRI );
0 Scaled Agile, Inc.
Notes:
Activity: Epic writing ~~

~~
► Step 1: In your group, identify Funnfl Entry Date : <The d,te !ha t tM epicen1ered the funnel.>
Eolc N.,.,e : <A short name for the ooic. >
an Epic from one of your EplcOwner. <Theri,meoftheepicowner .>
Epic Deacrlptlon : <An elevator pjtd, (value statement) that describes the epic in a
contexts deatandconciM way.>
For <wstomers>
who <do 110me!hirig>
► Step 2: Write the Epic the <solution>

k a <something•the'how'>
thet <p,rovidesthi1v1lue>
hypothesis statement unlike <compet,tor. wm1n1 solutio,, or nori-elU1bng solution>

ovr solutlOfl <does 110me!hing better - the 'why'>
► Step 3: Discuss: ktlneu Olltc:-1 : <The me1sur,ble beriefits 1h11the butirwn can 1riticip,te if the
epichypotl>esi1itproven10becorrect.>
What could be an MVP to validate

.....
, ..
lndlc.etors :
<Theurly musures 1h11will help pi edict the business outcome
hypothesis. For more on !hit topjc. see the lnnov11ion Accounting
1dvan«d109ic1rtode .>
this Epic? Nonfunctlon,I

Requl,.,.,entt
<Nonlunaiori,I requ11emenu (NFRs) 11sod1ted w,1h the epic.>
(NFltt ):
C Scaled Ag,le, Inc.
SCALED AGILE • Cl Sealed Agile.Inc. 257
Notes:
Create Epics
Read through the Epic examples and Epic Hypothesis Statement. Continue to the
next page to draft your Epic Hypothesis Statement.
Epic: Develop next- Epic: Maintenance Epic: Automated

generation van programs tailored for electronic inspections
hardware to capture each van based on and tracking
additional data on sensor data
van performance
Funnel Entry Date: <The date that the epic entered the funnel.>
Epic Name: <A short name for the epic.>
Epic Owner: <The name of the epic owner.>
<An elevator pitch (value statement) that describes the epic in a clear and concise way.>
For <customers>
who <do something>
the <solution>
Epic Description:
is a <something – the ‘how’>
that <provides this value>
unlike <competitor, current solution or non-existing solution>
our solution <does something better — the ‘why’>
<The measurable benefits that the business can anticipate if the epic hypothesis is proven
Business Outcomes:
to be correct.>
<The early measures that will help predict the business outcome hypothesis. For more on
Leading Indicators:
this topic, see the Innovation Accounting advanced topic article.>
Nonfunctional
Requirements <Nonfunctional requirements (NFRs) associated with the epic.>
(NFRs):
Create Epics
Instructions: In your group, identify an epic from one of your contexts.

Write the epic hypothesis statement. Discuss what could be an MVP to
validate this Epic.
Funnel Entry Date:
Epic Name:
Epic Owner:
Epic Description:
Business Outcomes:
Leading Indicators:
Nonfunctional
Requirements
(NFRs):
5.5 F und Val ue Streams
SCALED AGILE .
Notes:
Problem: Cost-center budgeting
Traditional project-based , cost-center budgeting creates overhead and friction , lowers velocity.
Project cost
J,..- - •$Vil•
Project
effort , ~stimate
A project requires collaboration of cost centers,

assignment of people , budget , and schedule . It
takes multiple budgets to build a single project
C budget.
-
0
ro Result:
N
C ► Slow, complex budgeting process
ro
0
CJ)
I...
[l1
CC4
►
►
Leads to utilization-based planning and execution
Low program throughput
► Moves the people to the work
SCALED AGILE · Cl Scaled Ag ile. Inc. 259
Notes:
Problem: Projects increase cost of delay
When overruns happen, project accounting and re-budgeting

increases cost of delay and impacts culture.
Result:
► Wait for new budget approval ; increase cost of delay (CoD)
► Costly variance analysis ; blame game ; threatens transparency
► Resource scramble and reassignments
Notes:
Solution: Fund Value Streams not projects
Funding Value Streams provides for full control of spend, with:

► No costly and delay-inducing project cost variance analyses
► No resource reassignments
► No blame game for project overruns
». Lean Budgets
Value Streams
Guardrails
Notes:
Control costs with increased flexibility
ART budgets and resources are unaffected by Feature cost overruns or changing priorities .
- C:
Cl)
Planned 8 l§jljiJ
Keep people working on the right - C:
Cl)
E Feature for the right reasons . E
f! f!
u Delay this u
-=
E
e
f
Cl
- ( Feature as
necessary .
-=
E
f
Cl
e
0. Actual :
14/iiiii 0.
-------- Fixed cost per Pl -------
Notes:
Maintain the Guardrails
1) Apply investment horizons

~
••••
-
----
o
- . ;--...____.....
I :.
2) Utilize capacity allocation
3) Approve Epic initiatives
4) Continuous Business Owner Lean Budgets

engagement
· -If·
Notes:
Lesson review
In this lesson you:
► Defined a SAFe portfolio
► Connected the portfolio to Enterprise strategy
► Explored tools for maintaining the Portfolio Vision
► Discussed how to establish portfolio flow
► Discussed how to fund Value Streams
Notes:

- Lean Portfolio Management
- Strategic Themes
- Portfolio Vision
~
~
- Lean Budgets
- Guardrails
- Portfolio Kanban
- Epics
Lesson 5 notes
Lesson 6
Leading the Change
6.1 Lead by example
6.2 Lead the change

6.1 Lead by example
6.1 Lead by example
6.1 Lead by example
SCALED AGILE .
Notes:
Leading by example
Setting an example is not the main means of influencing others, it is the only means. - Albert Einstein
► Authenticity requires leaders to model desired professional and

ethical behaviors .
► Emotional intelligence describes how leaders identify and

manage their emotions and those of others through self-
awareness , self-regulation , motivation , empathy , and social skills
Leading by Example
► Lifelong learning depicts how leaders engage in ongoing , ~ Authenlicity
••
voluntary, and self-motivated pursuit of knowledge and growth, and
~ Emotional
Intelligence
they encourage and support the same in others
«; ufetonglea,ning
► Growing others encourages leaders to provide the personal ,

professional , and technical guidance and resources each
employee needs to assume increasing levels of responsibility
i ii ~ G1owin90tht1s
~ ' OtcentrallzedOe<ts1on
-Mak1ng
► Decentralized decision-making moves the authority for decisions

to where the information is
Notes:
6.1 Lead by example
Leaders provide the organization with patterns of expected behaviors
PathologicalCulture BureaucraticCulture Generative Culture

Power-oriented Rule-oriented Performance-oriented
Low cooperation Modest cooperation High cooperation
Messengers blamed Messengers neglected Messengers trained
Responsibilities shirked Narrow responsibilities Responsibilities shared
Collaboration discouraged Collaboration tolerated Collaboration encouraged
Failure leads to scapegoating Failure leads to justice Failure leads to improvement
Innovation crushed Innovation leads to problems Innovation implemented
Notes:
6.2 Lead the change
6.2 Lead the change
6.2 Lead the change
SCALED AGILE .
Notes:
Keys to leading successful change
► Establish a sense of urgency
►
Create a powerful guiding coalition
Develop the vision and strategy
Communicate the vision

-
LEADING
CHANGE
► Empower employees for broad-based action
► Generate short-term wins

JOHN P.
► Consolidate gains and produce more wins
KOTTER
► Anchor new approaches in the culture
SCALED AGI L E · Cl Scaled Agile.Inc. 269
Notes:
6.2 Lead the change
SAFe® Implementation Roadmap

LNding
$Ah'
SAAt'lor
Go,,em-
Business results
\llNchhl_,g..-J 30-75%
AA -=· ......,..,..
y y ~ ~=.
~~::!:!!
~· •
Waterfall/ • Train Lean-Agile Train Executives, Identify Value
Ad hoc Agile · ' Change Agents Managers, and Leaders Streams and ARTs
>>WH--'tttrntl"IW-liiiti
..,..,.. ..,..,.. 20 -5 0 %
ArchitKU
Train Teams and

Prepare for ARTLaunch
Launch ART
Launch More ARTs Extend to the

Accelerate
and Value Streams Portfolio
Notes:
Action Plan: Leading the change ~~

~~
► Step 1: Identify three action

items you can do in the next
month to start leading the
SAFe transformation.
► Step 2: Find a partner and

share your ideas.
► Step 3: Discuss:
- What outcomes do you hope to
achieve with your Action Plan?
Notes:
Identify three action items you can do in the next month to start leading
Leading the Change the SAFe transformation.
SAFe' Implementation Roadmap
i ~ ~ -=--=
-- "i"
...
-=. ., ~'-.:: ~>
---
-~ i
I "="-~
❖
\ ~= --
{~ :::..
~
'!) ♦ ❖ ~-"'-:::! ❖
SCALED AGILE .

6.2 Lead the change
Lesson review
In this lesson you:
► Explored how to lead by example
► Identified actions to take for leading the change
Notes:

- Lean-Agile Leadership
- Implementation Roadmap
Lesson 6 notes
Lesson 7
Becoming a Certified SAFe
Agilist
7.1 Becoming a Certified SAFe Professional

7.1 Bec oming a C ertifi ed SAFe Pr ofessional
Make the most of your learning
Access the SAFe Community Platform

Manage your member profile , continue your learning with toolkits and videos,
and access communities of practice and the member directory
Prepare Yourself
Extend your SAFe knowledge and prepare for certification with your learning
plan, course workbook, study materials, and practice test before your exam
Become a Certified SAFe Professional

Demonstrate your validated knowledge, skills, and mindset to participate in
SAFe methods
Showcase Your SAFe Credentials

Use your digital badge to view global insights, track market labor data, and
see where your skills are in demand
Notes:
Duration
Video: Become a Certified SAFe ~

Professional ~
Continue to build on the foundation

of SAFe learning you began in class
by studying and taking the
certification exam.
Earning this certification

demonstrates and establishes your
new knowledge.
Certification details at:
https://bit.ly/2zCu2pa
Notes:
Ir-vi
~
Video link: https://vimeo.com/307578726
About SAFe certification: https://www.scaledagile.com/certifications/about-safe-

certification/
Duration
Video: Welcome to the SAFe Community ~

Platform ~
Want to learn more about the next

steps on your SAFe Journey?
Access the SAFe Community

Platform and discover all the
SAFe resources available for your
use!
Notes:
1~~
Certification Exam Sample Questions
These sample questions provide examples of the format and type of questions to
expect on the exam (these are not the actual exam questions). Performance on the
sample questions is NOT an indicator of the performance on the exam, and it should
NOT be considered an assessment tool. A web-enabled version of the sample
questions are now available in a flashcard style format (internet required). Use the
link below to access the sample question bank and begin preparing for certification.
To get started:
1. Click the link below
2. A browser window will open with the sample questions site
3. Click "Start"
4. Use the left-side menu to scroll and select your course
5. Click "Start" to access the sample questions
Sample questions: http://bit.ly/3aqpP4O
Lesson 7 notes
Lesson 8
Reaching the SAFe Tipping Point
8.1 Recognize the importance of establishing a vision for change
8.2 Explore how to build a powerful guiding coalition

8.1 R ecog nize the i mportanc e of establishi ng a vision for c hang e
8.1 Recognize the importanceof establishinga

visionfor change
SCALED AGILE .
Notes:
Waterfall and ad-hoc Agile are common starting points
► Traditional waterfall development has gotten

us to this point, but it is no longer up to the
challenge of the fast-changing market
dynamics and increasing user expectations.
► Ad-hoc Agile is an approach that has started

many teams on an Agile path, to a good effect.
However, a lack of common approach to team
Agility, different taxonomies, and a lack of
coordination between teams seriously limits
the potential benefits of Agile.
Notes:
Reaching the tipping point for Agile at scale
► To achieve effective change, every Enterprise

must reach its 'tipping point' - the point at which
the overriding momentum is to change, rather than Tipping
resist it. point
► Two primary reasons to change:

- A burning platform - The company is failing to compete ,
and the existing way of working is inadequate to achieve
a new solution in time .
Go
- Proactive leadership - In the absence of a burning SAFe
platform , leadership must create the sense of urgency to
proactively drive change by taking a stand for a better
future state.
Notes:
Establish the vision for the change
Without a good vision, a clever strategy or a logical plan can rarely

inspire the kind of action needed to produce major change
- John Kotter
► Clarify the purpose and direction for the change and set the
mission for all to follow
► Motivate people by giving them a compelling reason to make the

change
► Empower and align people to take the detailed actions necessary

to achieve the Vision, without the constant need for supervision
Notes:
Activity: Advocating the change ~~

~~
► Step 1 : Develop an outline for advocating the

change. Consider highlighting the following: Story board
- Your own current context

