Support de la méthodologie SAFe

dans la plateforme CE-ALM

Agility at Scale

Christophe Telep

Offering Manager, IBM

Agenda

IBM’s point of view

The “recipe”

SAFe overview

IBM’s support for scaling agile

Customer testimonials

Eating our own dogfood

Learn more

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What does scaled agile mean to us?

IBM’s Point of View

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What does enterprise agile mean to us?

Orchestration

• Regardless of agile maturity

• Regardless of process, speed

Design Thinking

• Focus on user experience

• Modeling, requirements, governance as necessary

Continuous Value Delivery

• Economic thinking and prioritization

• Maximizing value delivery with each iteration

Application

Complexity

Complex

Simple

Slower Rapid

Agile

Lean Startup

Business

Aligned

Cloud Enabled

Traditional

Delivery

Cloud /

Mobile Native

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LEAN

AGILE

PEOPLE

PURPOSE

PROCESS

Capability to

ID & solve

problems

• Eliminating waste

• Visual workflow management

• Root-cause problem solving

• Leaders engagement

• Independent, self-governing teams

• Faster feature cycle time

• Embrace change

DEVOPS• Automation

• Continuous delivery

• Continuous feedback

• Engineering components of Lean IT

MULTI-SPEED DELIVERY

• Different speeds needed for

different value propositions

• Adaptive business mind-set

• Multi-platform,

Multi-technology,

Multi-process

• Varied development and

deployment environments

What is the relation to Lean and DevOps?

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Best practices and guidance for getting started

The “recipe”

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Scaled Lean-Agile PrinciplesAddress aspects of waste and ineffectiveness in traditional processes

Take an economic view

Apply systems thinking

Assume variability; preserve alternatives

Manage risk and efficacy with fast, synchronous learning cycles

Develop systems incrementally; integrate and test frequently

Facilitate flow by limiting WIP, reducing batch sizes and manage queue lengths

Base milestones on objective evaluation of working systems

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Addressing the Enterprise Challenge

Shift how you act and make decisions

Ensure transformation addresses all aspects of

the environment

Adopt an economic view to deliver value

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Shift how you act and make decisions

Value Delivery First

• Making money is the result, delighting the customer is the goal

• Take an economic view

Management’s Role

• Enable those doing the real work to be as efficient as possible by identifying and removing impediments

Collaborate Everywhere!

• Avoid exclusively top-down or bottom-up planning – neither leads to success

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Transform the environment

People: Establish an organization-wide culture with the right set of skills to embrace lean and agile values – everywhere, across all teams, every day

Process: Apply lean and agile principles in the planning, development, deployment and delivery of value and then monitoring feedback to improve –continuously

Tools: Provide a framework that enables the implementation of lean and agile practices – easily –while also providing traceability and visibility of work across multi-disciplinary teams

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Adopt an economic view to deliver value

Value Delivery

Kanban (Lean)

ROI Ranking

Value Estimating & Tracking

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Focus on people, process AND tools…

• Unite the tribes

• Speak the same language, use the same vocabulary

• Let the tools do their thing and leave the teams alone!

Collaborate

• Unify delivery of value

• Teams can deliver at different speeds, but the cadence of delivery is unified

• Use tooling to enable visibility and eliminate waste

Orchestrate

• Adopt Agile and Lean practices, regardless of “process”

• Reduce batch size uniformly, develop and deliver more quickly

• Govern where necessary, simplify where possible

Leverage

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What is the Scaled Agile Framework®?

SAFe Overview

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Recipe: Based on SAFe “Core Values”

Align

• The best agile teams do not make a successful, agile business

• Adopt lean and agile principles everywhere! Top-down, bottom-up

• Unify the cadence to reduce variability and risk

Build quality in

• Align requirements, construction and test

• Validate quality at every increment

• Leverage MBSE and design thinking

• Build with Enablers (exploration, infrastructure, architecture)

Be transparent

• Develop a “single source of truth” for solution intent and context

• Record knowledge

• Instill trust through visibility and collaboration

• Reduce waste!

