Taking SAFe to the Next Level - netobjectives.net · Business Analyst, Architect, Usability Expert,...

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9 November 2016

1

Al ShallowayCEO, Enterprise Consultant, SPCT

Taking SAFe to the Next Level

© Copyright Net Objectives, Inc. All Rights Reserved 2

Al Shalloway

[email protected]@AlShalloway

CEO, Founder

Co‐founder of Lean‐Systems SocietyCo‐founder Lean‐Kanban University (no longer affiliated)Contributor to SAFe


9 November 2016

2


Thus, the task is not so much to see what no one yet has seen, but to think what nobody yet has thought about that which everybody sees.

Schopenhauer


1. The Why and Value of SAFe2.What It Doesn’t Help Us With 3. Getting the Help We Need

Agenda


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Lean‐Agile

The Ugly(aware)

The Good (SAFe)


1.The Why and Value of SAFe 2.What It Doesn’t Help Us With 3. Getting the Help We Need

Agenda


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Common Organizational Structure

inspired by Dan North, BSC/ADP 2012

Marketing Product Management

Development Support


The Nature of Our Work


Development Support


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We Manage Our People This Way

even though our value flows this way


Time‐to‐Market


Development Support


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how often does work wait?

Adding Value

Waiting

Adding Value Adding Value

Adding Value

Adding Value Adding Value

What percent of the time is our work moving forward?

How would you know?

No one is managing this in most companies.

Waiting

How much of the time is it waiting for something else to be done?

Waiting

Adding Value

Adding Value

Adding Value

Adding Value

Waiting


Development Support


QUESTION

Between getting requirements and using them?

Between writing a bug and it being detected?

Between two groups getting out of sync?

Just waiting for someone?

What happens when adding value is delayed?


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The Whole Picture


Development Support


Legacy Organization: Matrix Resources to Projects

Project 1

Project 2

Project 3

Project 4

Project N


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Let’s Create a Pilot Project

Project 1

Project 2

%

Project 3

Project 4

Project N

Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager

Expert

Just creating a cross‐functional, co‐located team you will improve 3x without changing your process.

While it may be successful as a pilot, it will likely not

be sustainable.

PO

RTFO

LIO

TEA

MS

SHA

RED

PR

OG

RA

M

PROGRAM ECOSYSTEM

I N P U T

C a p a b i l i t i e s MB I s

enough capacity?

M B I s & F e a t u r e s

P R I O R I T Y P L A N N I N G

S T A G I N G R E A D Y T O P U L L

C A D E N C E

S c r u m K a n b a n X P L e a n b a n

release

S t o r i e s & T a s k s

C A D E N C E

shar

ed sv

c ba

cklo

g

Kanban (flow) Kanban (flow)

ALIGN TEAMS THROUGH SYNCHRONIZED BACKLOGS

PRIORITIZE ACROSS THE VALUE STREAM

IDENTIFY, SIZE AND SEQUENCE WORK

TEAM ECOSYSTEM

Q U A R T E R L Y

B I W E E K L Y | Q U A R T E R L Y

coordination

prepare

BusinessStrategy

copyright © Net Objectives, Inc. All Rights Reserved.

ENTERPRISE


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1. The Why and Value of SAFe 2.What It Doesn’t Help Us With 3. Getting the Help We Need

Agenda



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Lack of Alignment

Dev Test SpecialistProd Owner


AgilityBusiness Value Increments not Development Cycles

is about

Must align roles around the realization of business value quickly, predictably and with high quality


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Other AreasArchitecture

Management

Creating better value streams

Acceptance Test‐Driven Development

Integrating Scrum and Kanban with Lean‐Thinking

Where should you not use it?


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1. The Why and Value of SAFe 2.What It Doesn’t Help Us With 3.Getting the Help We Need

Agenda


You shouldn’t use the website to find your solution, you should use your website to get ideas.

One size does not fit all


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What is Lean-Thinking?

Yes, we’re not building cars.But I would assert Lean‐Thinking

applies more to software development than it does to the

physical world.



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Which part of the airplane is responsible for FLIGHT?

Reductionist thinking does not work with complex systems

Optimize the whole; don’t optimize locally!

Search for “What If Ted Akers Gave a TED Talk?”


The System Causes Most of Your Problems Poor systems will defeat almost all but the greatest of people.

If we trust people, we don’t need to work on them.

Improve the system.

But who?

Everyone is responsible, but in particular, the role of management is to create great systems to that people can work autonomously to achieve the vision of leadership. (“Towards Middle Up Down Management”, Nonaka, 1988)


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“But we’re not building cars”True. Which is why we must look at what happens in knowledge work.