- Your target audience
- The actions you hope to inspire
► Step 2: On a flip chart, create a storyboard that

highlights how, in a 3-minute presentation, you
would pitch the need to adopt SAFe.
► Step 3: Be prepared to present your storyboard

to the class.
Notes:
Duration
Video: The Three Minute Pitch @
Notes:
Ir-vi
~
Video link: https://vimeo.com/217908283/f7c3223285
Establishing a Vision for change: Useful resources
a Introducing SAFe Toolkit a SAFe Executive Workshop Toolkit
This toolkit provides the resources to Provides the resources an SPC needs to
conduct Introducing SAFe briefings with deliver a flexible, interactive three- to six-
stakeholders and others in your hour executive workshop to help Enterprise
community. It helps lay the groundwork for leadership explore their current solution
a SAFe transformation and works to bring development challenges, understand key
key stakeholders to the tipping point. SAFe concepts and benefits, determine if
SAFe is the right choice for their
organization, and identify the next steps in
their SAFe implementation.
Notes:
8.2 Expl ore how to build a powerful gui ding c oalition
SCALED AGILE .
Notes:
The importance of a 'sufficiently powerful guiding coalition'
► Transformations led by a sole leader or a low-

SAFe Guiding Coalition
credibility committee rarely succeed
✓ SPCs
► There is a need for an effective team that has:
✓ Trained Lean-Agile
- Enough powerful people to drive change and deter Leaders
blocks
✓ Lean Agile Center
- The expertise to make informed and quick decisions of Excellence
- The credibility to be taken seriously
- Leaders who can set the Vision and leaders who

can implement
Notes:
The role of Lean-Agile change agents
SPCs are knowledgeable change agents - many are typically required.
Bus ine ss results
• "'41))
•••••
i"4ia
Notes:
SPCs communicate the Vision and urgency
► Motivating change requires a sense of

urgency
► Leaders must communicate the challenges

the company faces
► Leaders must act in a way that shows the

challenges
► Too much 'happy talk' leads to complacency
► Foster trust so problems can safely rise from

teams to executives
Notes:
Leading SAFe: Train executives, managers, and leaders
► Day 1 sets the context of SAFe by:

- Explaining the seven core competencies of Business Agility
- Describing the SAFe Core Values , Lean-Agile Mindset and the
SAFe Lean-Agile Principles
- Explaining SAFe 's customer-centric approach to defining ,

building , and releasing a continuous flow of valuable products
and services
► Day 2 builds knowledge and skills on:

- How to build solutions with the Agile Product Delivery core
competency
With SAFe Agilist Certification
- How to explore Lean Portfolio Management
- How to lead the change with SAFe
Notes:
Implementing Lean-Agile practices in a government context
► SAFe for Government is a two-day course that includes the

principles and practices in SAFe, as well as practical advice
for adoption in the government context.
► Topics include :
- Building high-performing, multi-vendor and government Agile
Teams and programs
- Managing technology investments using the principles of Lean
flow
- Acquiring Solutions with Agile contracts
- Addressing governance and compliance challenges
- Insights into leadership behaviors that can drive successful With SAFe Government
organizational change Practitioner Certification
Notes:
Lean Portfolio Management establishes portfolio groundwork
► This course serves as a workshop to start, and set

the groundwork for, Lean Portfolio Management
► It offers the tools and techniques for:

- Aligning strategy with execution
- Merging the insights of executives , Product Management ,
Business Owners , and Agile Teams into a new, Lean-
Agile way of working
- Establishing Lean Budgets and adjusting the budgets
dynamically with participatory budgeting forums
- Guiding investments by horizon With SAFe Lean Portfolio
- Sequencing and forecasting portfolio initiatives Manager Certification
Notes:
Create a Lean-Agile Center of Excellence (LACE)
290
Notes:
Organization and operation of the LACE
► Typically operates as an exemplary Agile Team of 4 to

6 individuals per business unit.
► A Scrum Master facilitates the process and helps

remove roadblocks .
► A Product Owner works with stakeholders to prioritize

the transformation backlog.
► The team is cross-functional. Credible people from

various functional organizations are integral members
of the team . They can address backlog items wherever
they arise, be they organizational , cultural , process , or
technology .
► A senior C-level leader typically acts as the team 's

Product Manager.
Notes:
LACE mission statement example

Lean-Agile Center of Excellence Mission Statement
For EMV Productions , inc.
who produces automated guided vehicles and amusement park rides
the EMV Lean-Agile Center of Excellence
is a full-time , cross-functional , Lean-Agile change management team
that is driving the transformation of our Enterprise to a Lean-Agile way of working using the Scaled Agile Framework
unlike our traditional ad-hoc transformation efforts
we Provide practitioners and the committed leadership to implement the training , process , technology , tooling , culture ,
and governance changes needed to achieve the business benefits of a Lean-Agile way of working
In scope Out of scope Success Criteria I
Communication Organization Adoption : % trained , # ARTs Launched

structure changes
Leadership and team training and coaching Assessment: Business Agility Assessments
Outsourc ing
ART launches and coaching Outcome: % improvement in predictability, %
strategy changes
decrease in time to market , % increase in
Agile tooling
customer satisfact ion, % improvement in
Consultant/supplier coaching and training employee engagement
management 292
Notes:
Create a baseline with the Business Agility assessment
► Capture baseline Business Agility Self •Assessment
Metrics to determine TTA: Aglle Tum,
how close your

organization is to APO: Cutklm,r c,ntrk:lty 1nd Design
Thinking
achieving Business
OA: L,1n•Thlnk1ng People and Ag lie APO: 0.Velop In d Cadene. ; R,1.. M on
Agility r.. m, Dtmand
► Follow the
recommendations ESO: Solution ind Sys am, ErGlnHr1ng
and identify growth

opportunities
► Prioritize and take

action OScele<IAgile. lne
Notes:
Discussion: Identifying the LACE ~~

~~
► Step 1: In your group, discuss the following

questions:
- Do you have a Lean-Agile Center for Excellence now?
- If not, how would you go about creating one?
- If you have one, what 2 or 3 impediments are you

currently facing?
- Who are 3 to 5 influential people who could also

become SPCs and help create a 'sufficiently powerful
coalition?'
► Step 2: Share with the class.
Notes:
Lesson review
In this lesson you:
► Recognized the importance of establishing the Vision for change
► Explored how to build a powerful guiding coalition
Notes:
Lesson 8 notes
Lesson 9
Designing the Implementation
9.1 Identify Value Streams and Agile Release Trains
9.2 Explore how to create the implementation plan

9.1 Identi fy Val ue Streams and Agile R eleas e Tr ains
SCALED AGILE .
Notes:
Why organize around value?
Align the organization around projects and product lines. - Allen C. Ward
► Fewer handoffs, faster value delivery
► Easier to build in quality
► Built-in alignment between the business

and software development
► Optimizing the system as a whole
► Result: Faster delivery, higher quality,

higher customer satisfaction
Notes:
Value Streams show the sequence of work ...
A Value Stream is the sequence of steps used to deliver value to the Customer.
► It includes the whole sequence-concept or customer order-to

delivery of value and/or receipt of cash
► It contains the people who do the work, the systems, and the flow
of information and materials
Step 2
SCALED AGILE · Cl Scaled Agile . Inc . 298
Notes:
. . .from trigger to value
► The flow of value is triggered by some important event, perhaps a Customer purchase , new Feature, or
Solution deployment
► It ends when some value has been delivered-a shipment , Customer purchase , or Solution deployment
► The steps in the middle are the activities the Enterprise uses to deliver the value
► The time from the trigger to the value delivery is the lead time
Lead Time ---------------- ..

I
I .
I
Trigger
~
Step 2
REPEAT
SCALED AGILE • Cl Scale d Agile . Inc. 299
Notes:
Operational and development Value Streams
ttttttttttttt
t+t t+t+tt+t+tt+t
l l l -------.
I t+t
l
t+t
l }
~]lllt~]9~:JD~~ $ Operational Value Streams
..... , 1 System 11 System 11 System 11 System 11 System 1 ' """"' Deliver end customer value
- Development Value Streams

Build the systems and business
solutions that enable operational
Value Streams
(D Our focus is the latter, but to understand the latter, you first have to understand the former.
Notes:
Examples of Operational Value Streams
Hospital patient services
hAEffii♦Jaii• ENI► Iii► i·i:iil·► -++-

Arrival
s Payment
Consumer bank loans
Loan Need Repayment

plus interest
I
Notes:
Development Value Streams
► Includes activities from recognizing an opportunity through release and

validation
► Create two kinds of value:

- Profitable Operational Value Streams
- Continuous usable knowledge
Notes:
Steps for identifying development Value Streams
1. Identify an Operational Value Stream
2. Identify the systems which support the

operational Value Stream
-----
~ll9llH9ll9
DD
~]19]9]9]9
3. Identify the people who develop and
DOD
operate the systems 1' ~t ttttt
tm ttttt
tm
~]9]9]9]19
4. Identify development Value Streams that

build the solution
,ii!if.i!
5. Realize Value Streams into ARTs
Notes:
Questions for identifying Operational Value Streams
What are the larger software , system , or solution-based objectives that differentiate the
business in the market?
General questions How do external customers describe or perceive the flow of value they receive?
What current initiatives have a significant number of developers and testers working
together now?
Questions for the

independent software What products , systems , services , applications , or solutions does the enterprise sell?
vendor
Questions for builders What products and systems does the enterpr ise sell? What are the larger subsystems or
of embedded and components? What key system operational capabil ities are being enabled?
cyber-physical systems What critical Nonfunctional Requirements (NFRs) are being implemented or enhanced?
What key business processes are enabled?

What internal departments are supported?
Questions for IT What internal or external customers do those departments serve? How do those
departments describe the value they receive from IT?
What key process , cost , KPI, or business improvement initiatives are targeted?
Notes:
Example of Operational Value Stream identification
Name Consumer Loans
Provides customers with unsecured /

Description
secured loans
Customer(s) Existing retail customer
The customer wants to borrow money and approaches

Triggers
the bank through any of the existing channels
Value received
Repayment plus interest
to enterprise
Value received Loan

to customer
Notes:
Let's take a deeper look
mr mr
a
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Cleanng House
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l
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./--
Question used
')}..)-i for this example:
TransaetionProoeulng
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--
11111 ~~
describe or perceive the flow
--
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----
CustomMSeMce
of value they receive?
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~~- 111 11 11
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Notes:
Loans: Operational Value Stream example
Consumer bank loans: Example
Loan Need Repaym ent

plus interest
Notes:
Duration
Activity: Identify your operational Value ~

Stream ~
► Step 1: Form small groups and
choose a context
Example
► Step 2: Identify your operational - Consumer Loans
Value Stream, using the operational Provides customers with unsecured /
secured loans
Value Stream template in your
Workbook as a guidance !!!li!lil!il!J!Ml!!!l!!I!
Existing retail customer

► Step 3: Write down the details of the -
- - - · Repayment plus interest
operational Value Stream, such as:
Name, Description, Customer(s), Loan
Triggers , Value received to
enterprise and Value received to
customer
Notes:
Example
Name Consumer Loans
Provides customers with unsecured /

Description
secured loans
Customer(s) Existing retail customer

Triggers
Value received
Repayment plus interest
to enterprise
Value received Loan

to customer
Duration
Activity: Illustrate the operational Value ~

Streams ~
► NOTE: In the next series of

activities you will be identifying
the operational and development
Value Streams.
► Step 1: Write the trigger and the

value
► Step 2: Use GREEN sticky notes

to identify the sequence of steps
from Trigger to Value Received
► Step 3: Identify the people who
are involved in each of the steps
Notes:
The systems we build support these operational Value Streams
Repayment
plus interest
Credit
Scoring
System
Notes:
Duration
Activity: Identify systems and connections ~

~
► Step 1: Using the YELLOW

Marttehng, Loan
sticky notes, identify the Sales Agents ttt ttt ttt

Trigger ➔ ➔ Value
systems supporting the
Operational Value Stream Supporting
systems
► Step 2: Draw the connections

between the identified systems
and each of the steps of the
Operational Value Stream
these systems support
Notes:
People develop and operate the systems
• ttt ttttt & ttttt ttt & ttt

* ~~- * l
®··---Ji~C;J-»>@•$
u l l l
v
Loan Need
Loan Credit
Repayment
plus interest
Channels Origination Scoring Core

System System Banking
~ t t
ttttttttt ttt ttttttttt
ttttttttt tt
80 Atlanta and Redmond
30 Estonia
ttt
100 Chicago
Development
180 Bangalore and Delhi 12 Estonia

Development Operations
Notes:
Activity: Identify the people who build and ~

operate the systems ~
► Step 1: Using the BLUE sticky

notes , identify the number of Trigger ➔ ➔ Value
people who build the systems

and their location

to the systems (or products ,
solutions , services) they
support
Notes:
Identifying the development Value Streams
Core
Origination
System Syste Banking
~I
ttttttttt ttt
ttttttttttt
80 Atlanta and Redmond
30 E,tonl,
180 Bangalore and Delhi