• Evaluate progress of solution AND progress toward compliance

Execute: Plan & Adjust

• Deliver value predictably and continuously improve

• Plan for change and respond quickly

• Reduce time to feedback by working with smaller batch sizes

• Demonstrate value at each increment

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Industry-Leading Scaled Agile Framework

Orchestrate Collaborate Unify Learn Respond Improve

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http://www.scaledagileframework.com/

SAFe for Lean Enterprises (SAFe 4.5)Four Configurations

Full SAFeLike 4-Level SAFe 4.0

Portfolio SAFeLike 3-Level SAFe 4.0

Large Solution SAFeNo Portfolio

Essential SAFeProgram & Teams Only

“Beta” templates

now available!

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Portfolio

• Strategy formulation and portfolio communication

• Organizing and funding Value Streams

• Managing the flow of larger initiatives

• Governance and cross-Value Stream orchestration

Solution (Value Stream)

• Solution Intent & Management

• Engineering and Architecture

• Customer and Supplier relationships

• Program (ART) coordination

• Unified Vision & Roadmap

Program

• Teams of Agile Teams that build solution capabilities and subsystems

• Common mission

• Architectural & User Experience governance

• Evidence of progress and delivery of value

• Organized by solution or subsystem delivery

Team

• Scrum, Kanban, hybrid processes

• Delivery of technology

• Organized by feature or component delivery

FoundationCore Values, Lean-Agile Principles, Center of Competency

SAFe Summary

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The tooling behind the methodology

IBM’s support for

scaling agile

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2015 (6.0, 6.0.1)

1H2016 (6.0.2)

2H2016 (6.0.3)

1H2017 (6.0.4)

2H2017 (6.0.5)

Roadmap Summary

Support for SAFe 3.0 for Program (RTC) and Portfolio (CLM) delivered

SAFe 3.0 reports

SAFe 4.0 “beta” supportdelivered

CLM LPA capabilities for SAFe 3.0 Portfolio

SAFe 4.0 support generally availableSAFe 4.0 reports

Advanced SAFe 4.0 Reports:(Delivered) Program Velocity Sunset Graphs PI Performance Scope Added/Removed Progress Measure

Updated templates: RDNG: Embedded process guidanceRTC: Team Kanban, “mvp” and “stretch” attributes

SAFe 4.5 “beta” support Templates, Configuration

Guidelines

Updated reports New report “packaging” for

SAFe and non-SAFe tooling environments

Additional reports (in progress) Burnup/Burndown Iteration Health Resource Allocation Cumulative Flow Release Predictability

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Key value propositions

Organizational Alignment

• Value Proposition: Cross-domain collaboration and end-to-end visibility

Invest Within Capacity to Deliver Quickly

• Value Proposition: Adopt lean principles at all levels, rank smarter to deliver the right things right

Focus on Client Value

• Value Proposition: Elaborate solutions by applying design thinking methods to get feedback early and often

Measure, Learn and Improve

• Value Proposition: Demonstrate measured improvement and plan more effectively

Get Up & Running Quickly

• Value Proposition: Complete SAFe alignment out of the box

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Use the IBM CE solution to scale agileDetails aligned with key value propositions

Organizational alignment

•Real-time consolidated Roadmap at all SAFe levels

•Reports that provide insight into work driven from business strategy and priorities

Invest within capacity to deliver quickly

•WIP-limited

•Enforced workflow

•WSJF triage and sorting

•“Soft” dependency identification

Focus on client value

•ROI ranking using auto calculated WSJF

•Value tracking at all levels aligned to changes delivered

Measure, learn and improve

•Dashboards for visibility

•Align work based on business strategy and priorities

•Value-based portfolio metrics

•Track value delivery and trends

Get Up and Running Quickly

•Templates speed-up the creation project areas

•Starter sets to create Dashboards

•Structure

•Artifacts

•Attributes

•Activities/Workflow

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… And our differentiation

Address cultural transformation challenges

•Process guidance embedded in the tooling through work item templates and links for common SAFe activities

