SAFe® Foundations 4.0
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Transcript of SAFe® Foundations 4.0
1© 2016 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2016 Scaled Agile, Inc. All Rights Reserved.
Foundations of the Scaled Agile Framework® 4.0Values, Principles, Practices, Implementation
V4.0.2
2© 2016 Scaled Agile, Inc. All Rights Reserved.
Please note the following usage restrictions for this presentation: This material is the property of Scaled Agile, Inc. and is protected by U.S. and
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It is provided solely to promote adoption and use of the Scaled Agile Framework® (SAFe®) for the benefit of the enterprises and individuals who apply it.
You may reproduce, distribute, and use this material for informational purposes only, and always free of charge.
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© 2016 Scaled Agile, Inc. All Rights Reserved.
3© 2016 Scaled Agile, Inc. All Rights Reserved.
We thought we’d be developing like this:
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But sometimes it feels like this:
Library of Congress
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Problems discovered
too lateNo way to improve
systematically
Hard to manage
distributed teams
Latedelivery
Too little visibility
Committed to a design that didn’t
work
Poor morale
Massive growth in
complexity
Phase-gate governance isn't helping reduce risk!
Can’t manage dependencies
And our retrospectives read like this:
Poor quality
6© 2016 Scaled Agile, Inc. All Rights Reserved.
Management’s challenge
It is not enough that management commit themselves to quality and productivity. … They must know what it is they must do.
Such a responsibility cannot be delegated.
—W. Edwards Deming
“… and if you can’t come, send no one.” —Vignette from Out of the Crisis, Deming,1986
7© 2016 Scaled Agile, Inc. All Rights Reserved.
What it is they must do
Embrace Lean-Agile values and principles
Implement Lean-Agile practices
Lead the implementation
8© 2016 Scaled Agile, Inc. All Rights Reserved. 8
Embrace Lean-Agile values and principles
9© 2016 Scaled Agile, Inc. All Rights Reserved.
Embrace Lean-Agile values
LEADERSHIP
Res
pect
for
peop
le a
nd c
ultu
re
Flow
Inno
vatio
n
Rel
entle
ssim
prov
emen
t VALUE
House of Lean
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Manifesto
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House of Lean
LEADERSHIP
Res
pect
for
peop
le a
nd c
ultu
re
Flow
Inno
vatio
n
Rel
entle
ssim
prov
emen
t
VALUE
11© 2016 Scaled Agile, Inc. All Rights Reserved.
Value in the shortest sustainable lead time
There is only one boss. The customer. And he can fire everybody in the company. —Sam Walton
‣ Achieve the sustainably shortest lead time with:
‣ Best quality and value to people and society
‣ High morale, safety, customer delightLEADERSHIP
Res
pect
for
peop
le a
nd c
ultu
re
Flow
Inno
vatio
n
Rel
entle
ssim
prov
emen
t
VALUE
12© 2016 Scaled Agile, Inc. All Rights Reserved.
Apply 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
12
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Build incrementally to accelerate value delivery
4 444 :Documents Documents Unverified system System
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Take an economic view
Early delivery provides fast value with fast feedback
Time
Valu
e D
eliv
ery
Incremental
Waterfall
Fast feedback
14
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Implement Lean-Agile practices
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SAFe® is a freely revealed knowledge base of integrated, proven patterns
for enterprise Lean-Agile development
16
Knowledge for people building the world's most important systems
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SAFe for midsize solutions
Expand one level
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SAFe for large solutions
Collapse one level
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Organize the Portfolio around value
Identify and organize around Value Streams
Communicate enterprise strategy with Strategic Themes
Empower decision makers with Lean-Agile Budgeting
Provide visibility and governance to cross-cutting initiatives with Kanban
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Build value with Agile Release Trains
Align to a common mission Apply cadence and synchronization Communicate with Vision, Roadmap, architectural guidance Apply objective Milestones to measure progress
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The ART “takes a systems view”
Business Product Mgmt
Hardware Software Testing
A G I L E R E L E A S E T R A I N
Agile Teams
PMO DeploymentSys Eng.
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Agile Teams power the train
Five to nine team members, three roles
Scrum Master
Product Owner
Agile Team
Runs team meetings, drives Agile behavior Removes impediments, protects the team from outside influence Attends Scrum of Scrum meetings
Defines and accepts stories Acts as the customer for developer questions Works with product management to plan PIs
Creates and refines user stories and acceptance criteria Defines/builds/tests/delivers Stories Develops and commits to Team PI Objectives and
Iteration plans
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Synchronize with PI Planning
Requirements and design emerge Important stakeholder decisions
are accelerated Teams create—and take
responsibilty for—plans
All stakeholders face-to-face (but typically multiple locations)
Management sets the mission, with minimum possible constraints
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
24© 2016 Scaled Agile, Inc. All Rights Reserved.
Coordinate large Value Streams
Apply cadence and synchronization
Establish governance with Value Stream roles and an Economic Framework
Manage fixed and variable Solution Intent
Manage the flow of Capabilities with the Value Stream Kanban
Frequently integrate and validate Customer Solutions
25© 2016 Scaled Agile, Inc. All Rights Reserved. 25
Lead the implementation
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Leadership Foundation
People are already doing their best; the problems are with the system.
Only management can change the system.
—W. Edwards Deming
‣ Lead the change
‣ Know the way; emphasize lifelong learning
‣ Develop people
‣ Inspire and align with mission; minimize constraints
‣ Decentralize decision making
‣ Unlock the intrinsic motivation of knowledge workers
Res
pect
for
peop
le a
nd c
ultu
re
Flow
Inno
vatio
n
Rel
entle
ssim
prov
emen
t
VALUE
LEADERSHIP
27© 2016 Scaled Agile, Inc. All Rights Reserved. 27
Train Everyone. Launch Trains.
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Implementing SAFe® 1-2-3
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Achieve business results
BUSINESS RESULTS
Happier, more
motivated employees
20 – 50% increase in productivity
30 – 75% faster timeto market
50%+ defect
reduction
See ScaledAgileFramework.com/case-studies
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31© 2016 Scaled Agile, Inc. All Rights Reserved.
50%Warranty expense
down
20 – 50%Productivity
increase
Higher productivity,
higher quality
Better business-ITcollaboration
Dependencies and risks
revealed far in advance
95%Decrease in
productdefects
50%Improved delivery
predictability
Better able to manage
expectations
90% Improvement in build and deployment
Increased efficiency with aligned teams
Dramatic improvement
in Net Promoter
Score
Better focus on the most
business value
32© 2016 Scaled Agile, Inc. All Rights Reserved. 32
Gain the Knowledge
Explore the SAFe®
knowledge base and find free resources at:
ScaledAgileFramework.com
Leading SAFe®
with SA Certification
Implementing SAFe®
with SPC4 Certification
Find SAFe® trainingworldwide at:
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