Deve lopment
Notes:
Add the people needed to build the full business solution
u
• ttt
I
ttttt
I
~
I
ttttt
/-----.
ttt
I
~
I
ttt
I
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Ill .. $
A~I
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n Cr.drt
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~ SY1
f
ttttttttt ttt
ttttttttttt ".......
..........
IOAIIMta ■ndAoJdmond
,
1IOBa~8'1c1Delhl
ttttttttt ttttttttt ttt~~tt

Atlanta Atlanta Support
Legal Marketing
Notes:
Duration
Activity: Identify the development Value
Streams @ '
-
► Step 1: Considering what the

M•s~f~:0."n~s
9· A~ ttt ttt ttt
Trigger and the Value are,
Trigger ➔ ➔ Value
identify the Development Value
Stream(s) by drawing the a line
around the people and systems
People
building
the
► Step 2: Using the BLUE sticky systems
notes, add the people needed

to build the business solution
Notes:
ARTs cannot be too big
Effective Agile Release Trains are most efficient at about 50 - 125 people.
► Dunbar's number: A suggested cognitive ( Dunbar's number:

A range of 100-125 people
limit to the number of people with whom
one can maintain stable social
relationships.
► Empirical evidence: Beyond 125, logistics

and inter-team dependencies are more
difficult. Alignment and governance are
harder to achieve.
Business Owners
Notes:
Realize Value Streams with Solution Trains and ARTs
Some Value Streams fit well within the limit, and can be realized by a single ART
GI.LI! R.l!J.l!A SI! cRAJN System
Larger Value Streams require multiple ARTs in a Solution Train
~ '=._
::::
_::::
_=--~ GJL/!JIEL/!ASI! RAJN
SOLUTION GJLI! Rl!LEASE RAJ_N

Large Solution
TRAIN GLLl!JIEJ.l!ASI! [RAJN
GIJ.E Rnl!ASI! TRAI_N
Notes:
Splitting a large Value Stream
► Focused on a holistic system, products, or set of services
► Long-lived, consistently delivers value over time; can release independently
► Minimize dependencies with other ARTs
► Can release value independently from other ARTs
GJ_L.E...fl_E_LEASE
"RAIN
SOLUTION GJ_L.E.
R.E._L.E.A
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GIL.E. 'J.EAS.E. r:RAIH
Notes:
ARTs can be organized around subsystems or Feature areas
Aim to form trains that can release value independently.

► Best: End-to-end value
I I I
- By product , Solution , or service
'I"" C\I Cl?
- By Customer or market segment ca
~ ..
~
.. ca
Q) ..
~ ca
~
~
- By Solut ion feature areas <(
:::
~
::: ....L..
<(
~
<(
~
- By value streamlets ~ ill ~ ill ~ ill

.... .: .... .: .... .:
► Other: Constraints and other ca "'.. ca "'.. ca "'..
:::::l :::::l :::::l
considerations
Q)
LL ..'" ~
..
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LL
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LL
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- By technology : subsystems /applicat ions/

components /platform
- By source of funding Platform ART

--- AG
- I -LE- R-EL- E-AS_E_T-RA- IN-- ..._
- By location/geography
Notes:
What are you optimizing for?
Feature trains are optimized for speed.
Subsystem trains are optimized for architectural robustness.
► Trains organized around a Feature area can be fast, but they likely
require cross-train architectural governance
- Otherwise architecture may decay over time, and the train's velocity
will start decreasing
► Trains organized around subsystems require content coordination

- Subsystems are robust, but there will be many dependencies and lots
of WIP for any new Feature
Notes:
Many Value Streams have both types
Value Stream Critical components or subsystems that

are used by multiple other ARTs may
... by Feature Area
have trains organized around them.
AGJ.LE El.EASE TRAIN
... by Feature Area

GILE RELEASE TRAIN
~{p Example:
... by Feature Area
Platform ART-organized
around a common platform or
... by Subsystem framework used by the rest of
,A GJLE RE.LEASE TRAJN
the ARTs in the Value Stream
Notes:
Realize Value Streams into ARTs
Notes:
Duration
Activity: Realize ARTs in the Development
Value Streams @ '
-
► Step 1: Using the ORANGE

Marketing, Loan
sticky notes identify the ARTs Sales Agents ttt ttt ttt
➔ Value
(draw the ART) in each
Development Value Stream

between the people and the
ARTs
Solution A Solution B Solution C
Notes:
9.2 Expl ore how to create the i mpl ementati on pl an
9.2 Explore how to create the implementationplan
SCALED AGILE .
Notes:
Selecting your first ART
Opportunistic ARTs are found at the intersection of converging factors.
Notes:
Create the implementation plan
► Vision without an action plan

leaves people unmotivated A three- Pl rolling roadmap
► A transformation roadmap May ♦ July September
Pl 3 Pl4 Pl 5
defines how to: • Prepare ART 1 for Launch • Launch lra1n2 • Launchlrains•-6
, Train leadefs • Prepatefor lnlin 3 launch • Train RTEs
• Train Scrum Masters • l&AWl!htrain1 • Train more SPCs
- Incrementally implement the • Train P0s and PMS • Run a PPM workshop
transformation , Trainleamsand
launch the train
• Townhalwilhleadef'sol
potential nell:l lf8ins
- Inspect and adapt for course Uncommi tt ed ObJacl lvH

• Preparea movie about the
correction ART launchand Pl Planrnng
f«oommumcatJOn
Committed f~-- Forecast --~ f

► The ART rollout can be done
'-
sequentially or in parallel
Notes:
Apply the Value Stream and ART Identification Workshop
A one-day workshop which takes the

organization through:
► Examining the importance of Value

Streams for continuous flow SAFe• Value Streamand ART
IdentificationWorkshop
--
r.111
► Identifying and validating Value Streams
and ARTs SCALED AGILE "
Notes:
Create the development value stream canvas
Development Value Stream Canvas: [value stream name]
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~-------~ lncludftopuwcapE• ~------~ ob}ectlvesofthesolutlon
--- -- ---- -- ------- ----- --- --- --- --- --- -- • For Solutlon Tralns - -- ---- -- --- --- --- --- --- --- --- --- -- --- ---- -- --·
ARTSInd Suppliers value Stream Roll!S(for multt-ART value sttHms)

ARTsand SupDllen, includ!1111Mlrrescecti'lle rupon libllitl.s Soh.rtlonTu, lnE111intt1
SolutlonManasemtn1
SohrtlonArchltKt/En&lnfft
Notes:
Development Value Stream Canvas: [value stream name]
[Steps supported in operational value stream]
FOR...
WHO ...
THE.•.
ISAN ...
THAT ..•
UNLIKE..•
OURSOLUTION•••

Budget for people and resources Key performance indicators for Set of decision rules that align
allocated to the value stream; measuring value delivery everyone to the financial
includes OpEx and CapEx objectives of the solution
For Solution Trains
ARTs and Suppliers, including their respective responsibilities Solution Train Engineer
Solution Management
♦ SUPPLIER ♦~ Solution Architect/Engineer

Your ART organization may evolve over time
Rules of Thumb:
► Early compromises may be
made due to the impact of The answer may not be clear . Consider the trade-offs,
organizational change. launch your initial ART{s), and l&A. Understand your
pain points over time and how they may relate to your
► Target optimizations may
ART definitions.
change over time .
t;:;'{p
Example: ARTs are long-lived, but if alignment on a design
You may initiate new Value cannot be reached , pick one and test it for a few Pis.
Streams and optimize for
architectural integrity and reuse
subsystems , common libraries , Many enterprises re-evaluate their ART definitions
etc ., then move to flow of value due to initial compromises, revised Portfolio
(feature area , market segment ,
investments , or new target optimizations .
etc .)
Notes:
Lesson review
In this lesson you:
► Identified Value Streams and Agile Release Trains
► Explored how to create the implementation plan
Notes:
Lesson 9 notes
Lesson 10
Launching an Agile Release Train
10.1 Prepare the ART launch
10.2 Train teams and launch the ART

10.1 Pr epare the ART l aunc h
SCALED AGILE .
Notes:
Set the launch date
A forcing function is a commitment that forces a sequence

of actions to happen. Use it to start your train.
► By scheduling the Pl Planning event, you will create

the timebox in which the preparation must happen.
► This will minimize the expansion of work during

preparation. Not everything can (or needs to) be
perfect. PtlOIOCOUl'hlsyofSEIGlobalWHIIIISeMces
After Leading SAFe training,

this leadership team launched
► Assure people that the Inspect and Adapt Workshop their first Agile Release Train
in just 10 days!
creates a closed-loop system so that impediments can
be made visible and addressed as soon as possible.
Notes:
Train ART leaders
► Launching the first ART is crucial.

It builds a framework to allow
employees to apply the Vision to
meaningful change.
► Training the leaders helps them

create the mindset they need to
empower employees for further
action .
► Training gives stakeholders the

skills and motivation they need to
change the organization
Train ART Leaders
► As a team of teams the ART
removes silos that inhibit flow.
Notes:
Discussion: Who should attend Leading

SAFe class?
~~
~~
► Step 1: Discuss who in your organization needs

to be at the ART-specific Leading SAFe training.
► Step 2: Consider the following questions:

- Who needs to attend and why?
- Who are the key people who might hinder change if not
invited?
- How do you keep the training session a reasonable

size?
► Step 3: Be prepared to share with the class .

Notes:
Define the Agile Release Train
r
Agile Release Train Canvas · (ART Name]
roR..
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'"'
SA N M.
""""·
OUR SOLUTION , ,
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ltlO O"II Dllltl s, ..... Tu,i ,
ir-ol.ll'K 00'flp0'"t"U
s-,.....1111,1,.1u::uds , -1\'IYll:I Dl:",~- 1,.1

