Coordinate across Value Streams

> Solution Portfolio Management — Has the Shared cadence provides opportunity for
overall responsibility for guiding a portfolio to portfolio level solution coordination

a set of integrated solutions.

Apply cadence and

/\ a
A ‘ . synchronization

> Enterprise Architect — Provides technical Ila}:

, n
I ton PIC

guidance for the Iong-term evolution of the

\‘EEL'E/ E E cfistzzzd
technologies and platforms and the larger
Nonfunctional Requirements

> Agile Program Management Office (APMO)

The APMO—along with the STEs and
RTEs—is typically responsible for supporting
DevOps support
decentralized, but efficient, program Integration support
Ensured Integration
poms

execution.

SCALED AGILE ' e Scaled Agtle‘ Inc 14-21

Measure Lean Portfolio performance: Example

Lean Portfolio Metrics Example

Benefit Expected Result Metric Used

Improved employee satisfaction; lower
Employee engagement Employee 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 Team, program, and portfolio self-

Agility
program measures assessments; predictability measure

Time to market More frequent releases Number of releases per year

Reduced defect counts and support

Quality Defect data and support call volume
call volume
Partner health Improving ecosystem relationships Partner and vendor surveys

SCALED AGILE ' e Scaled Agtle‘ Inc 14-22

221 © Scaled Agile, Inc.

Lesson review

In this lesson you:

> Explored how to launch more ARTs mm

m ES
mm mm. n
and Value Streams AWW WWW” M ,

> Discussed how to move to 3 Lean

n m tztv

L m, WWWW
Portfolio Management 5 m
m
; ”“7“..53?"
4 r".
a‘5 '33.. .‘n‘n
n
> Explored how to coordinate across um um
.ndvnh-suuml
-, www.-
mums.
m
Value Streams
Scaled Agile Framework reading:

%
Launch More ARTs and Value Streams
and Extend to the Portfolio articles in the
SAFe Implementation Roadmap section

SCALED AGILE ‘ ((2: Sealed Agne‘ Inc 14723

222 © Scaled Agile, Inc.

 Implementing SAFe®
Lesson 15: Sustaining and Improving

/ ‘ SAFe® Authorized Course Attending this course

) gives students access to the SAFe® Program

SAFe'4 f' Consultantexam and related

p re p aration materials.
151
SCALED AGILE ' ®Scaled Agile‘ Inc.

Learning objectives

At the end of this lesson, you should be able to:

15.1 Advance organizational maturity :3 ,

15.2 Configure SAFe for your context mm M 2.:

«i=1 ‘ *5 *3“
s m
R“ n
~ sun":
g)
*

_= O
443
SCALED AGILE' ©ScaledAgiletlnv 15-2

223 © Scaled Agile, Inc.

 15.1 Advance organizational maturity

e Sealed Agile. Inc.

Establish Communities of Practice

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: Learning, Meaning, and Identity

An area of
shared interest
Shared knowledge
and experiences

A group of individuals
with shared passion
about a topic

154
SCALED AGILEQ' °S==|ad Aeila. Inc.

224 © Scaled Agile, Inc.

Benefits of CoPs
. Short-Term Value Long-Term Value
Benefits to . . . ...
, . Improve busmess outcomes Develop organlzatlonal capabllltles
Organization _ _. .
- Arena for problem-solvmg - Ability to execute a strategic plan
- Quick answers to questions - Credibility with clients
- Reduced time and costs - Increased retention of talent
- Improved quality of decisions - Exploit unplanned capabilities
- More perspectives on problems - Enable competitive benchmarking
. Coordination/synergy across units - Leverage advances in technology
- Harness the power of social networks

Benefits to Improve experience of work Foster professional development

Cammunity Members . Help with challenges - Forum for expanding skills/expertise
. - Access to expertise - Network for staying current
. . V - Improved contribution to the team - Enhanced professional reputation
“ -- - Increased confidence in approach - Increased marketability
. . - Fun of being with colleagues - Strong sense of professional identity
ha.- - More meaningful participation
- Sense of belonging
1575
SCALED AGILE ' re) Scaled Agile‘ Inc

Advanced skills improve team agility

> Overcoming Agile and Scrum anti-patterns

> Built—in quality, Agile architecture, DevOps SAFe‘Advanced

and Continuous Delivery Pipeline practices Scrum Master
Advancing Scrum Mme. servant leadership
with SAFe

> Kanban for facilitating team and program

flow of work

> Building high-performing teams

‘5”! {E&AL'ED AGILE

> Learning and Communities of Practice

1576
SCALED AGILE ' re) Scaled Agile‘ Inc

225 © Scaled Agile, Inc.

