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5.1
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Hidden Topic Title Text
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" 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
Table of Contents
Privacy Notice.....................................................................................................Page 11
Course Introduction.............................................................................................Page 12
Page 11
5.1
Logistics
► Breaks
► Facilities
► Technology requirements
► Working agreements
Page 12
Discussion: Introductions 5
Course outline
Page 13
► Step 2: Place a dot on the topics that are most relevant to you. You have three
votes in total.
Lesson 1
Thriving in the Digital Age
with Business Agility
SAFe® Course - Attending this course gives students access
to the SAFe® Agilist exam and related preparation materials.
Page 14
Learning objectives
Page 15
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 9
Page 16
1771 1793-1801
Age of Steel & London funded global market Belle Epoque (Europe)
Heavy Engineering infrastructure build-up Progressive Era (USA)
1908 1929-1943
1971 2000-?
Page 17
► "BMW Group’s CEO expects that in their future more than half of its research and
development staff will be software developers." (Mik Kersten, Project to Product)
► The market cap of Tesla ($464B market cap, $24B revenue) now exceeds the
market cap of Ford ($33B market cap, $156B revenue) at a 14:1 value ratio
(November 2020)
Page 18
Customer
Centricity
Page 19
Page 20
Customer
Centricity
Speed of innovation
Page 21
©©
Scaled Agile.
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Agile, Inc. 22
Page 22
Page 23
Why SAFe?
SAFe’s business benefits are derived directly from case studies written by SAFe customers.
30%
Happier, 50%
more motivated Faster
employees time-to-market
35 %
Increase in
50 %
Defect
productivity reduction
Page 24
Page 25
©©
Scaled Agile.
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Page 26
Team andAgile
Technical Agility
Product Delivery
Page 27
Team andLean
Technical AgilityManagement
Portfolio
Page 28
Team andContinuous
Technical Agility
Learning Culture
Page 29
► Actively lead the change and guide others to the new way of working
Page 30
Lesson review
► Recognized SAFe as an
operating system for Business
Agility
Page 31
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
Page 32
Why Lean-Agile
Leadership?
An organization’s managers,
executives, and other leaders
are responsible for the
adoption, success, and
ongoing improvement of
Lean-Agile development and
the competencies that lead to
Business Agility. Only they
have the authority to change
and continuously improve the
systems that govern how
work is performed.
Page 33
Learning objectives
Page 34
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 5
Alignment Transparency
► Communicate the mission, vision, and strategy ► Visualize all relevant work
► Provide briefings and participate in PI Planning ► Take ownership and responsibility for errors
► Participate in backlog review and preparation ► Admit your own mistakes
► Organize around Value Streams ► Support others who acknowledge and learn from
► Constantly check for understanding their mistakes—never punish the messenger
Page 35
1 ----------------
I
Lead Time ----------------,
•
•
D
Trigger
~➔
Step 2
REPEAT
Page 36
Exemplifying SAFe
Core Values
Page 37
ü Pursue perfection
Page 38
VALUE
improvement
Respect for
Relentless
Innovation
Flow
LEADERSHIP
Value
►
improvement
Relentless
Innovation
Flow
LEADERSHIP
There is only one boss. The customer.
And he can fire everybody in the company.
—Sam Walton
© Scaled Agile. Inc. 10
Page 39
► Generative culture
VALUE
► People do all the work
improvement
Respect for
►
Relentless
Innovation
consumes your work
Flow
► Build long-term partnerships based
on trust
Flow
►
improvement
Respect for
Relentless
Innovation
►
variability
LEADERSHIP
Operating a product development process
near full utilization is an economic disaster.
—Don Reinertsen
© Scaled Agile. Inc. 12
Page 40
► Innovative people
VALUE
► Provide time and space for
innovation
improvement
Respect for
Innovation
Relentless
Go see
Flow
►
► Innovation riptides
LEADERSHIP
► Pivot without mercy or guilt
Innovation comes from the producer.
—W. Edwards Deming
Relentless improvement
improvement
► Problem-solving culture
Respect for
Relentless
Innovation
Flow
LEADERSHIP
Those who adapt the fastest win.