1,,r •ll:.AJN au J
9:ii@MN
·i·ii,
cwe o,e , ardruJo: Ndt t 61"1'
1Nrrren t
d1: ART
Ml,i,,H,\B@hih
...._..,__...._..,__...._..,__...._..,__ A'tTlotr,.CC..1tll'IClt11fbp'f'l'."ll
~~~~ VILt S trtn , a,cu::1rigw,01
MM&fii 1141
HIIIM
St,ou..pponto 1h OptrM;b 'III
VILtStrtn
336
Notes:
Use the SAFe Pl Planning Toolkit
a SAFe Pl Planning Toolkit
The SAFe Pl Planning Toolkit provides

the resources curated and distilled from
hundreds of real-world implementations.
It includes all the presentation slides,
workbooks, and templates needed to
guide an ART through these preparation
activities and facilitate a successful Pl
Planning event.
SCALED AGILE • Cl Seale d Agile.In c. 337
Notes:
Establish the Agile Teams
Agile Teams may already be formed, or you may influence team composition.
Capture teams, roles, and locations with the Team Roster (In Pl Toolkit)
2 Team A Product Owner Last Name , First Name
3 Team A Developer
4 Team A Developer
5
6
7
Team A
Team A
Team A
Developer
Tester
Tester
•
1h11
8 Team A <role>
9 Team A <role>
••
.. 1111
Melbourne
Berlin
Notes:
Determine who will play the individual ART roles
Program Roster (In Pl Toolkit)

Role Team member name Geographic location
Release Train Engineer Last Name , First Name City, Country
Product Manager
Product Manager
Business Owner
Business Owner
System Team
System Team
System Team
Operations
Operations
Operations System
System re /Eng
Pro¥uct
ArchitecUEngineering
Mgmt
ux RTE
Notes:
Train Product Owners and Product Managers
Product Owners, Product Managers, Product Line Managers,

Business Owners, and Business Analysts
Solution Managers, Portfolio Managers, Program Managers, and
l
members of the LACE, Enterprise, Solution, and System Architects
With SAFe Product

Owner/Product Manager
- Becoming a Product Owner/Product Manager in the SAFe Enterprise
- Preparing for Pl Planning
- Leading Pl Planning
- Executing Iterations
- Executing the Pl
- Becoming a Certified SAFe Product Owner/Product Manager
J
Certification
Notes:
Train Scrum Masters
New Scrum Masters who need to perform the role

Existing Scrum Masters who would like to understand their role in the
context of a SAFe Enterprise, Team Leads, SAFe Release Train
Engineers who want to coach Scrum Masters on their role
- Introducing Scrum in SAFe

- Characterizing the role of the Scrum Master
- Experiencing Program Increment planning
With SAFe Scrum Master
- Facilitating Iteration execution
- Finishing the Program Increment
Certification
- Becoming a Certified SAFe Scrum Master
Notes:
Train Architects
System, Solution and Enterprise Architec ts , Software

Developers , Technical Managers, Product Leaders
- Exemplifying Lean-Agile architectu re

- Architecting for DevOps and Release on Demand
- Aligning architecture with business value
- Developing Solution Vision , Solution Intent , and Roadmaps
- Preparing architec ture for Program Increment (Pl) Plann ing
With SAFe Architect - Coordinating archi tecture throughout Pl Planning
Certification - Supporting Continuous Delivery during Pl execution
- Supporting new Strategic Themes and Value Streams
- Leading as an Architect during a Lean-Agile transformation
Notes:
Assess and evolve launch readiness
Once an ART has been selected for

launch , the SAFe ART Readiness
Workbook will guide you through the
preparation .
I
► ART Readiness Workbook I
: SC.u.EO&GIUI _._, __ ,__
I
► Pl Planning Overview and Briefings I
► Program Backlog Workbook
► ART and Team Events Calendar
► Capacity Allocation spreadsheet
► Facilitators Guide to Pl Planning and

more
Notes:
ART readiness checklist
Ani a Ques tion
Planning scope and context Is the scope (product , system , technology domains) of the planning process understood?
Have wo idontifiod our Value Stream(s) and ARTs?
Release Train Engineer Have we identified the Release Train Engineer? Does he/she understand the scope of the role
(RTE) in preparing the organ ization and preparing for the Pl Planning meet ing?
Planning time frame, Have we identified the Pl Planning dates , the Iteration cadence , and the Pl cadence?
Iteration, and Pl cadence
Agile Teams Does each Feature/Component team have an idenlified SM and PO?
Team makeup/commitment Aro thoro dedicated team members on evory toam?
Agile Team attendance Are all team members present in person or are arrangements made to involve them remotely ?
Executive, Business Owner Do we know who will set the business context and present the ProducVSolut1onVision
participation
Business alignment Is lhere reasonab le agreement on priorilies among the Business Owners and Product
Management?
Vision and Program Backlog Is there a clear v 1s1onof what we are building , at least over the next few Pis? Have we
identified the top 10 or so Features that are the subject of the first Pl?
Notes:
ART readiness checklist
Area Question
System Team Has the System Team been identified and formed?
Shared Services Have the Shared Services (User Experience , Architecture , etc .) been identified?
Other attendees Do we know what other key stakeholders (IT, infrastructure , etc .) should attend?
Agile Lifecycle Do we know how and where Iterations , Pis , Features , Stories , status , etc. , will be
Management tooling maintained?
Development infrastructure Do we understand the impact on and/or plans for environments (for example,
Continuous Integration and build environments)?
Quality practices Is there a strategy for unit testing and test automat ion?
Are there any other practice guidelines?
Notes:
Activity: ART readiness preparation ~rj)

~~
► Step 1: Determine which items on the ART

readiness checklist must be in place in order to
launch your ART.
► Step 2: In your workbook, mark each item with a
Y, N, or D to determine its necessity for launching
the ART.
- (Y) Yes, must be in place
- (N) No, doesn't need to be in place
- (D) Depends on context
Notes:
ART Readiness Checklist
Instructions: Mark each item for Y, N, or D to determine its necessity for

launching the ART.
Area Questions Y N D
Is the scope (product, system, technology domains) of the

Planning
1
scope and context
planning process understood? Have we identified our Value   
Stream(s) and Agile Release Trains?
Have we identified the Release Train Engineer? Does he/she

Release Train
2
Engineer (RTE)
understand the scope of the role in preparing the organization   
and preparing for the Pl Planning meeting?
Planning time frame, Have we identified the Pl Planning dates, the iteration cadence,
3
iteration, and Pl cadence and the Pl cadence?
  
Does each Feature/Component team have an identified Scrum

4 Agile Teams (SMs, POs)
Master and Product Owner?
  
Team makeup/
5
commitment
Are there dedicated team members on every team?   
Are all team members present in person or are arrangements

6 Agile Team attendance
made to involve them remotely?
  
Executive, Business Do we know who will set the business context and present the
7
Owner participation product/solution vision?
  
Is there reasonable agreement on priorities amount the Business

8 Business alignment
Owners and Product Management
  
Is there a clear vision of what we are building, at least over the

Vision and
9
program backlog
next few PIs? Have identified the top 10 or so feature that are the   
subject of the first PI?
10 System Team Has the System Team been identified and formed?   
Have the Shared Services (User Experience, Architecture, etc.)
11 Shared Services
been identified?
  
Do we know what other key stakeholders (IT, infrastructure, etc.)

12 Other attendees
should attend.
  
Agile Lifecycle Do we know how and where Iterations, PIs, Features, Stories,
13
Management tooling status, etc. will be maintained?
  
Development Do we understand the impact on and/or plans for environments

14
infrastructure (for example, continuous integration and build environments)?
  
Is there a strategy for unit testing and test automation?

15 Quality practices
Are there any other practice guidelines?
  
Prepare the Program Backlog
Program Date
Backlog Backlog Backlog Backlog ready certain
refinement
PMs aligned
Content PO and Arch itect Backlogs Dry run with

coord inated with PMs teams
Cadence defined and socialized
Agile Team composit ion I System team compo sition I ART roles
VP discussion - Review of current comm itments and flexibility
◊
June 22
◊
June 29
◊
July 6
◊
July 13
◊
July 20
◊
July 27
◊
Aug3
◊
Aug 10
◊
Aug 17
◊
Aug 24
Notes:
10.2 Trai n teams and l aunc h the AR T
SCALED AGILE .
Notes:
Establish Team Agility with SAFe for Teams
SAFe®
for Teams
Team members who apply Lean and Agile at scale
All members of an Agile Release Train preparing
for launch
_J
- Introducing SAFe
- Building an Agile Team
- Planning the Iteration
- Executing the Iteration
With SAFe Practitioner - Executing the Program Increment
Certification - Becoming a Certified SAFe Practitioner
Notes:
The benefits of big room training
a ~
Accelerated learning
4 Collective learning
Notes:
The quickstart approach to ART launch
When you find a Value Stream, go a// in and a// at once for each
ART. The one-week launch is a proven adoption model.
Monday
. Tuesday .
Wednesday Thursday Friday
Go .
Trai~ing
Pl Planning Workshops SAFe.
.
SAFe for Teams
. Now .
Traineveryoneatthe Alignteamsto common Orientationfor specialty
sametime objectives roles
Sameinstructor,same Commitment Openspaces

method
Continuetraining Tooltrainingfor teams
Mostcost-effective duringplanning
CISealed,t,giie , lnc .
SCALED AGILE • Cl Scale d Agile.Inc . 35 1
Notes:
The importance of the first Pl Planning
► First impression of SAFe

► Generates a short-term win
► Builds the ART as a team
► Teaches teams about assuming
responsibility for planning and
delivery
► Creates visibility
► Creates confidence in the Building the ART as a team
commitment of Lean-Agile
leaders to the transformation
Notes:
Prepare with the Pl Execution Toolkit
a SAFe Pl Execution Toolkit
The toolkit includes guidance around the successful

delivery of key ART activities and events as well as the
slides and templates for facilitating an Inspect and Adapt
event at the end of the Pl. It contains: Program
Performance and Predictability Metrics spreadsheet,
Distributed l&A Problem-Solving Checklist, and Metrics
and Assessment Resources
Notes:
Distributed planning meetings
Require significantly more preparation and facilitation.

► Have a dedicated facilitator and tech support person at each location
► Test audio , video , and presentation-sharing connectivity , and then test it again
► Have a common understanding of how plans will be shared (Video, Wiki , Email ,
PowerPoint , etc.)
► Establish team-based audio/video communication for breakout sessions
- ---
-- -
~
!f -~~,,;; A
..........
,......
~ !
Notes:
Duration
Video: Pl Planningwith DistributedTeams ~

~
Notes:
1~~
Video link: https://youtu.be/3fsuzuA6rVM
Distributed planning meetings: Working agreements
► Have clear working

agreements to be respectful
Working
► Compromise when it comes Agreements
to time zone differences - Only speak when you
have a microphone
► Avoid making people stay up
- One conversation at
all night a time
- Respect each other
Working Agreements: Example

Notes:
Distributed planning meetings: Distributed teams
► If members on the same team are distributed:

- Establish more planning overlap time for intra-team Case Study
collaboration
- Have more intra-and inter-team checkpoints and •

synchronization d infogain
- Consider the non-ideal situation of concurrent planning
(someone may stay up all night!)
► If a program has distributed whole teams :

- Team planning is easier ; however, dependency
management with other component teams becomes more
complex
- Have more inter-team checkpoints and synchronization
- Leverage a centralized program board http://www.scaledagileframework

.com/infogain-case-study
Notes:
Two-site, detailed 2.5-day agenda
► For large time zone differences , such as

between the U.S . and India, a 2 .5-day
split agenda is recommended
► The time difference between Delhi and

Los Angeles is approximately 12 hours-
New York London Moscow Tokyo
day in the U.S. is night in Delhi
► Following the Lean principle to respect . .......... ...............

........
........... .............
..........
..... ..........................
people and cultures , we want to avoid
........... ................. . . .
..•.....•....•
asking teams to stay up all night ........
......
..... .••......••..
......
... . ••..•.....••.••...........
............ . .
••.....•..•.•.....
.....•.....
........ .
► We also want to avoid asking teams to
....... ......
.... ...
. .
commit to their Pl Objectives in a sleep-
deprived state ......
.....
....
.... ....
...
... ......
.......
► Using a 2.5-day format will require a shift .... ..
.
to the overall week's schedule .
Notes:
. . -~ '. ,11u11.-:111t ■ •
I IIntroduction , agenda, object ives, and work ing agreements (RTEor

6:30-7:00AM 7:00 -7:30PM Opening Facilitator)
-
Planning Context and Deliverables (RTEor Facilitator)
-
-
I ART and Pl plann ing context as needed (RTEor Facilitator)
Review of Pl cadence - spr ints and Pis (RTEor Facilitator)
-
_I:00-7 :30AM 7:30 -8:00PM BusinessContext State of the business (Executive)
Upcom ing object ives (Executive)
-
Vision of solut ion, products/serv ices, and pri or itzed backlog
7:30 -9:00AM 8:00-9:30PM Product/SolutionVision (Product Manageme nt)
IVision of solut ion features or components (System or Enterpr ise
I
~II. t • I• '
Arch itect)
V ision for architecture , new architect ure and program -level NFRs
9 :15-9 :45AM 9:45 -10 :lSPM ArchitectureVision (System or Enterp rise Arch itect)