 Advanced RTE skills

b Executing PI-planning
> Managing ART flow and releasing value SAFe' Release
Train Engineer
> Enabling Innovation and Planning Facilitating Lean»Agile Program Execution

> 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
> Applying conflict resolution techniques and group facilitation skills

1577
SCALED AGILE ' re) Scaled Agile‘ Inc

Implement Agile HR practices

1, i 1 Embrace a new talent contract, explicitly acknowledge the need for value,
x " autonomy, and empowerment
10} Foster continuous engagement, to both the business and technical mission
0 Hire people for Agile aTtitude, team orie—ngtion, and cultural fit 7

; ' ‘ Eliminate annual performance reviews. Replace with continuous,

~ ' iterative performance feedback
0 'Take the issue of money off the table.‘ Eliminate destructive individual financial
' " incentives.
a Support meaningful, impactful, and continuous learning and growth

[ Agile HR with SAFe Whitepaper http://www.scaledagileframework.com/agile-hr—with-safe

1578
SCALED AGILE ' re) Scaled Agile‘ Inc

226 © Scaled Agile, Inc.

Enhance performance with self—assessments

ART Assessment Agile Team Assessment

Pl Plannlnn Rndlnosl
I

Portfolio Nimmflfl Pl Planning Evom

Dollvury PI

sumac" Engagement PI Results

Inspect and mm

SCALED AGILEE' 0 Scaled Mile. Inn} 15—9

15.2 Configure SAFe for your context

227 © Scaled Agile, Inc.

 Start with Essential SAFe
Let’s start with Essential SAFe and add other configurations as needed.

SAFe” for Lean Enterprises Essential Configuration

fi _ MAM . . Continuous Delivery Pipeline w PROGRAM
Enterprise Government “I ' ‘ 0
Business ' Customer [I
Owners 2
’4 ,,,,,,,,,,,, ........................... DevOps
. I Continuous Contlnuous Contlnuous Release . Cuuure DevOps and
- “ Exploralion Integration Deployment on Demand . Aummauon Release on
0. System Product = .35” Pl ObIBC‘iVes - Lean Flow Demand
VISIOI‘I
' ' A re h/E "9 M 9m t 3: _ = _
- Sum“ m...“ 0 .-g:;s:erement
m _ ® 'y
" "
RTE K Backlog
a
.E
m a m
.E
Imamm 6! Architectural
.E Runwa
System E W /\/\ g ,\ E y
Team E V a A“ a
‘1 xp ‘ Plan E Gaals Iterahona E E
K) .1, .. I9. - Execute E E I E I E TEAM
‘9 - Product . Review E D‘ D‘ D‘ D‘ P E D‘ D‘ be be P E
Lean UX Dev Team Owner -> .R Min. 2 2 2 —

SW
0
III
SW"
3
°"° _
g5 :’ lama: I
.2g g : Team and
5 - - U L UI g._ _— Technical
..
FW M351: E; = 5’ D— D— D— D- P S D— D— D— D- P E“ Buill-ln Quality Ag'my
HW : - MFR; A- n. n.
Agile teams Kanban Backlog Develop on Cadence 4_6
' care In Lsan-Aglla é SAFe "——) lmplementallon .—— SAFe Program LEWQWEW e‘a‘ @Sfl'e‘ “9"3- "‘5
— Values - Mlndsel Prlnclplos ——-o Roadmap -’ Consultant

Lean-Agile Leadership

Configure with the Spanning Palettes

Essential SAFe palette

0
. Full palette is used for:
Metrics

is smaller but some items

Vision au'. . Full SAFe
from the full palette might Shared
Services
a be needed. - Portfolio SAFe
0 - Large Solution SAFe
System ho!-
Team CoP

(3 O
Milestones
Each implementation needs to
determine what is needed in
Lean UX
each level of the framework.
Roadmap

Vision

1
System
Team

0
Lean UX
SCALED AGILE ' © Scaled Agile‘ Inc 15~12

228 © Scaled Agile, Inc.