Page 41
► Lead by example
VALUE
► Adopt a growth mindset
improvement
►
Respect for
Relentless
Innovation
principles of Lean-Agile and SAFe
Flow
► Develop people
Duration
► Step 2: Discuss the results of the self-assessment. Do you have similar low
or high scores?
(low) (high)
Value delivery
Flow
Innovation
Relentless improvement
Leadership
© Scaled Agile. Inc. 16
Page 42
Notes
Page 43
SCALED AGILE'"
Page 44
Page 45
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
https://agilemanifesto.org/
Page 46
1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
4. Business people and developers must work together daily throughout the
project.
© Scaled Agile. Inc. 19
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.
Page 47
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.
Prepare Share
Page 48
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
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.
8. Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
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
Page 49
Notes
Page 50
©©
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Agile, Inc. 23
#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#9 Decentralize decision-making
Page 51
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
► Leaders should understand why the practices work; it’s part of 'knowing what it is
they must do’
► If a practice needs to change, understanding the principles will assure the change
moves the Enterprise in the right direction
©©
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Page 52
Requirements
Design
Implementation
Verification
Incremental delivery
Page 53
Prepare Share
delivery
Time Time
© Scaled Agile. Inc. 30
Page 54
Instructions: In your groups, discuss the graphs for the serial and parallel
approaches. Be prepared to discuss with the class. Consider these questions:
1. For the serial approach, which graph is correct?
2. For the parallel approach, which graph is correct?
3. Which approach will deliver more value?
Feature
Value
Value
Value
1
Value
Value
Feature
3
Page 55
©©
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Page 56
Page 57
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
Technical
Request Approve Code & Test Verify Deploy
Assessment
1 hour 1 hour 1 hour 1 hour 1 hour 1 hour
Page 58
► 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?
©©
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Page 59
Flexible specifications
Economic
Cone of uncertainty
Trade-offs
Design sets
Multiple
design
Set-based
options
Single
Too much
X
option
to adjust
Page 60
©©
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©©
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There was in fact no correlation between exiting phase gates on time and project
success… the data suggested the inverse might be true. —Dantar Oosterwal, 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.
Page 63
Phase gates fix requirements and designs too early, making adjustments too late
and costly as new facts emerge.
Point
solution
Not enough
time to adjust Actual solution
System Demo
PI PI
© Scaled Agile. Inc. 48
Page 64
Optimum
Solution
©©
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Page 65
Story Story
Story
10 9
Story 3
8
Story
Story 1
Story
Story 2
7 Story
11 6
Story
Story 4
5
Wednesday Thursday Friday Monday Tuesday Wednesday Thursday Friday Monday Tuesday
Story Story
Story Story 3 Story
10
9 8 1
Story Story
11 Story 2
Story
7 6
Story
4
Story
5
Page 66
Page 67
Duration
Page 68
Page 69
Cost
– Increases predictability
– Accelerates feedback
Transaction
Holding
cost
– Reduces rework cost
– Lowers cost
Items per batch
► Batch size reduction probably Principles of Product Development Flow, Don Reinertsen
Duration
http://bit.ly/Formula1PitStops
Page 70
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©©
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Cadence Synchronization
► Causes multiple events to happen simultaneously
► Converts unpredictable events into predictable
occurrences and lowers cost ► Facilitates cross-functional trade-offs
► Makes waiting times for new work predictable ► Provides routine dependency management
► Supports regular planning and cross-functional ► Supports full stem integration and assessment
coordination
► Provides multiple feedback perspectives
► Limits batch sizes to a single interval
► Controls injection of new work
► Provides scheduled integration points
Page 72
Page 73
Reality
Plan Accumulated
deviation from plan
Infrequent
or one-time
planning Maximum deviation
from plan
Cadence-based
planning
Future product development tasks can’t be predetermined. Distribute planning and control to
those who can understand and react to the end results.
—Michael Kennedy, Product Development for the Lean Enterprise
► Everyone plans together at the same time ► Requirements and design emerge
► Management sets the mission with ► Important decisions are accelerated
minimum constraints
► Teams take responsibility for their own
plans
Page 74
©©
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Agile, Inc. 69
Page 75
#9 Decentralize decision-making
©©
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Agile, Inc. 72
Page 76
http://bit.ly/GreatnessMarquet
Decentralize decision-making
Define the economic logic behind a decision; empower others to make the changes.