9 :45 -10 :lSAM 10:15-10 :45PM Development Practices Update on too li ng, developme nt pract ices, DoD (Dev Management)
-
10 :15-10 :45AM IPlanningRequirements Specific planning process, draft plan reviews (RTEor Facilitator)
ow,
"'
110 :45-11 :lSPM
..... :
I
- J L
~ 2:00 -3:00pm Time Zone 2 - Late Night Team Breakouts(1 of2) Features broken into stories (teams)
Pl plan and object ives drafted (teams)
-
~
Risks and imped iments ident ified (teams)
-
Hour ly Scrum of Scrums checkpo int to discu ss planni ng
HourlyScrumof ScrumsCheckpoint imped iments , and dependencies (Scrum Maste rs)
-
Program Feature Board cont inuo usly updated (Scrum Master s)
-
I Archite cts, Product Managers, and Business Owners circulate
Time Zone 1 West Time Zone 2 East Subject Description and Presenter
3:30-4:00PM Brief overview of plann ing requirements {Mkhael)

Time Zone 1- Late Night 4,00-7,00PM Team Breakouts (1 of 2) Featuresbroken into stories (t eams)
Pl plan and objectives drafted {teams)
Risksand impediments identified {teams)
Hourly Scrum of Scrumscheckpoint to discussplanning impediments, and
Hourty Scrum of Scrums Checkpoint dependencies{ScrumMasters)
Program Feature Board continuously updated {Scrum Masters)
Architects, Product Managers,and BusinessOwners circulate
Distributed teams collaborat e with Product Management and BusinessOwners to
6c30-7c30AM 7,00-B,OOPM Team Synchronization Synchronize
7:30-8:30AM 8:00-9:00PM Draft Plan Review Velocity and Load
Overview of plan flow
Draft Pl Objectives
Program risks, impediments, and Program Board dependencies
8:30-8:4SAM 9:00-9:lSPM BREAK/Dtnner
Discussionof scope, challengesto plan, risks, and impediments (Product
8:4S-9:lSAM 9:15-9:45PM Management review and problem solving workshop Management, Architects, Dev Managers,RTE)
Adjustments of scope and resourcesas necessary
Management review and problem solvingmeeting readout - adjustments to plan,
9:1S-9:4SAM 9:45- 10:lSPM Planning Adjustments scope, resources{RTE,Facilitator or BusinessOwner)
9,45-10,00AM Break
10:00-1:00PM Time Zone 2 - Late Night Team Breakouts (2 of 2) Pl plan and objectives finalized {teams)
Risksand impediments finalized (teams)
Hourly Scrum of Scrumscheckpoint to discussplanning,status, program
impediments, and dependencies(Scrum Masters)
Hourty Scrum of Scrums Checkpoints Program Feature Board continuously updated {Scrum Masters)
Architects, Product Managers, and BusinessOwners circulate
BusinessOwners walk walls, review objectives and assignbusinessvalue
Time Zone 1 West Time Zone 2 East Subject Description and Presenter
Recap Plannlng Requirements (Michael)
3'30 -6,30PM Team Breakouts (2 of 2) Pl plan and obj ectives fin alized (teams)
Risks and imp edime nts finalized (teams)
Hou r ly Scrum of Scrums checkpoi nt to discuss plan ning, st atus, prog ram impediments, and
dependencies (Scrum Masters)
Ho urly Scrum of Scrum s Check point s Program Featu re Board conti nuously updated (Scrum Maste rs)
Architects , Product Managers , and Business Owne rs circulate
Business Owne rs walk wa lls, review object ives and assign business valu e
6,30 -7,00PM Dinner Break - Bangalor e
Dist ribu t ed teams collaborate with Product Management and Business Owners to
6,30 -D0AM 7,00 -8,00PM Team Synchroniz ation & Finali zed Objectives synchronize
Business Owners walk wa lls and rev iew objec t ives and fi nalize busin ess value
7,30 -9,00AM B,00 -9,30PM Final Plan Review Changes to velocity and load
Final Pl objectives with business val ue
Program risks, impe diment s, and Program Board Dependenc ies
9,00-9, 15AM 9'30 -9 A5PM Break
Remai ning program-level risks are di scussed and ROAMed - resolved, owned, accepted, or
9, 15-lOclSAM 9c45-10c45P M Program-Level Risks mitiga t ed (RTE or Facilitat or)
10c15-10,30AM 10c45-11,00PM Pl Confidence Vot e Facilita t or asks t eam -by-t eam for fist of f ive "co nfi dence and Pl comm itm ent"
Facilita t or asks entire program for fist of five confidence vo t e
If high con f idence is not achieved, adjus t scope and con t in ue planning until commitmen t is
10:30AM -?? 11:00 PM-?? Plan rewo rk if necessary achiieved
When commitment is achieved Plannin g Retros pective Retr ospect ive for Pl plann ing meeting
Reco rd for continuous imp rovement backlog {RTE)
Process for captu r ing plans, risks, program f eat ure board and im provement backlog items
Final Instruct ions in tool ing (RTE or Facili t ator )
Final instruction s and closing remarks (RTEor Facilitator)
Lesson review
In this lesson you:
► Explored how to prepare for the ART launch
► Examined the importance of training teams and launching the ART
Notes:
Lesson 10 notes
Lesson 11
Coaching ART Execution
11.1 Coach the train and the teams
11.2 Continuously improve program performance with Inspect and Adapt

11.1 Coac h the tr ain and the teams
SCALED AGILE ·
Notes:
Generating short-term wins
You just finished the ART launch-now showcase its success.

► The Pl Planning event itself is a short-term win , as it creates clear
commitmentto goals .
► Next, it's important to showcase that the ART is meeting its Pl

Objectives and relentlessly improving its program performance .
► Invite stakeholders and showcase the success of the Team

Demos and System Demos , as well as the Pl System Demo.
► Communicate real wins , not gimmicks .
► The first Pl is the most crucial to lead. Existing team , program , and
organizational issues become highly visible . You must have
confidence and clarity.
► You will provide ongoing program consulting and team coaching to

build the organization 's Lean-Agile capabilities .
Notes:
Team activities and events
Team activities are opportunities to coach the team.

► Helping teams plan, execute, review, and retrospect the first Iterations
► Coaching new Scrum Masters and Product Owners in their roles
► Initiating and supporting Agile technical practices
► Helping teams establish the infrastructure , practices , and culture needed for DevOps
and the Continuous Delivery Pipeline
1 ::Jd XP
Agile Teams
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"'"'
D. --
-
ScrUm
·Lo
•RPV-
•R.-o
mm
•
,.-,.;. Product Program
Owner Backlog
•
hi .....
Scrum
Master ..... ll:iJ
.......
' ll:iJ
"'"'
Team Kanban "
Backlogs
Notes:
ART activities and events
Coaching the ART typically starts with the essential roles and events:
► Helping to build and maintain the ► Helping to facilitate Inspect and Adapt and
Vision and Roadmap follow-up of backlog improvement items
► Supporting the System Team and others in

► Defining and managing the Program building development and deployment
Kanban and Program Backlog infrastructure and automation
► Coaching Product Managers, System ► Keeping a focus on the Architectural Runway

Architects, and RTEs in their roles
► Supporting release management in the new
way of working
► Supporting frequent system-level
integration, including the System ► Supporting or delivering additional training
Demo
► Establishing communities of practice (CoPs)
► Participating in scrum of scrums, PO
sync , and ART sync meetings
Notes:
Discussion: Anticipating Pl problems ~~

~~
► Step 1: Considering the ART and team activities

and events we have just discussed, answer the
following questions:
- Which ART activities or events are most critical for your
engagement?
- Which team activities or events are most critical for your

engagement?
► Step 2: Identify the top five activities you would

support.
Notes:
Agile Product Management
Product managers and directors of product management ,

project managers , product owners, business owners ,
business analysts
- Analyzing your role as a Product Manager in the Lean Enterprise

- Continuously exploring markets and users
- Driving strategy with market segmentation
- Using empathy to drive design
- Defining product strategy and vision
With SAFe Agile Product - Creating roadmaps to build solutions
Manager Certification - Delivering value
- Managing Value Stream economics
- Creating innovation in the Value Stream
Notes:
Optimize your Value Stream with SAFe DevOps
All members of an Agile Release Train,

Development Managers, Engineering Managers ,
Operations Leads
- Introducing DevOps
- Mapping Your Value Stream
- Gaining Alignment with Continuous Exploration
- Building Quality In with Continuous Integration
- Reducing Time-to-Market with Continuous Deployment
With SAFe DevOps - Delivering Business Value with Release on Demand
Practitioner Certification - Taking Action
- Becoming a SAFe DevO s Practitioner
Notes:
Building the DevOps transformation canvas
~
PT:ilf•/65 . £\OflQ- ♦
L..
'T:Y1l•2f7
' AR:?>.5l•t-lt t
Notes:
Enable Technical Agility with Agile Software Engineering
All technical members of an Agile Release Train ~

(Developers and Testers) , Product Owners and
Managers , others with less technical background
would also benefit
- Introducing Agile Software Engineering

- Connecting Principles , and Practices to Built- In Quality
- Accelerating Flow
-Applying Intentional Architecture
- Thinking Test-First
- Discovering Story Details
- Creating a Shared Understanding with BOD
With SAFe Agile Software - Communicating with Models
Engineer Certification - Building Systems with Code Quality
- Building Systems with Design Quality
- Implementing with Quality
Notes:
11.2 Conti nuousl y i mpr ove program perfor manc e wi th Inspect and Adapt
11.2 Continuously improve program performance

with Inspect and Adapt
SCALED AGILE .
Notes:
Inspect and Adapt event: Overview
Three parts of Inspect and Adapt:
1) The Pl System Demo i
) Problem-solving workshop
Timebox: 3 - 4 hours per Pl
Attendees: Teams and stakeholders
SCALED AGI L E · Cl Scaled Agile.Inc. 370
Notes:
Pl System Demo
► At the end of the Pl, teams

demonstrate the current state of
the Solution to the appropriate
stakeholders.
► Often led by Product Management,

POs, and the System Team
► Attended by Business Owners,

program stakeholders, Product
Management, RTE, Scrum
Masters, and teams
► Suggested timebox: 45 - 60
minutes
Notes:
Team performance assessment
► All teams ' Pl Objectives were assigned a Team Pl Performance Report

business value from 1 to 10. -- 1
ObjK1ive1for Pl 3 r;::' -;;::;;
·=-==-....
► Review and rate your Pl achievements :
- How well did you do against your stated
·-__
"'-
..,...--
...-·
• ...,.__ ____ ......
...........
1
I
1
objectives , including timeliness , content , and
-
quality?
Rate on a scale of 1 to 10, 10 being maximum

.. _,,,_,_..,..,._
".
~~
... -:::::::. ..
......,·-
-
--
~
total business value.
► Average these across all objectives and Program Predictability Measure

give yourself a program percent
achievement score .
► Suggested time-box : 45 - 60 minutes
SCALED AGILE • Cl Scale d Agile .In c. 372
Notes:
Team Pl performance report
► Planned total does not include uncommitted objectives
► Actual total includes uncommitted objectives Busin.ss Value

Objectives for Pl 3
,---
Plan -.,
,---
► Percent achievement equals actual total/planned total • Structured locations and

v;,lid111tionof loca tions
7 7
- Build and demonstrate a proof
► A team can achieve greater than 100% of concept for context images
• Implement negative triangulation

(as a result of uncommitted objectives achieved) by: tags, companies and people
• Speed up indeiting by 5()%. 10
► Effort required for uncommitted objectives is included • lndeK 1.2 billion more web pages 10
in the load (i.e., not extra work the team does on • Extract and b\Jild URLabstraru
Uncommitted Objectives
~
7
weekends) • FuuysearchbyfuHname
• Improve tag quality to 80%

relevance ~
•
► Individual team totals are rolled up into the program Total5 : so 45
predictability report % Ac hieve me nt : 90%
Notes:
Program performance Metrics
► How did we do? Collect and Functionality Pl 1 Pl2 Pl3
discuss any other program Program velocity

Predictability measu re
metrics that the team has # Features planned
agreed to collect # Features accepted

# Enablers planned
# Enablers accepte d
► Suggested timebox: 45 - 60 # Stories planned
minutes # Stories accepted

Quality
Unit test coverage %
Defects
Total tests
% automated
# NFR tests
Notes:
The problem-solving workshop overview
After a short retrospective, teams systematically address the larger

impediments that are limiting velocity by using root cause analysis.
Agr•• on thB Apply root..cauH analys is Identify the biggest root -cause
problem to solve (and S Whys ) using Pareto analysis
[~_
Ill . :~
• '7' '7" '7' ":"' ":" ":"'
-
..
Restate the new problem for Identify improvement
the biggest root-cau,e backlog items
Ii i
NFRs
Notes:
Build the problem-solving board
l . Original 4. Restate
People Process prob lem problem
5. Brainstorm solutions
2. Root cause
Analysis
3.Biggest root 6. Identify improvement

cause backlog items
Tools Program Environment
Notes:
Agree on the problem to solve
► Clearly stating the problem is key to problem

identification and correction
► You must define the undesirable problem or

situation, so everyone involved in the
countermeasures understands
► A clearly defined problem focuses your

investigation efforts and saves time. Honest effort
at careful definition will avoid the 'ready, fire, aim'
approach that is so common in problem-solving
► A problem that is not well-defined may result in

failure to reach the proper countermeasure
Notes:
Anatomy of a well-defined problem
Think about the What, When, Where, Frequency and any gaps
• •
We discovered three significant design problems in the October deployment
of the new EMV vehicles at the Thrills Amusement Park.
• •
The design flaws caused us to recall the vehicles and invest three months
