SAFe® Toolkit Restrictions

• This material is the property of Scaled Agile, Inc. and is protected by U.S. and International
copyright laws.
• Permission to use this material is granted solely to SAFe-certified Members whose membership is
in good standing, and only as part of their SAFe ® implementation.
• A member may reproduce, modify, use, and distribute handouts and templates in hard copy or
PDF format based on this material as necessary. However, the full Toolkit itself may not be
distributed to or used by anyone other than the Member who downloaded it.

• A Member may add slides and content unique to a specific context, but such additions shall not
change the meaning, purpose, or intent of the original material. Removal of any trademark, logo,
or copyright notice is also prohibited.

• Use of any part of this material in a public setting, or to create derivative works for purposes other
than those stated above is strictly prohibited.

• See the SAFe® Toolkit License Agreement included in this toolkit for all terms with which you must
comply.

© Scaled Agile. Inc. 1

Creating the
Lean-Agile Center
of Excellence (LACE)
SAFe® LACE Toolkit

5.1

© Scaled Agile. Inc.

Creating the LACE

Some considerations for facilitating this workshop:

► Keep the working group small initially. Often this will include the SPCs and
change agents who have supported the transformation to date, as well as key
sponsors.

► The process can take time and you should allow at least half a day. Time
boxes on the exercises are meant as a guide only.

► The process can be repeated periodically as the need for supporting the
transformation changes or increases.

© Scaled Agile. Inc. 3

The LACE Canvas

The LACE canvas serves two purposes.

► It provides a means to capture the

critical information about the LACE
(printable versions are included in
the toolkit.)

► It acts as a map through each of the

exercises in the LACE creation
process. These exercises are
presented in a recommended order
but can be reordered if required.

© Scaled Agile. Inc. 4

 Lean-Agile Center of Excellence Canvas [DOMAIN]
Mission Statement Principal Roles Key Activities & Cadence
FOR … Product Manager Meeting cadence and key LACE team activities.
WHO …
Product Owner
THE …
Scrum Master
IS AN …
THAT … Team and Locations
UNLIKE … Additional LACE team members
WE …
Budget
Responsibilities
Required budget for supporting LACE activities.
Responsibilities of the LACE including
highlighting important items that are out of scope.

Key Stakeholders
Key stakeholders identified during the
stakeholder mapping exercise. Communication Strategy
KPIs / Success Criteria Channels and frequency of communication.
Key performance indicators for measuring
success.

© Scaled Agile. Inc.

Define the Mission Statement for the LACE

The starting point for creating the

LACE is defining the mission
LACE Mission Statement
statement.
For <the organization or part of the organization>
► Starting with the ‘why’ ensures
who <do something>
alignment and provides
transparency on the purpose of the the <LACE>
LACE across the organization. is a <something – describes the ‘what’>

► It identifies the organization or that <provides this value>

business unit that the LACE is unlike <current solutions or non-existing solution>
supporting, and describes what the
LACE does. we <does something better – describes the ‘why’>

► It also highlights how the LACE will

differentiate itself and the benefits
it will provide.
© Scaled Agile. Inc. 6
Example LACE mission statement

© Scaled Agile. Inc. 7

 Step 1: Create the LACE Mission Statement 20

Use the following template to complete the LACE Mission Statement.

LACE Mission Statement
For <the organization or part of the organization>

who <do something>

the <LACE>

is a <something – describes the ‘what’>

that <provides this value>

unlike <current solutions or non-existing solution>

we <does something better – describes the ‘why’>

© Scaled Agile. Inc. 8

Define the LACE Responsibilities

► The next step, once we understand the mission is to be clear about the
LACE responsibilities.

► This helps creates transparency and clarity around the support the LACE
can provide.

► There may be some things that the LACE is not responsible for. It can be
useful to also identify these as being out of scope.

► Potentially in the future the LACE will assume additional responsibilities.

The Canvas should be kept up to date to reflect this.

© Scaled Agile. Inc. 9

LACE Responsibilities typically include

► Develop the implementation plan and managing the transformation backlog

► Establish transformation metrics and communicating progress

► Conduct or source coaching and training

► Facilitate Value Stream and ART identification workshops and support ART launches

► Foster Communities of Practice

► Organize Lean-Agile events and connect with the external Lean-Agile community

► Extend Lean-Agile practices to other areas of the Enterprise

► Help to establish relentless improvement

© Scaled Agile. Inc. 10

 Step 2: Determine the LACE Responsibilities 20

► Using a flipchart and stickies

capture the Responsibilities
Responsibilities Out of Scope
of the LACE
► On another flipchart, capture
anything that is out of scope
for the LACE that is important
to highlight.