Page 77
► 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 a value of 0, 1, or 2.
Economies of
Frequent? Time-critical?
Decision scale? Total
Y=2 | N=0 Y=2 | N=0
Y=0 | N=2
SCALED AGILE'"
Page 78
Time- Economies
Frequent?
Decision critical? of scale? Total
Y=2 N=0
Y=2 N=0 Y=0 N=2
Notes
Page 79
► Openly discuss how decisions are made and explore opportunities to move
authority for those decisions closer to where the work is performed.
Page 80
©©
Scaled Agile.
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► Value delivery is
inhibited by handoffs
and delays
► Political boundaries
can prevent
cooperation
► Silos encourage
geographic
distribution of
Business System Hardware Software Test and QA Operations
Engineering functions
► Communication
across silos is
Management challenge: Connect the silos difficult
Page 81
The aim of development is in fact the creation of profitable operational value streams.
—Allen C. Ward
► Contains the steps, the flow of information and material, and the people who develop
the Solutions used by the Operational Value Streams
Page 82
Identify the Value Streams within which to build one or more Agile
Release Trains.
Page 83
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Page 84
Page 85
Page 86
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
Page 87
Page 88
Learning objectives
Page 89
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 5
Agile Teams are cross-functional, self-organizing entities that can define, build,
test, and where applicable, deploy increments of value.
– Scrum Master
– Product Owner
Page 90
Page 91
DSU
24h
Story
Story
Story
Story
Story
Story
Iteration Iteration Iteration
Team Planning Review Retrospective Value
Backlog
© Scaled Agile. Inc. 9
Kanban visualizes and optimizes the flow of work through the system.
2 6 4 2 8 6
Team Integrate
Analyze Review Build Accepted
Backlog and test
Average WIP and duration are measured from the point work
is pulled from the backlog until it is accepted.
© Scaled Agile. Inc. 10
Page 92
Duration
Page 93
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 13
Build quality in
You can’t scale crappy code (or hardware, or anything else).
– Dean Leffingwell
– Establish flow
– Peer review and pairing
– Collective ownership and standards
– Automation
– Definition of done
© Scaled Agile. Inc. 14
Page 94
Include software quality practices (most inspired by XP) like, Agile testing,
behavior-driven development, test-driven development, refactoring, code quality,
and Agile architecture.
Page 95
©©
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Page 96
AG I L E R E L E A S E T R A I N ( A RT )
Cross-functional
Agile Teams
Page 97
System Architect/Engineering
System team provides processes and
provides architectural guidance and
tools to integrate and evaluate assets
technical enablement to the teams on
early and often.
the train.
Page 98
Page 99
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
Page 100
Why Agile
Product Delivery?
In order to achieve
Business Agility,
Enterprises must rapidly
increase their ability to
deliver innovative products
and services. To be sure
that the Enterprise is
creating the right Solutions
for the right Customers at
the right time, they must
balance their execution
focus with a Customer
focus.
© Scaled Agile. Inc. 2
Page 101
4.3 PI Planning
Learning objectives
► Prioritize the Program Backlog with weighted shortest job first (WSJF)
► Justify the need to build and maintain a Continuous Delivery Pipeline with
DevOps
Page 102
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 5
Prepare Share
Page 103
Customer-centric Customer-centric
businesses generate: governments and
► Greater profits nonprofits create:
► Increased employee ► The resiliency,
engagement sustainability, and
alignment needed to
► More satisfied
fulfill their mission
customers
Understand the
Everything
Customer’s needs is about the
Customer!
Focus on the
Customer Build whole-product
Solutions
Page 104
Page 105
Prepare Share
Page 106
Page 107
Instructions:
Step 1: Select a user customer of a product or service from one of your companies
in your group.
Step 2: Following the sequence of numbers, fill in each section of the empathy
map in the spaces below.
Step 3: Discuss with your group how the empathy map can inform Solution
development. Be prepared to share with the class.
GOALS PAINS/
#3 #6 GAINS
SEE? HEAR?