in materials, redesign, and testing . We delivered late, paid substantial
penalties, and lost credibility with the customer .
Concept contributed by Beth Miller
© Scaled Agi le, Inc.
Notes:
Duration
Activity: Agree on the problem ~

~
► Step 1: Build the problem- 1.0riginal 4. Restate

People Process problem problem
solving board
► Step 2: As a team, define the

5. Brainstor m solut io ns
problem and create a clear

problem statement Analysis
3.Biggest root 6. Identify impr ovement
► Step 3: Write down the cause backlog items
statement under the Original Tools Program Environ ment
problem heading on the

problem-solving board
Notes:
Root cause analysis (fishbone or Ishikawa) diagram
The main 'bones'

represent typical
sources of problems
Cause of in development.
cause of
cause 1
Cause of
cause 1
Problem to solve
Notes:
Finding the root cause: The 5 Whys
By repeating why five times, the nature of the problem, as well as its solution, becomes clear.
- Taiichi Ohno
► A proven problem-solving technique used to explore the cause-and-effect
relationships underlying a particular problem
► The key is to avoid assumptions and logic traps
► Instead , trace the chain of causality in direct increments from the effect to a root cause
/ The Problem: My car will not start. wHv1,1
I Why? - The battery is dead (first why). ··

Why? - The alternator is not functioning (second why).
Why? - The alternator belt has broken (third why) .
Why? - The alternator belt was well beyond its useful service life (fourth why).
n
Why? - I have not been maintaining my car according to the recommended service schedule
(fifth why, the root cause) .
Notes:
Use the Five Whys to identify root causes
Cause of
cause of
cau se 1
Cause of
cau se 1
Notes:
Duration
Activity: Root cause analysis ~

~
► Step 1: Brainstorm potential causes of the problem and write them
down under the Root Cause Analysis heading on the problem-
solving board
► Step 2: For each cause identified , use the Five Whys technique to
get to a potential root cause
Cluseof
causeof
-
cause 1 Cause of
cause1
Notes:
Vote on root causes
Causeof
cause of
cause 1
Causeof
cause 1 **
Notes:
Pareto analysis - Identify the biggest root cause
► Also known as the 80/20 rule, the

Pareto analysis is a statistical
decision technique used to narrow
down the number of actions that 10~-----------~
9t----------------i
produce the most significant 8 t-.------------- ---i
7
overall effect 6 ------------ -----< Votes
- ----------t -
► It uses the principle that 20% of
root causes can cause 80% of
problems
Cause Cause Cause Cause Cause Cause
1 2 3 4 S 6
► It is useful where many possible
sources and actions are competing
Notes:
Duration
Activity: Restate the new problem @ '

-
► Step 1: Dot vote to identify the biggest

problem on your chart Example:
We did not have the ability
to measure or test the full
► Step 2: Use Pareto analysis to visualize the electrical load on vehicles
biggest root cause under the Biggest Root in real operating conditions .
Cause heading on the problem-solving board Impact:
We had to upgrade the
► Step 3: Restate the problem to address the deployed power distribution
system beyond what was
identified root cause, including the economic specified. Major cost and
impact of the problem under the Restate schedule overrun .
problem heading on the problem-solving
board
Notes:
Duration
Activity: Brainstorm solutions @ '

-
► Step 1: Individually brainstorm and write ideas on

sticky notes and put them up on the board
► Step 2: After all ideas are captured, discuss them

as a team
► Step 3: Organize ideas into affinity groups
► Step 4: Dot vote to identify the top contenders for

possible solutions problem under the Identify
Improvement Backlog Items heading on the
problem-solving board
Notes:
Duration
Discussion: Problem-solving workshop
readout @ '
-
► Step 1: Select a person from 1. Original 4. Restate

People Process problem problem
your team to do a readout
► Step 2: Start the readout by

5. Brainstorm solut ions
stating the original problem and

conclude with the proposed Analysis
improvement backlog items 3.Biggest root 6. Identify improvement

cause backlog items
Tools Program Environment
Notes:
ART execution artifacts in the Pl Execution Toolkit
ii SAFe Pl Execution Toolkit
• SAFe ART Events and Activities presentation

• Inspect and Adapt Event template
• Program Performance Metrics spreadsheet
• Program Predictability Measure spreadsheet
• Self-Assessments and Metrics resources
Notes:
Measure and Grow with the Business Agility Assessments

Measure and Grow is the way portfolios evaluate their progress towa rds Business agility and determine their
next improvement steps .
There are six steps in the Measure and

Grow process :
BuslneH Agi11tySetf-AHeHment
1. Facilitate effective self-assessment of

Business Agility
2. Analyze the results
3. Identify growth opportunities
4. Prioritize and take action
5. Integrate learning
6. Celebrate success
Notes:
Lesson review
In this lesson you:
► Explored how to coach the train and the teams
► Practiced continuously improving program performance with

Inspect and Adapt
Notes:
Lesson 11 notes
Lesson 12
Extending to the Portfolio
12.1 Launch more ARTs and Value Streams
12.2 Extend to the portfolio
12.3 Establish Agile portfolio operations
12.4 Establish Lean governance

12.1 Launc h more ARTs and Val ue Str eams
SCALED AGILE .
Notes:
Extend success one ART at a time
Identify Value
• • • Stream s and ARTs
.
Agile Product
Management
◄••
SAFe" for
~
Teams
• g·•·TrainLaunch
Teams and
ART
•
SA.Fe' for
Architects
SAFe"Scrum
Master
~
SAFe" Product Owner /
Product Manager
~
Prepare for ART Launch
Leading SAFe'
(fo,AAT5111ke~)
~ Agile Softwar.
W Enginffring
.......
... • ••
Notes:
Launch more ARTs in the same or new Value Streams
► Leverage wins to launch more ARTs and scale the implementation
► Launch all ARTs in a Value Stream
► Move to the next Value Stream
► Celebrate short-term wins but don't declare victory too soon!
► Keep urgency high
► Don't forget to support existing trains as you scale
Notes:
Using Enterprise Solution Delivery to deliver really big Solutions
Lean System and Solution Engineering Coordinating Trains and Suppliers
t
~ ~JIS
Solution Train
Continually Evolve Live Systems
AGILE RELEASE TRAIN
Continuous DeliveryPipeline
Evolve
Deployed
Systems
Notes:
For large systems, Solution Trains align ARTs to a common mission
LARGE SOLUTION
Solution
Demo
Ent erpr ise Go vernm ent
Complla nce
MBSE
]~~b:
~~
Set-Based NFR•
Solut ion Solut ion Solutio n Backlog $ 0 LUT IO#
Arch /Eng Mgmt TRAI N
.i
STE
CSeaJedAg,le Inc
Notes:
ARTs power the Solution Train
► Each ART within a Solution Train contributes to the development of

a large Solution
► Solution Management, Solution Architect/Engineering, and the

Solution Train Engineer foster the coordination and the delivery of
value
Notes:
Coordinate planning across ARTs
► Typically attended by Customers , STE , Solution Mgmt , Solution Architects/Eng ,

Solution Train stakeholders , and select representatives from ARTs and Suppliers
► Pre-meeting helps build an aligned plan for the next Pl and match Solution demand to
ART capacities
► Post-Pl Planning meeting reviews , recaps , communicates , and provides feedback
SOLUTION
TRAIN
Notes:
Solution Demo requires 'continuish' integration
► Frequent Solution integration and testing Full solution

provides the best objective evidence integration
► A joint responsibility of ART's and Solution Full or partial integration

during the Pl
•
I
Train's System Teams
► Provides early validation and
regular risk reduction Ir @ @
► Increases actual velocity System Teams
.,
C .,
C
E E
!'! !'!
I
~ ~
-
~
_)'
E
e! I!!
SOLUTION
TRAIN "'
a: e"'
<l.
Notes:
Capture system specification as fixed/variable Solution Intent
Solution Intent: Single source of truth as

to the intended and actual behavior of the
-
Solution
► Records and communicates

requirements and design decisions
► Supports compliance , contractuality ,

traceability , high assurance
► Preserves flexibility to evolve toward

optimum Solution alternative
lmllll!m
Fixes minimum requirement and
mm
►
designs VARIABLE
FIXED
Pl Pl Pl Pl
Notes:
Continuously address compliance concerns
Requirements Design Critical design Planned

complete complete complete deployment
OJJIS GHM::H:Fi
OUAUTYMANAGEMENT
SYnlM
◊ ◊
l
◊ ◊
N·HfrM l
LEAN
l @MMH:i l
Buildthe Solution and complianceincrementally
e,mw
Organizeforvalue and compliance
OJJIS QUALITYMANAGEMENT
SYmM
Buildquality and compliance in
Continuously verifyand validate
Release validated Solutions on demand
CIScaledAgile,lnc .
Notes:
The 'SAFe Implementation Railway' Kanban: Example
Input Tran s formation The Tracks Accelerate

Funnel Backlog
The Stations
•
•
i i i i i i Ii i i i i I i i i i i I i i i i i Ii i i i i i1i i i i i i
• • • • • • 1· • • • • , • • • • • r • • •• •1· • • • • ·1• • • • • •
Source : Northwestern Mutual Case Study : https ://www.scaledagile .com/case-study/north western-mutual /
Notes:
Collect data and manage impediments
► Number of practitioners on
each ART
► Start and end date for each

Kanban state
► Number of people trained
► Date of first Pl Planning
► Date of second Pl Planning
► Pl predictability measure
Notes:
12.2 Extend to the portfoli o
SCALED AGILE .
Notes:
Traditional mindsets handicap agility
Historically, portfolio and program management practices were based on

centralized decision-making and waterfall mindsets:
► Plan out a full year of projects
► Maximize utilization
► Widget engineering (spec handoffs)
► Development as order-taker mentality - "Just build it like we said."
► "Get it done!" - over-commitment, excess WIP
► Control through data and Milestones
Notes:
Moving to Lean Portfolio Management

SAFe provides transformational patterns to move from traditional mindsets to Lean Portfolio Management.
Tradit ional Approach to ,, L~~n;Agile approach
#1 Centralized control Decentralized decision-making
#2 Project overload Demand management ; continuous value flow
#3 Detailed project plans Lean, epic-only business cases
#4 Centralized annual planning Decentralized , rolling-wave planning
#5 Work breakdown structure Agile estimating and planning
#6 Project-based funding and control Lean budgeting and self-managing Value Stream
#7 Waterfall milestones Objective , fact-based measures and milestones
Notes:
Lean Portfolio Management Toolkit
A toolkit with a modular approach to LPM implementation
SAFe® Lean Portfolio llliil - Strategy and Investment Funding

Management Toolkit r.1111 - Agile Portfolio Operations
- Lean Governance
- Build the LPM Function
- Applying CapEx and OpEx
SCALED AGILE .
Notes:
Lean Portfolio Management establishes the portfolio groundwork
► This course serves as a workshop to start and set

the groundwork for Lean Portfolio Management
► It offers the tools and techniques for:

- Aligning strategy with execution
- Merging the insights of executives , Product Management ,

Business Owners , and Agile Teams into a new, Lean-
Agile way of working
- Establishing Lean Budgets and adjusting the budgets

dynamically with participatory budgeting forums
- Guiding investments by horizon

With SAFe Lean Portfolio
- Sequencing and forecasting portfolio initiatives Manager Certification
Notes:
12.3 Es tablish Agile portfolio oper ati ons
SCALED AGILE .
Notes:
Agile portfolio operations is a collaboration
► Supports SAFe implementation , relentless improvement, and Agile practices to

achieve business goals
► Enables continuous flow of value through coordination of Value Streams and ARTs
Coordinate Value Streams
Agile RTE and SM Support program execution

PMO/LACE CoP
Drive operational excellence
Notes:
Coordinate across Value Streams when necessary
0 Coordination
Roles 0 Introduc ing new
portfol io work
o Ensured
integration
points
0 Portfolio Roadmap
0 Releaseon
Demand
\_ O Apply cadence and

synchronization
J
SCALED AGILE · CI ScaledAg1le.lnc . 411
Notes:
The APMO supports portfolio operations and program execution
► Facilitates the portfolio sync
► Works with the LACE to develop, harvest, and

apply successful program execution patterns
across the portfolio
► Facilitates Lean budgeting and coordinates

portfolio governance
► Fosters decentralized Pl Planning and operational

excellence
► Fosters more Agile contracts and Leaner Supplier

and Customer partnerships
Notes:
APMO supports the SAFe transformation
► Sponsors and communicates the change

Vision
► Participates in the SAFe rollout

RTE I SM/ Change
►
Agent CoPs
Leads the move to objective Milestones
I
and reporting
u•
► Leads process excellence and supports ,t
APMO
f ,.,,,,,,,.,Leader
RTEs (and STEs) and Scrum Master CoPs Supporting

Functions
Lean/Agile Center
of Excellence
Notes:
Support operational excellence with a portfolio sync
Frequency
Monthly portfolio sync meeting
Facilitation
APMO or other stakeholders
Purpose
Gaining visibility into how well the portfolio is progressing
towards its strategic objectives
Notes:
The purpose of the portfoliosync
Gain visibilityinto how well the portfoliois progressingtoward

meeting its strategicobjectives.
, ·Strategy & Investment Funding Agile Portfolio Operations Lean Governance
► Review the results of MVPs ► Remove impediments across ► Review and adjust Value
and determ ine whether to Value Streams Stream funding
pivot , preserve , or stop
► Review the progress of ► Review investments by
► Review the portfo lio Kanban continuous improvement Guardrails
and Lean business cases efforts to support operational
► Review LPM and Value
and approve and prioritize excellence
Stream Metrics