Add any Large Solution level constructs you need

é . 51%
Enterprise Government O 3222“ “33:: O
LARGE SOLUTION

.
Business
I O Customer Solutions
I II and Lean
Solution Solution
ArchlEng Mgmt w Systems

' caiinual DevOps and

I > > Inuamm Release on
O. Sylhm Product cw PI 051mm.
vision

Synom
Tum

O
Lnn ux

Magm u
Agile team, Kanban Bleklog
un-Anil-
a Mind“! nmu

Lun-Agiln Londomhip 154 3

SCALED AGILE ' e Scaled Agile‘ Inc

Evaluate your implementation with Essential SAFe

Because some organizations are skipping critical elements of SAFe

Findings from the field Heard in the field

Successful rollout, but still struggling, 'SAFe is a flexible framework, we ’ve
root causes: adopted what we liked, but we don’t

> Not doing Inspect and Adapt use Agile Release Trains’
, No Innovation and Planning 'SAFe is flexible, we’re adopting it, but
iteration we've decided not to affect the way
the teams are working, so we didn’t
> Individual ART teams were not include the teams in training'
themselves, cross-functional
’Our leaders don’t have time for training’
> No system demo

154 4
SCALED AGILE ' e Scaled Agile‘ Inc

229 © Scaled Agile, Inc.

 The 10 essential elements

Real Agile Teams System Demo Cadence and DevOps and

and Trains Synchronization Releasablllty

SAF ” for Lean En rises Essential Configuration

A
m . . c onl l nuo Delivery Plpellne pROG
Eniemnu Govummunl |- M’ " """"""""" w o
Businau a Cunomar ll
Owners -. . . ............ - DevOps
. I Continuous anllnuou: Continuous mime . Culluye DEVOPS 5"“
“ It P an“ "m Ploniecm“ Explumlinn Im-qmion DIpIuylnlnI on n-mnnd .Aumm‘mn geleas?1 on
s cm r0 0 ._ O O .hilag‘em emsn
.
Vision Aims Mglm Eg _ =_
= 3mm. ® ® .Rem Inspect
3:37“ "atmm' o & Adapt
K .

Sync"? E /'\/\ A ’\ g .t
p X? am" 3 Gull mm". 5
hzux
f}
3391" mm.
.'
°“"'"
é
Scrum
_‘ .5233:
.
' ROW
E. 5E D.; D. D. D. M ED. D D D. Ill gE
= l I :
Team and
5 ~ 5 Technical
5 D. D. D. D. E Agility
1:.

‘ICore gnLean-Agile SAFe "_—:) mplemenlation .=— 5‘79 pm“... tmng».u..x iosumwmm 9 Architectural
_ Values Mindset PIincuples ( ___Q Roadmap ( consultanl
Runway
L A 'I Laan-Agile Ludorship

een-Igle lPlteration 4 PIPlanning

PrInCIples .
Lean-Aglle
Leadership
SCALED AGILE ' ®Scaled Agile, Inc. 15—15

\/ Self—Assessment: Essential SAFe

> Step 1: Fill the self assessment in the workbook.

> Step 2: Discuss in your group, what are the common areas that require
work.
E XA M P L E
Without a shared understanding of these principles:
There is no systematic way to adapt practices to
local context
Business outcomes do not significantly improve
Practices and measures that were once beneficial become problematic DURATION

D Lean-Agile mindset is unachievabie

El Conflict and disagreement on processes and
practices are difficult to resolve

SCALED AGILE ' ®Scaled Agile, Inc.

230 © Scaled Agile, Inc.

 E Taking Action: Implementing SAFe

> Step 1: Identify three action items you can do to start with implementing SAFe or
improve current implementation and write them down in your Action Plan

> Step 2: Form pairs and share the items you wrote

> Step 3: Brainstorm some of the expected outcomes for each of the action items

> Step 4: Update your Action Plan including the expected outcomes

PREPARE

1547
SCALED AGILE ' ©ScaledAgile‘lnc

Lesson revuew

In this lesson you:

fit
. _ 3:3:
> Explored how to advance organizational 9‘? a m _
m atU rity .3“? " '15 5‘31: 5 ’4”,

b Configured SAFe for your context 9m ‘3‘” “f” "“ 3

............ W *

Scaled Agile Framework reading:

Sustain and Improve article in the SAFe
Implementation Roadmap section

1548
SCALED AGILE ' ©ScaledAgile‘lnc

231 © Scaled Agile, Inc.

 Implementing SAFe®
Lesson 16: Becoming an SPC

SAFe® Authorized Course Attending this course

gives students access to the SAFe® Program
Consultant exam and related re aration materials.
SAFe'4 p p
154
SCALED AGILE ' ®5caled Agile, Inc.

Becoming an SPC

Welcome to the SAFe Community Getting Started as an SPC

Getting Started
SAFe_Community Platform _AS AN S_PC ,,
SCALED AGILE? SCALED AGILEé

Visit www.scaledagile.com/becoming-an-spc/ for more information and to watch

these videos.
162
SCALED AGILE ' ©Scaled Agile, Inc.

232 © Scaled Agile, Inc.