#1
#7
WHO?
THINK
and
#2 #4 #5 FEEL?
DO? SAY? DO?
#1
GOAL: WHO are we empathizing with?
Who is the person we want to understand?
Page 108
#2
GOAL: What do they need to DO?
What do they need to do differently?
#3
What do they SEE?
What do they see in the marketplace?
Page 109
#4
What do they SAY?
What have we heard them say?
#5
What do they DO?
What do they do today?
Page 110
#6
What do they HEAR?
What are they hearing others say?
#7
What do they THINK and FEEL?
PAINS GAINS
What are their fears, frustrations and anxieties? What are their wants, needs, hopes and dreams?
Page 111
Feature
Starting Ending
These are the activities or tasks the user must perform to accomplish their goal.
conditions conditions
What are the How do we
starting conditions Activity or task Activity or task Activity or task Activity or task know the user
or triggers? was successful?
These Stories are
considered Story 1 Story 2 Story 4 Story 5
essential for the
release. Story 3
Story
Page 112
©©
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Agile, Inc. 15
Page 113
Page 114
Page 115
Feature:
Benefit Hypothesis:
Feature:
Benefit Hypothesis:
Feature:
Benefit Hypothesis:
Page 116
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5 Discuss differences
? 1 2 3 5 8 13 20 40 100 ∞ 6 Re-estimate
Page 118
► Builds understanding
Prepare Share
Page 119
Page 120
thing?
If you only quantify one thing, quantify the cost of delay. —Donald G. Reinertsen
Duration
Video: Calculating WSJF to Prioritize the Program 5
Backlog
http://bit.ly/CalculatingWSJF
Page 121
C $$, 10 days
A $$$, 3 days
B $$, 3 days
C $, 3 days
Page 122
In the general case, give preference to jobs with shorter duration and higher CoD,
using weighted shortest job first (WSJF):
B
CoD A 1 10 10
A B 3 3 1
C 10 1 0.1
Time
Dark area: Total cost of delay
Relative value to the How user/business value What else does this do for
Customer or business decays over time our business
• They prefer this over that • Is there a fixed deadline? • Reduce the risk of this or
• Revenue impact? • Will they wait for us or future delivery?
• Potential penalty or other move to another Solution? • Is there value in the
negative impact? • What is the current effect information we will receive?
on Customer satisfaction? • Enable new business
opportunities?
© Scaled Agile. Inc. 30
Page 123
In order to calculate WSJF, teams need to estimate cost of delay and duration
► Relative estimating is a quick technique to estimate job size and relative value
Prepare Share
Activity: Weighted shortest job first (WSJF) 10 5
prioritization
► Step 1: Prioritize three of the Features you identified earlier using WSJF
► Step 2: Share some insights from this activity with the class
User-business Time RR | OE
Feature CoD Job size WSJF
value criticality Value
+ + = ÷ =
+ + = ÷ =
+ + = ÷ =
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.
© Scaled Agile. Inc. 32
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©©
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Duration
http://bit.ly/SAFeTravelPort
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Page 127
► Other examples:
– Aggregation of a set of Features
– A Milestone like a trade show
– An Enabler Feature supporting the
implementation
– A major refactoring
© Scaled Agile. Inc. 38
Page 128
You will be presented You will be involved in You will be drafting PI You will be collaborating
with the program planning two Objectives based on with the Business Owners
Vision Iterations considering the program Vision to assign business value
Stories and Features and Features to the PI Objectives
Page 129
Duration
Page 130
RTE
Planning context and lunch 11:30 – 1:00 • Facilitator explains the planning process
Draft plan review 4:00 – 5:00 • Teams present draft plans, risks, and impediments
Page 131
Final plan review and lunch 11:00 – 1:00 • Teams present final plans, risks, and impediments
• Retrospective
Planning retrospective After
• Moving forward
and moving forward commitment
• Final instructions
Simulation: Briefings
Product System
Executive
Manager Architect
Page 132
Iteration 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5
Capacity: Capacity: Capacity: Capacity: Capacity:
Feature 1
Load: Load: Load: Load: Load:
Feature 2
IP Iteration
PI Objectives Risks
Focus on the highlighted
PI Objectives BV AV
area for this simulation.