© Scaled Agile. Inc. 11

Who does the LACE need to work with?

► One useful place to start when deciding who needs

to be on the LACE is to consider the stakeholders
the LACE will need to work with.

► The relationships that the LACE have with these

key stakeholders will be critical for supporting the
transformation effectively.

► Some of these key stakeholders may become

members of the LACE or fulfil the role of LACE
Product Manager or sponsor.

© Scaled Agile. Inc. 12

Identifying transformation stakeholders
• Who can represent the business need, urgency and vision for change?
• Who is responsible for the transformation budget?
Leadership • Who can prioritize the transformation initiatives?
questions • Who is responsible for the people affected by this change, including suppliers?
• Who can extend Lean-Agile practices to other areas of the Enterprise, including, budgeting,
contracts, and Human Resources?
• Who can provide training and coaching for executives, Agile teams and trains, and specific roles?
• Who has existing experience in Lean-Agile practices?
Implementation • Who can support the implementation of Lean Portfolio Management?
questions • Who has agile software engineering, DevOps and agile architecture experience to support the goal
of continuous delivery?
• Who can speak on behalf of compliance and regulatory concerns?
• Who can help define a set of objective metrics and provide transparency into progress?
Relentless
• Who is well connected to the wider Agile community and can promote Lean-Agile education, run
improvement
focus days, and organize guest speaking events?
questions
• Who can be a champion for change and support the communication of this transformation?

© Scaled Agile. Inc. 13

 Mapping and managing key stakeholders

High Example Stakeholder Map

Jon Peters, Head of HR Sarah Williams, VP Engineering
Michael Smith, CTO
Tyler Johnson, VP
Level of Influence

Quality
Satisfy Engage
(High influence, Low Interest) (High influence, High interest)

Jenny Dalton, CFO Rachael Jones. Head of PMO

Richard Smith, Legal Burt Hemingway, Sales Director

Peter Manning, Internal Audit

Monitor Inform
(Low Influence, Low Interest) (Low influence, High interest)
Charlotte Macklin, Procurement Rhian Connors, Marketing Director

Low
Low Level of Interest High
© Scaled Agile. Inc. 14
 Step 3: Identify Key Stakeholders 30

► Step 1: Read through the ‘Identifying Transformation Stakeholders’

questions on the previous slide.
► Step 2: Answer the questions with a focus on the area of the
organization that is currently within the scope of the transformation.
► Step 3: Using a flipchart draw the Stakeholder map (previous slide) and
identify which stakeholders need to be Engaged, Satisfied, Informed or
Monitored.
► Step 4: Which of these are key stakeholders for the LACE to work with?

© Scaled Agile. Inc. 15

Identifying LACE team members

E N
IL TIO
► Typically operates as an Agile Team of 3 to 9 individuals. - AGMA
AN OR
LE SF
AN
TR

► A Scrum Master facilitates the process and helps remove

roadblocks.
Lean-Agile
Center of
► A Product Owner works with stakeholders to prioritize the Excellence
transformation backlog.

► A senior ‘C–level’ leader typically acts as the team’s Product Manager and serves as the
sponsor for the LACE, providing the necessary authority to affect change.

► 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,
organizational, cultural, process, or technology.
© Scaled Agile. Inc. 16
 Step 4: Identify LACE Team Members 25

PART 1:
PO
► Identify who are the candidates for the LACE team
members? SM

► Who will fulfil the role of the LACE Product Owner?

► Who will fulfil the role of the LACE Scrum Master?
► Which senior leader will act as the team’s Product
Manger and sponsor of the LACE?

© Scaled Agile. Inc. 17

The LACE Network of Influence

► Does the proposed LACE team have the

required network of influence with the key
transformation stakeholders to effect change?
► A strong connection might be a regular
meeting or working in the same group as the
stakeholder.
► A weak connection might be that they interact
with the stakeholder on a less frequent basis.
► A lack of connection is no interaction at all.