Epics
► Review compliance
► Mainta in the Portfolio Vision concerns
and canvas
Notes:
12.4 Es tablish Lean governanc e
SCALED AGILE .
Notes:
Lean governance is a collaboration
► Collaborate on forecasting and dynamic budgeting with an Agile approach
► Establish the minimum Lean portfolio Metrics necessary to assure strategy is

being implemented
Forecast and budget dynamically
Enterprise Business • Measure Lean portfolio performance

Architect Owners
•••
MII
APMO
U
Notes:
The Enterprise establishes the total portfolio budget
0 ~
~~ f;)J
Enterprise & Market
Product
@;
portfolio changes
feedback Internal/external
Changes to performance economic
\ l I /
Strategic
conditions
Themes
Enterprise
~
Government
Budget adjustment
from Enterprise
=
+/-X¾ This is our budgeting starting point.
Notes:
Value Stream budgets must be adjusted over time
► Typically, Value Stream Adjust Value Stream budgets to adapt to

budgets are adjusted twice changing priorities at Pl boundaries.
annually
► Adjusted less frequently and

spending is fixed for too long
which may limit agility
► Adjusted more frequently and

planning may be more
challenging
Notes:
Apply participatory budgeting to adjust budgets
► Most organizations will generate

more good ideas than they can
fund , resulting in a portfolio
prioritization challenge
► Fiduciaries and participants from

different Value Streams use
participatory budgeting to
collaboratively determine which
Epics should be chosen and
prioritized
► These choices determine how the

Value Stream budgets will be
adjusted over time
Notes:
Participatory budgeting overview
Strategic
Themes .,_ Each Value Strean desi911ales which parl
of the budget is for Run the Business
(RTBJ and Grow the Business (GTB)
Portfol io
Potential Roadmap Run the bus iness
portfolio Epics and Grow the
Business Total portfolio
• budget allocation
and Guardrails
Potential Epics for
each Value Stream
. ;;.::
..., c::::::+-
Current Value New Value Stream

Slream budgets budgets
Participatory Budgeting Forum(s)
Notes:
Forecasting portfolio Epics
Epic estimates in % capacity of ARTs

ARTs Pl velocity
Story points for new Epics *
L ,;,;44
2 ■¥4&
3
4
41414
•HMM
1200
1000
1200
1000
1200
1000
1200
1000
1200
1000
sll414 650
-..i-..i
650 650
......
650
,--
650
.. --- ~
61¥44 Pl6 Pl 7 Pl 8 Pl 9 Pl 10
Portfolio Backlog
• % of capacity for Epics may be different for each Value Stream
Notes:
Example of Lean Portfolio Management performance measures
Dimension Expected result Metric used
Improved employee satisfaction ; lower

Employee engagement Employ survey ; HR statistics
turnover
Customer satisfaction Improved Net Promoter Score Net Promoter Score survey
Productivity Reduced average Feature cycle time Feature cycle time
Continuous improvement in team and Self-assessments for each level of the

Self-assessments
program measures Framework
Time-to-market More frequent releases Number of releases
Reduced defect counts and support

Quality Defect data and support call volume
call volume
Partner health Improved ecosystem relationships Partner and vendor surveys
Strategic Themes Measurements against key results Objectives and key results (OKRs)
Notes:
Coordinate continuous compliance
A Lean-Agile quality management system (OMS) improves quality

and makes compliance more predictable.
I Chu:11 ;it
-·✓• ♦ 1 11:'hi
I
Mdi-5 1
.-,
'-•'
~POCAcyde
IV\
Defer compliance to the
~ end of Solution
Q l;!Jl!J
Oocumen11
I l!l!Jl!JO
Ooo..wnen11 More Documenll Unvenfted Sy1tem
ttla
Certified Solution
development.
.-, .-, .-, .-, .-,
I ·-· ·-· ·-· Validate ongoing compliance
I I I I I
I I
... ... l.i ' ' I
-~
~ ~ with relevant standards and
l!I
SCALED AGILE ·
1t 1t
Cl Scaled Agile.Inc .
1t
" "
CSCalld,.._Wlt
regulations.
424
Notes:
Lesson review
In this lesson you:
► Explored how to launch more ARTs and Value Streams
► Discussed how to move to a Lean Portfolio Management
► Explored how to establish Agile portfolio operations
► Explored how to coordinate across Value Streams
Notes:
Lesson 12 notes
Lesson 13
Accelerating Business Agility
13.1 Start establishing Organizational Agility
13.2 Start to build a Continuous Learning Culture
13.3 Accelerate Business Agility

13.1 Start es tablishi ng Organiz ational Agility
SCALED AGILE .
Notes:
The Organizational Agility

competency describes how Lean-Thinking People and Agile Teams Strategy Agility
Lean-thinking people and Agile f ••

••
•1•1• • e
Teams optimize their business .,.....MM
¥ - MN
process, evolve strategy with

----
Houseof Lean SAFe
Principles AgileManifesto
clear and decisive new

Lean Business Operations
commitments, and quickly adapt
the organization as needed to
capitalize on new opportunities.
• - q.- •
hoctssrlflM
_._
____
l>NJ'f- ~fflfllM
····•
Notes:
Grow Lean-Thinking People and Agile Teams

House of Lean Agile Manifesto
We are uncovering better ways ol developing software by doing it 8fld
helping others do if. Through this WOrlcwe have cometo value:
Individuals and interactions over processes and tools

Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Value in the shortest That is, while there is value in the Hemson the
right, we value the Items on the left more
sustainable lead time
•1 T.ite ,n economic view

Built-In Quality
• 2 Applyl)"llffflS lhinking
13 Assume var.-bltrty; p,...,.,_ opt,om
al
::,
•4 Build inc~ tally with fast, integrated INtning cycles
CJ)
-0 • S S.S. mllestones on obfective
evak.iation of wo,long syt,tffl\i
Ill
iil
::,
16 ViwaliH and limit WIP. reduce ba tch sizes, and managequeue lengt ~
~ t7 Apply cadence, syndwonil:e wi1h crou-domlin f>l-,ning
#8 Unlodc the intrinsk motivahon of knowledge worker,
#9 Oecentrali.zedeeilion-mak ing
Program Execution •--- 428

i 10 OrgAni;z••ound v...
Notes:
Advanced skills improve Team Agility
► Overcoming Agile and Scrum anti-patterns
► Built-in quality, Agile architecture, DevOps

and Continuous Delivery Pipeline practices
► Kanban for facilitating team and program

flow of work
► Building high-performing teams
► Learning and communities of practice With SAFe Advanced

Scrum Master Certification
SCALED AGILE • Cl Seale d Agile.Inc . 429
Notes:
Advanced RTE skills
► Executing Pl Planning
► Managing ART flow and releasing value
► Enabling Innovation and Planning
► Understanding Value Stream execution
► Preparing for and executing Inspect and Adapt
► Applying systems thinking and Value Stream mapping
► Self-assessing the ART and teams on the train
► Using servant leadership and coaching models

With SAFe Release Train
► Applying conflict resolution techniques and group facilitation Engineer Certification
skills
Notes:
Establish Communities of Practice (CoP)
Communities of practice are groups of people who share a common concern or a passion
for something they do and learn how to do it better as they interact regularly
- Etienne Wenger, Communities of Practice : Leaming , Meaning , and Identity
Domain
An area of
shared interest
Practice
Shared knowledge
and experiences
Community
A group of individuals
with shared passion
about a topic
I_ - - - - -
Notes:
lmplementAgile HR practices
0 Embrace a new talent contract, explicitly acknowledge the need for value,
autonomy, and empowerment
0 Foster continuous engagement, to both the business and technical mission
0 Hire people for Agile attitude, team orientation, and cultural fit
.. Eliminate annual performance reviews . Replace with continuous,
..., iterative performance feedback
O 'Take the issue of money off the table.' Eliminate destructive individual financial
incentives.
0 Support meaningful, impactful, and continuous learning and growth
({ Agile HR with SAFe Whitepaper http ://www.scaledag ileframework .com/agile-hr-with-safe
Notes:
Create Agile workspaces
Physical spaces should encourage collaboration , communication , and innovation
► Team spaces
► Remote
workforce
Lower
partitions
► Cross-team between team
workspaces IC
collaboration tt: Separate shared
meeting room
w/video
► Innovation space conferencing
Video conferencing
Notes:
Map operational Value Streams
Process time 1 day 2days 4 hrs. 4 hrs.

Delay time 2 weeks 1 week 2weeks
(Wait for people (Wait for approval (Wait for IT
availabihty) authority) support)
Total lead time= 29 days Total processing time= 4 days Time efficiency= 14%
C ScaledAgile, Inc
Notes:
What is strategy Agility?
Strategy Agility is the ability to change and implement new strategies

quickly and decisively when necessary, and to persevere on the strategies
that are working-or will work-if given sufficient focus and time.
.
....
Internal and External Dynamics
. .
... .... ... ..
..
Strategy
.
~
---- strategy
...
---- ..
.
C Scaled Agile,Inc
Notes:
Market sensing
► Conducting research using open and confidential sources
► Analysis of quantitative and qualitative data
► Direct and indirect user/operator feedback
► Direct observation of solutions/processes in real use
Notes:
Flow strategy changes to execution
..
Epic
7. -=-------+-------
- =+=,-1
spawned -
by a new
strategy
Portfolio 1 Backlog
Portfolio 2 Backlog
(Value Streams)
~ =1-::j::
~ ___r
Program Backlogs
(Agile Release Trains)
T earn Backlogs
Notes:
Ignore sunk costs
Sunk costs cannot be recovered or changed and

are independent of any future costs a program
may sustain.
► Because strategic decision-making affects

only the future course of the mission, sunk
costs are absolutely irrelevant.
► Instead, decision-makers should base all

strategies solely on future costs. This way,
strategy Agility provides the opportunity for the
greatest economic benefit, without the need to
defend past spending.
Notes:
Change the network to meet changing mission demands
CSQl,f,dAgllelnc
Notes:
Discussion: Reorganizing around value ~i)

~~
► Step 1: Discuss as a team:

- How would the current policies and practices at your Enterprise need to
change in order to enable rapid re-organization around value as the strategy
changes?
- Who can help remove the barriers to this level of Organizational Agility?
Notes:
13.2 Start to build a Conti nuous Learni ng Cul tur e
SCALED AGILE .
Notes:
The Continuous Learning Organization Relentless Improvement

Learning Culture ~ ""!(.
O Consta
nt Sense
of Danger
competency ~
Shared
Vision i,
Systems
Thinking o Optimizethe Whole
describes a set of Personal ilciS.Mental 0 ProblemSolvingCulture
Mastery Team Models
values and practices Learning
O Reflect
at KeyMilestones
O fact-Based
Improvement
that encourage
individuals - and the
Enterprise as a whole
=vs
- to continually Innovation Culture
increase knowledge,
competence,
performance, and Innova
tive nme & Space GoSee ExperimentationPivotWithout Innovation
People & feedback Mercyor Guilt Riptides
innovation.
Notes:
Learning organization
Employees at every level are learning and growing together

► Personal Mastery - Build individual "T-shaped " breadth of
knowledge in multiple disciplines for deep and broad expertise
► Shared Vision - Leaders envision and articulate exciting

possibilities and invite others to cont ribute to a common view of the Learning Organization
future
~
SharedVision
:-;.
Systems
Thinking
► Team Learning - Teams achieve common objectives by sharing
knowledge , suspending assumptions , and 'thinking together ' PtlSOnalMutery
ale~
Teamlearning
MentalModels
► Mental Models - Teams surface their existing assumptions and

generalizations while working with an open mind to create new
models
► Systems Thinking - Everyone sees the larger picture and

recognizes that optimizing individual components does not
optimize the system
Notes:
Relentless Improvement
The entire Enterprise as a system is continuously being challenged to improve
► A 'constant sense of danger ' drives improvement

activities that are essential to the survival of an organization
► Optimize the whole - improvements are designed to

increase the effectiveness of the entire system , as opposed
to optimizing individual teams , silos , or subsystems
► A problem-solving culture is the driver for continuous

improvement
► Reflect at key Milestones - improvement activities are

treated with as much urgency as new Feature development ,
fixing defects , and responding to the latest outage
► Fact-based improvement leads to changes guided by the

data about the problem rather than conjecture or opinions
Notes:
InnovationCulture
Leaders create an environment that supports creative thinking, curiosity, and challenging the status quo
► Innovative People - Instilling innovation ► Pivot Without Mercy or Guilt - When fact
requires a commitment to cultivating courage patterns dictate that a hypothesis will be proven
and aptitude for innovation and risk-taking
false, pivot quickly to a new one
► Time and Space for Innovation includes
providing work areas conducive to creative ► Innovation Riptides - Innovation flows
activities, as well as setting aside dedicated continuously up, down and across the
time to explore and experiment enterprise
► Go See - Innovation ideas are sparked by

seeing the problems first-hand-witnessing how
customers interact with solutions and
understanding their problems
► Experimentation and Feedback • Conducting

experiments iteratively is the most effective Innovative TIme&Space GoSee Experimentation
Pivot
Without Innovation
path to learning People &Feedback Me,cyo,Guilt Riptides
SCALED AGILE . oSeo,...,,~.

1nc. 445
Notes:
13.3 Acc el erate Business Agility
SCALED AGILE .
Notes:
Measure the performance of the portfolio
Use the Business @@_AiiliiHiiiiij@li(~

Agility Self- -----------
-~ ------
.......
-...
Assessment and
competency
==-=
@
___
_
_.,.... ~_.,,.
-- - ------
-- -