G User Story
Infrastructure
Uncommitted O enabler
Objectives P Maintenance
R Risks or
Exploration dependencies
Y enabler
© Scaled Agile. Inc. 48
Page 133
Velocity
Page 134
► Step 2: Calculate your own capacity for the next two, 2-week Iterations
Duration
► Step 1: Setup the team area. Enter the capacity for each Iteration.
Page 135
► 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)
Duration
Have you identified the capacity for each Iteration of the PI?
Have you identified most of the Stories for the first two Iterations
and begun estimating?
Have you begun resolving dependencies with other teams?
Page 136
► Step 1: Present the summary of your team’s first two Iterations and one or
more draft PI Objectives
Page 137
► Possible changes:
– Business priorities
– Adjustment to Vision
– Changes to scope
– Realignment of work and teams
Page 138
Duration
Page 139
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ROAMing risks:
Page 141
Page 142
The PI planning event will evolve over time. Ending with a retrospective will help
continuously improve it.
©©
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Agile, Inc. 68
Page 143
ART events create a closed-loop system to keep the train on the tracks.
ART Sync ART events
Team events
PI Daily
Planning Stand-up
Iteration
Planning Iteration System
Review Demo
Iteration Backlog
Retro Refinement
Page 144
▸ Visibility into progress and impediments ▸ Visibility into progress, scope, and priority
▸ Facilitated by RTE adjustments
▸ Participants: Scrum Masters, other select ▸ Facilitated by RTE or PM
team members, SMEs if necessary ▸ Participants: PM, 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
© Scaled Agile. Inc. 71
Page 145
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3. Problem-Solving Workshop
Page 147
Prior to or as part of the PI System Demo, teams review the business value
achieved for each of their PI Objectives.
Page 148
The report compares actual business value achieved to planned business value.
Insufficiently
X reliable release
commitments
Insufficient
X architectural
runway
Page 149
©©
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Prepare
Page 150
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
Notes
Page 151
http://bit.ly/SAFeDevOps
Page 152
► The Continuous Delivery Pipeline (CDP) represents the workflows, activities, and automation
needed to deliver new functionality more frequently.
► Organizations map their current pipeline into this new structure and remove delays and
improve the efficiency of each step.
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End-user functionality
(released every 2 weeks)
Security updates
(released on demand)
Back-office functionality
(released every month)
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Page 156
► Features consume it
Prepare Share
Action Plan: Improving Agile Product 5 3
Delivery
Page 157
Page 158
Page 159
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Page 160
Page 161
Learning objectives
► Employ the portfolio canvas to describe the current and future state
Page 162
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 6
Page 163
AG I L E R E L E A S E T R A I N
PB AG I L E R E L E A S E T R A I N
AG I L E R E L E A S E T R A I N
SAFe Portfolio
Strategic
Themes
AG I L E R E L E A S E T R A I N
PB AG I L E R E L E A S E T R A I N
AG I L E R E L E A S E T R A I N
SAFe Portfolio
SAFe Portfolio
SAFe Portfolio
SAFe Portfolio
Strategic
Strategic
Themes
Strategic
Themes
Strategic
Themes
Themes
AG I L E R E L E A S E T R A I N
PB AG I L E R E L E A S E T R A I N
AG I L E R E L E A S E T R A I N
PB AG I L E R E LAG
E AISLEE TRREALIENA S E T R A I N
AG I L E R E L E A S E T R A I N
PB AG I L E R E LAG
E AISLEE TRREALIENA S E T R A I N
AG I L E R E L E A S E T R A I N
PB AG I L E R E L E A S E T R A I N
AG I L E R E L E A S E T R A I N
AG I L E R E L E A S E T R A I N
Page 164
Decommission
Decommission
Page 165
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 11
Strategy and investment funding ensures that the entire portfolio is aligned and
funded to create and maintain the Solutions needed to meet business targets.
Agile
Lean Portfolio
Governance Operations
Page 166
KPIs
Portfolio Qualitative data
• Vision
context Lean Budget Guardrails
• Mission
• Core values
Financial Competitive
goals environment
Page 167
Strategic Themes influence portfolio strategy and provide business context for
portfolio decision-making.