Align teams with different processes and speeds

•Programs provide the framework to coordinate individual teams

Build in quality

•Manage Test Assets and Test results mapping to all levels of SAFe

Requirements governance as needed

•Solution modeling and design

•Non-Functional, System, User requirements

•Standards

Configure for “practical” SAFe adoption

•Take what is valuable, ignore the rest

•Customize for organization needs

•Flexible implementation patterns to fit ‘structure’ and ‘size’

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Involve all roles in the end-to-end lifecycle

Cross-domain reporting for planning & execution status

End-to-end traceability reports Planning Progress Execution Status & Risk

Complete cross-domain lifecycle support

Change Management (RTC)

Requirements Management (RDNG)

Quality Management (RQM)

Modeling (Rhapsody/DM)

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Tooling configuration

Artifacts and attributes

Key concepts: Economic

ranking, lean thinking,

value-based delivery

Plans to support key

activities: Roadmap,

Kanban, WSJF Ranked List

Agile Team-based Planning

Reports

Built-in process guidance

Support for SAFe 4.0 (in the box in 6.0.3!)Get your SAFe Portfolio up

and running in an hour!

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Changes to Tooling & Collateral in CLM 6.0.4 for SAFe 4.0

Read all about it! What’s new with SAFe® in CLM 6.0.4

Rational Team Concert

Feature & Story: Added MVP attribute

Learning Milestone: Added to Program template

PI Objective: Added Stretch Objective

Function: Proposed attribute editable in Plan Views, WSJF (decimal) sortable in plan views

Rational DOORS Next Generation

Process Guidance: Added Type Description hyperlink to additional guidance on all SAFe artifacts

Rational Quality Manager

Roles: Added Test Administrator

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Reports

Tooling configuration, including

support for all 4 configurations

out of the box

Artifacts and attributes

Key concepts: Economic

ranking, lean thinking, value-

based delivery

Plans to support key activities:

Roadmap, Kanban, WSJF

Ranked List

Agile Team-based Planning

Built-in process guidance

SAFe 4.5 support (beta) Get your SAFe environment up and running in an hour!

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SAFe 4.5: Changes to Tooling & Collateral

Rational Team Concert

Value Stream Solution changes

Plan Types, Plan Views

Roles: Value Stream Engineer Solution Train Engineer

Timeline Iterations

Work Items: Value Stream Epic Name, PI Objective Value Stream type

Add Compliance Enabler Type

Epic Value Statement Epic Hypothesis Statement

Capability/Feature Description Benefit Hypothesis

Workflow changes for Kanban

Process Descriptions

Rational DOORS Next Generation

Lightweight Business Case Lean Business Case

Compliance content in Solution Intent

Rational Quality Manager

Value Stream Solution changes to dashboard, categories

developerWorks & RMC Content

Artifact guidance

Process documentation (RMC)

Videos, demo environments

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Artifact TaxonomySolution Intent, Solution Context,

Requirements (System, User, Non-

Functional), Lifecycle Scenarios

(Acts, Scenes, Roles), Graphics

(wireframes, architecture), Models

(link to Rhapsody/DM)

Test Suites,

Test Plans,

Test Cases

Epics, Capabilities,

Features, Learning

Milestones, PI

Objectives

Strategic Themes,

Lightweight Business

Cases, Value Streams,

Programs, Vision

Solution Elaboration

Artifacts (RDNG)

Change Artifacts

(RTC)

Business Artifacts

(RDNG)

Quality Artifacts (RQM)

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SAFe 4.5 “Beta” Templates

Create SAFe Configurations in tooling with the “push of a button”

Instrument updates in templates consistent with SAFe 4.5

4 new templates in CLM (LPA), RTC, RDNG, RQM

Supporting all 4 ConfigurationFull SAFe

Portfolio SAFeLarge Solution SAFe

Essential SAFe

Across all of CLMCLM LPA

RTCRDNGRQM

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IBM’s support for scaling agile

Evolving

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CLM (RTC + RDNG + RQM)

Complete support for SAFe, all levelsCross-domain support for requirements,

change and quality management

RTC

Partial SAFe Full, Portfolio, Large SolutionLightweight requirements management (no formal requirements or solutioning artifacts)