Self-assess you r orgamzat10non Lean Portfolio Management (LPM)
Oi1n.nslo n Statement -•• "":"'0:..-'::!"

.:
,....
assessments to @) Self-assess your organization on Team and Technical Agility (TTA) :}
identify growth
opportunities
@ Self-assess your organ12at1on
on Enterprise Solution Delivery (ESD) ::?
_________ ........,_
~-
'
--
~-------
hC-~----.-,,,-
_____
..,_
C--..,-
Notes:
Duration
Self-Assessment: Business Agility ~

~
► Step 1: Fill in the Business

BuslneH Aglllty Self-Assessment
Agility self-assessment TrA:"41 .. l-
-
""°'°""'"'"_c-._ ..
A.PO
UD : 1-•
-
,-..-~Oo,11-..
.. .,_-l....,_,
Notes:
Self-assess your organization on Agile Product Delivery (APD) 2 min
More True Neither False More False

Dimension Statement True
than False nor True than True
False
Customer Centricity Product Management defines and supports building viable and
and Design Thinking sustainable products that meet customer needs
The ART constantly collaborates and validates with customers
Design thinking tools ( Personas, Journey Maps, Story Maps, Prototyping)

are used to continuously explore customer needs
Develop and Cadence; Systems demos are held at every iteration to demo integrated solutions
Release on Demand
PI Planning includes all people on the train and is held on a cadence
The IP iteration provides time for planning and innovation
Inspect and Adapt events drive relentless improvement
Solutions are released to customers whenever there is demand
DevOps and The ART displays a culture of shared responsibility across the entire
Continuous Delivery value stream
Pipeline
The entire Continuous Delivery Pipeline flow is measured and improved
Automation is used to drive flow through the Continuous Delivery

Pipeline flow
Self-assess your organization on Continuous Learning Culture (CLC) 2 min

False
Relentless Improvement activities are fact-based, programmatic, and actionable

Improvement
Improvements increase the effectiveness of the entire system instead
of individuals, teams, departments, or silos
Relentless improvement is urgent, part of the culture, and is

everyone’s responsibility
Learning The organization routinely invests in formal and informal learning

Organization opportunities, mentoring, and skill development
Learning is shared and integrated into everyday practices
The organization invests in individual growth via depth and breadth of

knowledge in multiple disciplines
Innovation Culture People are trained, coached, and mentored in the behaviors and skills of
innovation and intrapreneurship
The organization provides dedicated time and space for people to

explore and experiment
People are encouraged to work directly with customers to understand

the problems to be solved
Self-assess your organization on Enterprise Solution Delivery (ESD) 2 min

False
Solution and Specifications, architecture, and roadmaps evolve continuously

Systems Engineering
The entire solution is frequently integrated end-to-end
Design options are explored at appropriate times in the system lifecycle
Compliance activities are incremental and continuous
Coordinating Trains Solution trains coordinate ARTs with a common cadence, backlog, vision,
and Suppliers and roadmap
Suppliers participate in Solution Train cadence and events
Continuously Evolve The Continuous Delivery Pipeline extends from definition through operation
Live Systems
Live systems are updatable on demand
Self-assess your organization on Lean-Agile Leadership (LAL) 2 min

False
Leaders are aware of their own deeply held beliefs, attitudes, and
Mindset and
assumptions related to Lean-Agile/SAFe
Principles
Leaders continuously evolve their mindsets to fully embrace Lean-Agile/SAFe
Leaders routinely use SAFe principles and practices to carry out their
responsibilities
Leading the Change Leaders communicate why change is needed in ways that inspire, motivate,
and engage people in the change
Leaders create an environment for risk-taking without fear of negative

consequences to self-image, status, or career
Leaders lead the transformation to Lean-Agile/SAFe through personal

advocacy and engagement
Leading by Example Leaders model and foster honesty, integrity, transparency, authenticity, and
emotional intelligence
Leaders engage in their own ongoing, voluntary, and self-motivated pursuit

of knowledge and growth
Leaders move decision authority to where the information is
Self-assess your organization on Lean Portfolio Management (LPM) 2 min

False
Strategy and Enterprises Strategy is understood, and communicated

Investment Funding
Portfolio Epics are defined and visible in the Portfolio Kanban system
Rolling wave Portfolio vision is in effect
Value stream funding replaces project-based funding
Agile Portfolio LPM stakeholders are trained in SAFe responsibilities

Operations
LPM guides Lean-Agile operational excellence
Value streams are effectively coordinated
Lean Governance Lean Budgets guardrails are established and dynamically updated
Participatory budgeting determines budget allocation
Lean outcome metrics are used to measure progress and success
Self-assess your organization on Organizational Agility (OA) 2 min

False
Strategy Agility The portfolio can change strategy quickly when new opportunities arise
Large investments start with building a Minimal Viable Product to

test the hypothesis
Teams and Teams of Agile Teams organize and reorganize to align

with strategy
Lean Business Teams visualize their work, monitor flow, and limit work in process
Operations
Business teams operate with their own specific agile practices
!
Value streams are mapped and continuously optimized
Lean-Thinking People Hiring is based on Agile aptitude, team input, and cultural fit
and Agile Teams
Employees and contractors are trained in Lean and Agile principles
and practices
Agile HR practices provide effective compensation, continuous

feedback, and personal growth
Self-assess your organization on Team and Technical Agility (TTA) 2 min

False
Agile teams are trained in SAFe

Agile Teams
Agile teams perform all iteration events
Product Owners and Scrum Masters perform their roles
Teams are high performing and exhibit teamness by working well together
Built-in Quality Teams regularly apply quality practices including pairing, collective
ownership, automation, and definition of done
Teams use a test-first and built-in-quality approach to their work
Team of Agile Teams Agile Release Trains are organized around value
Agile Release Trains include everyone required to deliver value: business,

development, operations, support, and more
Reinforce the ten critical ART success factors
......... Cua1- c-rldly
°"'""
- @
<><>
•
..
. 1+
--
Real Agile Teams
and Trains
.,....T_
~ ~
-·..
:!±0-
'
SAFe Lean-Agile
Principles
Notes:
Progress towards mastery (Part I)
► Double down on the principles that drive Agile Teams and Agile Release Trains
► Train all teams in built-in practices , with Agile Teams getting trained in Agile Software Engineering
► Ensure all teams apply and improve built-in quality practices
► Focus on Custome r Centricity and Design Thinking to help drive better Solutions .
► Train Product Management in Agile Product and Solut ions Management to better understand the
practices and apply the tools
► Map the delivery pipeline to identify the delays to flow , guide investments in automation , and achieve the
goal of release on demand .
Notes:
Progress towards mastery (Part II)
Enterprise Solution Delivery
► Ensure specification and Roadmaps build and validate the Solution and its Continuous Delivery Pipeline
together
► Include continuous delivery concerns and the cost of delayed value in system architecture decisions
► Measure and improve 'continuish ' integration practices across the entire supply chain
Lean Portfolio Management
► Apply participatory budgeting
► Eliminate projects and timesheets
► Master Lean Startup practices
► Make an explicit Enterprise Architecture Roadmap
Notes:
Progress towards mastery (Part 111)
► Evolve the focus from developing individual Lean-Agile leaders to building high-performing
leadership teams
► Form communities of practice specifically for leaders interested in connecting with peers who
are also developing as Lean-Agile leaders
► Reinforce the principles with book club readings
► Share best practices and learnings from optimizing Value Streams
► Incorporate Gemba in everyone's work activities
► Share strategy Agility success stories
Notes:
Progress towards mastery (Part IV)
► Develop and visualize both quantitative and qualitative Metrics to

assess the tangible results of relentless improvement
► Expand Gemba visits to Customers, partner organizations, and

Enterprises in unrelated markets to gain new insights that can
spark fresh innovation initiatives
► Invest in advanced digital systems for knowledge sharing,

collaboration, and rapid access to accurate information
Notes:
Anchor new behaviors in the culture
► When the pressure to revert

to old habits escalates,
everyone looks to leaders to
see how they respond.
► Leaders must demonstrate

that true change has occurred
and going backward is not an
option, no matter the
circumstances.
Notes:
Apply learnings across the Enterprise
► Success in one portfolio does not ensure success in other portfolios
► Leverage the learnings and successes of the pioneering organization to

transform the remaining portfolios
► Provide change agents from the initial portfolio with the opportunity to
transplant into subsequent portfolios, bringing with them all of the
experience and insights of implementing SAFe
► Cultivate the next generation of leaders in every role so they are

prepared to step in when change agents move on to launch the
transformation in other portfolios, to avoid crippling the previous
portfolios
Notes:
Duration
Taking Action: Implementing SAFe ~

~
► Step 1: Find the weaknesses in

the self-assessment you filled in
earlier
► Step 2: Identify three action items

you can do to implement SAFe
► Step 3: Brainstorm some of the

expected outcomes for each of
the action items
► Step 4: Update your Action Plan

including the expected outcomes
Notes:
SAFe Program Consultant Action Plan
List the expected outcomes from the three action items you brainstormed
Implementing SAFe to implement SAFe.
-= -= ,__ .!!.
==-,,., "''" t T.T.t ..:..
~

Lesson review
In this lesson you:
► Discussed how to start establishing Organizational Agility
► Explored how to start building a Continuous Learning Culture
► Explored how to accelerate Business Agility
Notes:
Lesson 13 notes
Lesson 14
Becoming a Certified SAFe
Program Consultant
14.1 Becoming a Certified SAFe Program Consultant

14.1 Bec omi ng a C ertified SAF e Program Cons ultant
Duration
Video: Welcome to the SAFe Community ~
Platform ~
Want to learn more about the next

steps on your SAFe Journey?
Access the SAFe Community

Platform and discover all the
SAFe resources available for your
use!
Notes:
1~ ~
Duration
Video: Getting Started as an SPC ~

~
Notes:
Ir-vi
~
Lesson 14 notes
Appendix 1
Glossary
SAFe Glossary:
~
~
Visit the Scaled Agile Framework site (scaledagileframework.com/glossary) to

download glossaries translated into other languages

SAFE Implementationdf PDF

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Implementing

SAFe® Course - Attending this course gives

Digital Student Workbook

. Become a Certified SAFe Professional

SAFe®for Lean Enterprises Full Configuration

Business I Dev I Ops I Support 1- 1 Core

SAFe®for Lean Enterprises Portfolio Configuration

Organizational Enterprise Government 0 0RTFOLI □

System Product Design Thinking

XP Goals • • • • ,.., Goals

SAFe®for Lean Enterprises Large Solution Configuration

Customer Centricity Continuous Delivery Pipeline ESSENTIAL

Technical Backlog ----. ~: ---- mma ~

SAFe®for Lean Enterprises Essential Configuration

SolutionEngineering andSuppliers LiveSystems

• Cont inuously exp lore, integrate, dep loy, and innovate

• High-performing, cross-fu nctional, Agile teams Lean-Agile

Leadingby Example Mindset & Principles LeadingChange

SAFe®Implementation Roadmap Business results

Leading SAFe• for

>> .:.,.:. Lean-Agile Center of Excellence

SAFe® Courses and Certifications

i | © Scaled Agile, Inc.

ii | © Scaled Agile, Inc.

iii | © Scaled Agile, Inc.

1 | © Scaled Agile, Inc.

2 | © Scaled Agile, Inc.

► Course meeting times

SCALED AGILE · Cl Scaled Agile . Inc.

3 | © Scaled Agile, Inc.

► Step 1: Introduce yourself to

► Step 2: Be prepared to share

At the end of this course you should be able to:

SCALED AGILE · Cl Scaled Agile . Inc.

4 | © Scaled Agile, Inc.

Activity: Course goals overview ~

► Step 1: Review the outlined course goals posted on flip chart

SCALED AGILE • Cl Scaled Agile.Inc.

Activity: Where are we? ~

► Step 1: Place a sticky note on the following three posters to identify

- Agility experience matrix

- Place in the SAFe Implementation Roadmap

SCALED AGILE · Cl Scaled Agile.Inc. 6

5 | © Scaled Agile, Inc.

Part 1 : Leading SAFe Part 2: Implementation

SCALED AGILE • Cl Scaled Agile.Inc.

Leading SAFe Implementing SAFe

SCALED AGILE · Cl Scaled Agile.Inc.

6 | © Scaled Agile, Inc.

► In your workbook you will find

► Throughout the course, you

SCALED AGILE • Cl seated Agile . Inc.

7 | © Scaled Agile, Inc.

8 | © Scaled Agile, Inc.

SAFe Course Attending this course gives students access to the

9 | © Scaled Agile, Inc.

1.1 T hrive i n the Digital Age

1.1 Thrive in the digital age

10 | © Scaled Agile, Inc.

Five technological revolutions

Installation Period Turning Point Deployment Period

Industrial ------------- -.. I

1908 1929 -1943