Portfolio Vision
Strategic
Themes
Value Stream Budgets
Above portfolio
threshold?
Prepare Share
► 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 or business as usual?
Page 168
Strategic Theme #1
Strategic Theme #2
Strategic Theme #3
Page 169
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 17
► Establishes an S W
understanding of the
portfolio’s strengths and
weaknesses
Page 170
► Identify the Epics that will get you to this future state
Page 171
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 22
Page 172
Page 173
► Step 3: Discuss:
Page 174
Funnel Entry Date: <The date that the epic entered the funnel.>
<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):
Page 175
Epic Name:
Epic Owner:
Epic Description:
Business Outcomes:
Leading Indicators:
Nonfunctional
Requirements
(NFRs):
Page 176
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 26
Page 177
... Result:
…
Result:
▸ Wait for new budget approval; increase cost of delay (CoD)
▸ Costly variance analysis; blame game; threatens transparency
▸ Resource scramble reassignments
Page 178
► No resource reassignments
Lean Budgets
Feature 2
Actual: Feature 1
Delay this Feature as
necessary.
Page 179
W SJF W SJF
3 4
© Scaled Agile. Inc. 31
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 32
Page 180
All big ideas are • Refine • Solution • Epics MVP Persevere • Done when LPM
captured, such as: understanding of alternatives approved by governance is no
the Epic LPM • Build and • Affected ARTs longer required
• New business • Refined cost evaluate MVP or Solution
opportunities • Create the Epic estimates and • Sequenced Trains reserve
hypothesis WSJF using WSJF • Pivot or capacity for the
• Cost savings persevere
statement • Define MVP Epic
• Marketplace changes decision made
• Preliminary cost • Create Lean • Continue
• Mergers and estimates and • Pulled by teams
business Feature
acquisitions WSJF case implementation
• Problems with • WIP limited until WSJF
existing Solutions • Go/no-go decision determines
• WIP limited otherwise
Pull when an Pull when an Epic Pull when Pull when train Pull when MVP Pull when Epic is
Epic Owner is Owner has approved by capacity and hypothesis no longer a
available capacity LPM budget available proven true portfolio concern
Page 181
Portfolio
Vision
Portfolio
Roadm ap
ART 3
Solution
Vision
ART 2
ART 1
Solution
Roadm ap
Continue
until WSJF
Local Features and other determines
Epic input otherwise
Page 182
Page 183
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Page 184
Why Lean-Agile
Leadership?
An organization’s managers,
executives, and other leaders
are responsible for the
adoption, success, and
ongoing improvement of
Lean-Agile development and
the competencies that lead to
Business Agility. Only they
have the authority to change
and continuously improve the
systems that govern how
work is performed.
Page 185
Learning objectives
Page 186
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 5
Leading by example
Setting an example is not the main means of influencing others, it is the only means. —Albert Einstein
Page 187
©©
Scaled Agile.
Scaled Inc.
Agile, Inc. 8
Page 188
Page 189
Prepare Share
Page 190
Page 191
Page 192
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Page 193
SCALED AGIL .
© Scaled Agile. Inc.
Duration
https://bit.ly/BenefitsSAFeCertification
Page 194
Duration
https://bit.ly/SAFeCommunityPlatform
Page 195
Your
SAFe Community Video Hub SAFe
Community
Access on-demand, self-paced, Getting Started e-learning Membership
modules and resources
Organize and run virtual SAFe events in real time with
SAFe Collaborate
Team
SAFeand
ARTTechnical
and Team Agility
Events
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Page 196
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Agile Basics What is SAFe for Lean Enterprises SAFe Foundations: Core Values
E-learning E-learning E-learning
Learn what Agile is, where it comes Become more familiar with the goals Build your understanding of the core
from, why it continues to be used and and methods of SAFe to achieve values of SAFe and how they are
needed, and how it supports teams and Business Agility. applied in practice.
organizations to do what they do better.
Page 197
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Assessments
Page 198
SAFe Community
Platform!
community.scaledagile.com
Page 199
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
Page 200
SAFe Glossary:
~
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Page 201