RTC

Complete support for SAFe Programs and Teams

Lightweight requirements management (via RTC work items)

Start simply, evolve as necessary

• Out-of-the-box

CLM templates

allow you to

create a SAFe-

based Program

or Portfolio

infrastructure in

10 minutes

• Start simple and

evolve

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One size does not fit all…

Many teams, different needs

Small Teams

Simple Applications

Simple process

Cloud-based development and deployment

High risk tolerance

Minimal or no orchestration or planning requirements

Large teams

Complex, Regulated Development

Multiple processes, rigorous governance and compliance

Multi-platform, multi-technology development and deployment

Low risk tolerance

Complex orchestration and planning with dependency management across many teams

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Typical Adoption Path

1. Start with Agile Teams, add Program level =

“Essential SAFe”• RTC supports this

• Add RDNG and/or RQM for added requirements and

quality management governance

2. Scale up to the Portfolio level as needed =

“Portfolio SAFe”• RTC supports this with limited Portfolio support

• Adding RDNG creates additional Portfolio artifacts for

budgeting and decision-making

3. Add cross-domain capabilities for Portfolio, Full

or Large Solution SAFe• Scale up to cross-domain capabilities when and if

you are ready

RTC (Essential SAFe)

RTC (Essential + Portfolio SAFe)

CLM (Essential + Portfolio, Full or Large Solution SAFe)

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Evolving to Agile Requirements Management

The Basics

Strategic Theme

Value Stream

Program

The Obvious

System Requirements

User Requirements

Non-Functional Requirements

The New Stuff

Vision

Solution Intent

Solution Context

Lifecycle Scenario (Act, Scene)

Lean Business Case

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Support for all levels, multiple processes

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Portfolio

Portfolio

Large Solution (optional)

Value Stream

SAFe-based Program

Program

Agile Team 1

Team

Agile Team 2

Team

Agile Team 3

Team

Traditional (Waterfall) Program

Program

Team 1

Team

Team 2

TeamC

LM L

ifec

ycle

Pro

ject

A

rea

RTC

Pro

ject

Are

a (S

AFe

)

RTC

Pro

ject Area (FP

MT)

CLM

Lifecycle P

roject

Area

(MtM

)

Templates enable you to set up a SAFe tooling infrastructure that supports best practices

out of the box!

Flexible configuration options allow you to choose

what works for you!

IBM’s support for scaling agile

Enterprise Reporting

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Covering the industry-standard metrics

Alignment• Investment Budget & Allocation

• Roadmaps

• Dependencies

Progress

• Status

• Scope Added/Removed

• Sunset Graph

Value Delivery

• Planned/Actual Value

• Ready for System Demo

Performance

• Progress Measure

• Velocity

• Estimated vs Actual Story Points

• Achieved Value

• PI Performance39

Investment & Budget Allocation

How many Program-level work items are associated with specific Strategic Themes and

what is that work?40

… continued …

How is our “bucket of money” disbursed across Value Streams and

Programs? How does that compare to allocation of resource/cost and the

Total Market Opportunity?41

Dependencies

“Soft” Dependencies – Blocked for a

reason

“Hard”

dependencies between work items

Blocking Program

Blocked Program

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Roadmaps

At all levels –Portfolio, Large Solution (Value

Stream), Program 43

Roadmaps – Drilling into the detailsProposed and

Planned PI targets

Program work: Summary, Status

Support for agile and waterfall

Programs

Program doing the work

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Execution – Progress and Effort

At all levels –Portfolio, Large Solution (Value

Stream), Program45

Sunset Graphs: Tracking delivery of value…

Features delivered (or to

be delivered)

Associated Stories and “planned”

value

Mandatory: 7-10Important: 4-6Optional: 1-3

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Tracking value

As work is completed, system demonstrations are “queued up” so that value

can be assessed…

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Progress & Estimation

48

Velocity

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Trends in value delivery

Average achieved value by PI

Table view allows you to drill down into details

for each achieved value

What value was delivered?