© Scaled Agile. Inc. 18

 Step 4: Identify LACE Team Members 15

PART 2: The LACE team requires a network of influence to be

effective.
► Draw the connections between the proposed LACE team members
and the key stakeholders.
► Identify stakeholders who are not connected to those in the LACE
► Consider bringing additional individuals onto the LACE, (or the
stakeholders themselves), to resolve under represented domains or
lack of influence

© Scaled Agile. Inc. 19

LACE KPIs / success criteria

LACE success criteria should should balance adoption and outcome-based

measures. Examples include:

1. Adoption: % Practitioners trained in their new role, % Leaders trained, #

value streams applying SAFe, ARTs Launched
2. Assessment: Business Agility Self-Assessment, DevOps Health Radar
3. Outcome: % improvement in predictability, % decrease in time to market,
% increase in productivity, % increase in employee engagement, %
increase in end-user or customer satisfaction

© Scaled Agile. Inc. 20

 Step 5: Define LACE KPIs / success criteria 20

► Identify how the success of the LACE will be measured across the
three suggested categories:

LACE KPIs / success criteria

Adoption <How will we measure the adoption of SAFe and

Lean-Agile practices across the Enterprise?>
Assessment <How will we measure how well we doing?>

Outcome <How will we measure the positive business

outcomes we have delivered?>

© Scaled Agile. Inc. 21

LACE Teams execute Iterations with Scrum and Kanban

Scrum is built on transparency, inspection, Kanban visualizes and optimizes the flow of
adaptation, and short learning cycles work through the system

2 6 4 2 8 6
DSU Team Integrate
24h Backlog Analyze Review Build and test Accepted

Story Product
Owner
Story

Story
Scrum
Master
Story Story

Story

Story

Iteration Iteration Iteration

Team Planning Review Retrospective Value
Backlog Average WIP and duration are measured from the point work is
pulled from the backlog until it is accepted.

© Scaled Agile. Inc. 22

The LACE operates on a PI cadence

► The LACE often applies a Program Increment (PO) cadence.

► This ensures the LACE is focused both on regular value delivery, as well as
allowing time for long term planning.

► If necessary, it provides an opportunity for the LACE to synchronize its

planning activities with other ARTs.

Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate

LACE Team

© Scaled Agile. Inc. 23

 Step 6: Agree LACE Cadence and Events 15

► Decide on the duration of the LACE

iterations and Program Increments.

► When will the LACE team events

take place?

► How will the LACE demonstrate it’s

work to the wider organization? Will it
hold a System Demo, or join an
existing System Demo?

© Scaled Agile. Inc. 24

Identify the LACE budget

► The LACE may require budget for

specific activities that it is supporting.

► Common areas of LACE budget

may include:

- Training
- Events
- Tooling
- Staffing etc.

© Scaled Agile. Inc. 25

 Step 7: Determine the required LACE budget 20

How will the work the LACE is doing be funded?

► Reviewing the LACE responsibilities identified

previously, consider which ones will require funding.

► Include any considerations for additional staff the LACE

is likely to recruit.

► Determine the overall budget for the LACE.

► Specify any constraints on the spend of this budget.

© Scaled Agile. Inc. 26

LACE Communication

Different types of Communication Examples

Advertising Posters, newsletters, sharing success stories

Recognition Prizes & awards

Events & experiences Internal conference, Meetups, Open Space events

Public relations Lunch and learn sessions, lean coffee events

Knowledge Sharing Training and coaching, communities of practice,

Interactive Events Workshops, simulations, PI Planning tours

Word-of-Mouth User generated content, blogs, sharing articles

Personal 1:1 coaching, executive workshops

© Scaled Agile. Inc. 27

 Step 8: LACE Communication Strategy 20

Build a LACE Communication Plan. Make sure you consider:

► Which of the different types of communication channel (previous slide)
are applicable in your context? What else is missing from that list?
► How will each communication channel be used?
► How frequently will the LACE communicate?
► Who on the LACE will manage each of these communication channels?

© Scaled Agile. Inc. 28

 Determine and Agree Next Steps 15

► Complete the LACE canvas with the

information that has been generated.
► Agree how you will communicate the
outcomes of the workshop.
► Plan for onboarding new members of
the LACE.
► Agree and plan any additional next
steps.

© Scaled Agile. Inc. 29