Are delays worse in manufacturing or in knowledge work?


Just-In-Time Don’t do something before it’s needed.Don’t do something before the next stage can use it.


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Just-In-Time Don’t do something before it’s needed.Don’t do something before the next stage can use it.

Why?

There is a belief that doing something early (thereby causing a delay) will cause additional work.


Component Teams Are Better



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Feature Teams Are Best (align strategy & delivery)



Drive from Business Value

Collaborate across

boundaries

Make all work visible

Increase Predictability

Keep WIP within capacity

Improve continuously

Guardrails


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Guardrails Fit into a Larger System

Assessment

Where are we?

What problems do we need to solve?

Determine Where to Start

What are the challenges we must first solve

Guardrails

What have we agreed to?

Metrics

How are we doing?

What’s next?

Improve

Do what we’re doing better

Look for improvements to our methods

Inspect & AdaptHow can we do these practices better?

Modify Your Framework as NeededConsider new actions by challenging assumptions you made based on

results achieved

How well are we doing?

Are we keeping our agreements?


The Real Challenge Is Sequencing Across the PortfoliosWhat is business value for your organization?

Retain assets

Retain customers

Reduce risk

Reduce cost

Improve customer experience


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Aligning Around Value

Epic

High‐value

Selected Target Market


First Release

InvestmentPeriod

PaybackPeriod

ProfitPeriod

Breakeven

Cash flow

Time

economics of responsiveness

Mark Denne and Jane Cleland‐Huang Software by Numbers


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First Release

Invest‐mentPeriod

ProfitPeriod

Pay‐backPeriod

Cash flow

Time

Release 1 Net Return

staged releases


ProfitPeriod

SecondRelease

Invest‐mentPeriod

Pay‐backPeriod


Cash flow

Time


staged releases


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ProfitPeriod

Investment

Invest‐mentPeriod

Pay‐backPeriod

BreakevenPoint

Total Return

Cash flow

Time

staged releases


Cash flow

BreakevenSingleRelease

First Release

Time

Staged Releases

Requires a focus on sustainability of realizing value by attending to architectural roadmap of product line

increased profit


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DEFINITION

The minimum amount of business value that can be built, deployed and consumed that makes sense from a business perspective

Minimum Business Increment (MBI)


An MBI is not a reason to deliver less.

It is a reason to deliver sooner.


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MVPs

Designed for startupsMostly for startup companiesOrganized around product delivery

MBIs

Designed for any companyUseful for any maturity levelOrganized around value delivery

MVPs Vs MBIs


Job sequencing is the key to economic outcomes.


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V A L U E S T R E A M O WN E R , B U S I N E S S S P O N S O R , T E C H N O L O G Y S P O N S O R , S T A K E H O L D E R S

TEAM

PROGRAM

PORTFOLIO

B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y

Input

Define Business capabilities

Create MBIs

Sequence MBIs

Create Features

Assign to Team Backlogs



TEAM

PROGRAM

PORTFOLIO

Business Priority


Create MBIs

Sequence MBIs

Create Features



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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R YTEAM

PROGRAM

PORTFOLIO

Business Planning


Create MBIs

Sequence MBIs

Create Features




TEAM

PROGRAM

PORTFOLIO

Business Staging


Create MBIs

Sequence MBIs

Create Features



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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R YTEAM

PROGRAM

PORTFOLIO

Ready to Pull


Create MBIs

Sequence MBIs

Create Features



GROUP EXERCISE

What Is The Difference Between?Implementation

Transition

Transformation


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Transitioning with Tailored SolutionsOne size does not fit all

Can’t start with everything

Preset solutions are more expensive

• They tend to have things you don’t need• Adds complexity• Makes it harder to convince folks of the stuff they do

need• Are not focused on your needs

• The cost is not in the training or coaching but on your team’s time


In Essence: Provide An initial solution after seeing what problems have to be solvedMeasures to see how people are doingA way to improve what they are doingA way to select different (better) things to do

This process results in an emerging framework so there is always clarity which provides a foundation for learning


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Dammit!

Ya’ still gotta’ think!

There is good in SAFeBut there is much needed to make it work as well


Lean ManagementProject Management

Kanban / Scrum ATDD / TDD / Design Patterns

technicaltechnical

ASSESSMENTS

CONSULTING

TRAINING

COACHING

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

Onsite SPC Leading SAFe

SAFe ArchitecturePM/PO

Write me at [email protected]

Taking SAFe to the Next Level - netobjectives.net · Business Analyst, Architect, Usability Expert,...

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Transcript of Taking SAFe to the Next Level - netobjectives.net · Business Analyst, Architect, Usability Expert,...