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Now… and in the future

Managing Dependencies

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How can you manage dependencies today? Dependency Reports

“Hard” dependencies between work items

Blocking Program

Blocked Program

Dependency Reports:

• Provides visibility

• Dynamically change scope

• Cross-Team/Program/Value Stream

• No visual indicator

• Not actionable

• No drill up/down

• No easy way to know how to mitigate

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Roadmap Plans:

• Provides visibility

• Visual indicator

• Actionable

• Scope is static

• No drill up/down

• No easy way to know how to mitigate

• No cross-Program in Kanban view

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How can you manage dependencies today? Plan Views

What are the key characteristics of a “dependency board”?

Actionable

Ability to change dependencies or target iterations

Add/remove dependencies

Flexible

Scope to any level

Include/exclude work item types

Consumable

Based on real-time, or near real-time data

Add as a widget on any dashboard

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What do we have in mind?

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Experiences from “the experts”

Customer

Testimonials

68

Summary

[Blog] Words of wisdom from a few of the scaled agile "experts" at Interconnect 2017

NICEActimize DevOps.com interview: IBM InterConnect 2017 w/Igal Levi, NICE Actimize

Pôle emploi: Scheduling and prioritizing development backlog with the Scaled Agile Framework

Softplan: Gaining robust visibility with IBM Rational software and the Scaled Agile Framework methodology

US Department of State: Customer Reference

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Summary & Next

Steps

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Team

Program

PortfolioSolutions (Value Streams)

IBM Rational Collaborative Lifecycle Management (CLM)

RTCTracking & Planning

• Portfolio backlog

• Solution backlog

• Roadmap & Kanban views

• Program backlog

• WSJF Ranked List

• Roadmap & Kanban views

• Scrum based: Ranked

Backlog, Sprint Planning

• Kanban & Taskboard views

RQMQuality Mgmt

• Program Test Plan

• Team Test Plan

• Solution Test Plan

SAFe support in CLM - Mapping

DNGRequirements Mgmt

• Value Stream

• Strategic Theme

• Lean Business Case

• Solution Elaboration

• System Requirements

• User Requirements

• Non-Functional

Requirements

• Program

• User Requirements

• Non-Functional

Requirements

Reports and Dashboards

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Enabling key SAFe concepts in tooling

Lean & Agile principles

• Apply leaning thinking across the portfolio – at ALL levels! – to eliminate waste and respect work-in-process (WIP) limits

• Provided through Kanban planning at each SAFe level

Economic thinking

• Avoid the “loudest voice, biggest stick” syndrome

• Rank and prioritize based on “biggest bang for the buck” – greatest value at lowest cost

• Provided through calculated WSJF and WSJF-ranked backlogs for planning at all SAFe levels

Value-based delivery

• Capture the notion of value, track it, report on it – improve it!

• Provided through PI Objective at Value Stream, Program and Team levels with reports to track value delivery and trends

Process guidance

• Help your team learn by doing

• Process guidance embedded in the tooling through work item templates for common SAFe activities and methodology support

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Where can I learn more?

SAFe Landing Page

Getting Started with SAFe

SAFe 4.5 Assets

Contact Us:

• safeinfo@bg.vnet.com

• Me! asilber@us.ibm.com

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Questions?

78

Thank You!

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Why scale agile?

Making the case for

the Lean Enterprise

80

Do successful agile teams = successful enterprises?

Team success • More Story Points, higher velocity

• More Features

• Shorter cycle times

• Lower defects

• Cool new stuff

Enterprise success

• Improved time to “happy customer”

• Increased market share

• Improved competitiveness

• Lower risk

A “project” is

more than just a

single “feature”

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The Enterprise needs more than just SCRUM

Manage development and delivery across

teams

Get visibility into development and non-development

tasks in a single place

Balance Speed and Quality

Work together across distributed teams

Maintain process of formal governance

Deliver Quality Manage dependenciesOutsource some work

in order to deliver more quickly

Orchestrate deliver across teams

delivering at different speeds

Collaborate effortlessly and

support the principles of independent, self-

governing teams

CHALLENGE - How do we orchestrate all of this consistently?

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