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Executive Guide to SAFe 24 July 2014
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Al Shalloway CEO, Net Objectives
An Executive’s Guide to the Scaled Agile Framework
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Al Shalloway [email protected]
@AlShalloway
CEO, Founder
co-founder of Lean-Systems Society co-founder Lean-Kanban University
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Lean Enterprise
Business
Management
Team
ASSESSMENTS CONSULTING
TRAINING COACHING
Lean Management Project Management
Lean for Executives Product Portfolio Management Business Product Owner Product Owner
technical process
Onsite SPC Leading SAFe + with extended topics SAFe Architecture PM/PO
Kanban / Scrum ATDD / TDD / Design Patterns Dev ops
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Common Organizational Structure
Inspired by Dan North, BSC/ADP 2012
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What they can manage What they need to manage
Their people
• How busy they are
• Their “productivity”
The quality of work of their people
Hierarchical
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The Nature of Our Work
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We Manage This Way
even though value flows this way
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What they can manage What they need to manage
Their people
• How busy they are
• Their “productivity”
The quality of work of their people
Time-to-market
Effects of upstream groups on their teams
Effects of downstream groups on their teams
Hierarchical vs. Lean Management
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Who is managing the value?
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Time-to-Market
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How often does work wait?
Adding Value
Waiting Waiting
Adding Value Adding Value Adding Value
Adding Value Adding Value
What percent of the time is 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?
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What happens when adding value is delayed?
Between getting requirements and using them? Between writing a bug and it being detected? Between two groups getting out of sync?
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The Whole Picture
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1. Identify the actions taken in the value stream
Approve Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test
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0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs` 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action?
Approve Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test
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0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs` 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things?
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
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80 hrs 320 hrs 80 hrs 320 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs` 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
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80 hrs 320 hrs 80 hrs 320 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs` 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required
65% defective Repeat 3X
20% rejected Repeat 1X
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
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1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required 6. Calculate Process Cycle Efficiency:
80 hrs 320 hrs 80 hrs 320 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs` 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
Avg Time Worked Total Cycle Time
PCE = = 14.9% 509 hrs
3433 hrs
509 hrs
3433 hrs
Avg Time Worked Total Cycle Time
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hrs
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
80 hrs
80 hrs
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hand-offs
bottlenecks
information delay
untested code
unread requirements
transaction related
coordination related
finding
redoing
reworking
waiting
delay is
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80 hrs 320 hrs 80 hrs 320 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs` 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
Approve
0.5 / 0.0 hrs
Request
0.5 / 0.0 hr
Reqts
0.5 / 0.0 hrs
Sign Off
0.5 / 0.0 hrs
Review
0.5 / 0.0 hrs
Deploy
0.5 / 0.0 hrs
Analysis
0.5 / 0.0 hrs
Design
0.5 / 0.0 hrs
Code
0.5 / 0.0 hrs
Test
0.5 / 0.0 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
80 hrs
80 hrs
Eliminating delays between
what you do
Getting better at what you do
Which gives a better return?
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Time Available for New Features
Time to add new functionality
Years in future
Current
Time Spent Fixing Bugs Within and Across Systems
??? Years?
% o
f ca
pac
ity
Maximum capacity of the team
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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
Experience has shown that if you create a cross-functional co-located team you will improve 3x without changing your process.
Project 2
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First Order Solution
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Leaves Several Problems
How do we handle dependencies?
How do we handle product portfolio
management?
How do we feed the teams?
How do we best integrate?
What do we do with those that don’t
quite fit the model?
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Lean Changes Our View Tells us to look at the workflow, not the people We can’t manage it if we don’t see it Managing indirectly is not as powerful as managing it directly
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The Ideal Scrum Solution
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Why is this so hard to achieve?
Ignoring that it may be difficult to have one team build the entire product, there is still the problem of sharing particular people.
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What We Need to Do
• Identify, size, sequence work • Allocate our people to most important work • Don’t start what you can’t finish • Organize into teams and manage flow • Avoid interruptions coming from outside of business drivers • Avoid delays by:
• managing work in process • automating testing • Keeping teams in cadence • Continuously integrating • Drive from business alue
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A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale.
Scaled Agile Framework ®
w w w . S c a l e d A g i l e F r a m e w o r k . c o m
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lean thinking provides the tools we need
Respect for
People
Product
Development
Flow
Kaizen
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Goal: Speed, Value, Quality
THE GOAL
Sustainably shortest lead time
Best quality and value to people and society
Most customer delight, lowest cost, high morale, safety
All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non-value added wastes.
– Taiichi Ohno Agile is about delivering incremental business value, not team iterations
Alan Chedalawada
Most software problems will exhibit themselves as a delay. – Al Shalloway
Respect for
People
Product
Development
Flow
Kaizen
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respect for people
Develop individuals and teams; they build products
Empower teams to continuously improve
Build partnerships based on trust and mutual respect
Your customer is whoever consumes your work
Don’t trouble them
Don't overload them
Don't make them wait
Don't impose wishful thinking
Don't force people to do wasteful work
Equip your teams with problem-solving tools
Form long-term relationships based on trust
Respect for
People
Product
Development
Flow
Kaizen
PEOPLE
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Provide quality systems within which people can work
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Lean-Agile Software Development
Optimize to realize business value…
not just to improve development work.
Key Principles
Implement lean across
– an entire value stream – the complete product
Optimize the Whole
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Lean-Agile Software Development
Only work on things of value and that you know how to achieve.
Only start work that you know you can complete.
Key Principles
Not working on the most important things
Poor collaboration
Delays in workflow
Delays in feedback
Duplicate efforts
Re-learning
Technical Debt
Eliminate Waste
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product development flow
1. Take an economic view
2. Actively manage queues
3. Understand and exploit variability
4. Reduce batch sizes
5. Apply WIP constraints
6. Control flow under uncertainty: cadence and synchronization
7. Get feedback as fast as possible
8. Decentralize control
Reinertsen, Don. Principles of Product Development Flow
Respect for
People
Product
Development
Flow
Kaizen
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kaizen
BECOME RELENTLESS IN:
Reflection
Continuous improvement as an enterprise value
A constant sense of danger
Small steady, improvements
Consider data carefully, implement change rapidly
Reflect at milestones to identify and improve shortcomings
Use tools like retrospectives, root cause analysis, and value stream mapping
Protect the knowledge base by developing stable personnel and careful succession systems
Respect for
People
Product
Development
Flow
Kaizen
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Scaled Agile Framework ®
w w w . S c a l e d A g i l e F r a m e w o r k . c o m
Business Value Chunk
Minimal Business
Increment
Release Plan
(Features)
Team Backlogs (Stories)
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Scaled Agile Framework ®
w w w . S c a l e d A g i l e F r a m e w o r k . c o m
Teams work in cadence
Develop on cadence, deliver on demand
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Agility is about Business Value Increments not development cycles
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a system of delivering business value
A system is a network of interdependent components that work together to try to accomplish the aim of the system.
A system must have an aim. Without an aim, there is no system.
W. Edwards Deming
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drive from the portfolio
Portfolio Vision gives the system an aim Centralized strategy, decentralized execution Investment themes provide operating budgets for trains Kanban systems provide portfolio visibility and WIP limits Objective metrics support governance and kaizen Value description via Business and Architectural epics
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alignment more value is created with overall alignment than with local excellence. – Don Reinertsen
Clear content authority
Face-to-face planning
Aligned Team, Program and Business Owner objectives
Cross-team and cross-program coordination
Architecture and UX guidance
Match demand to throughput
Alig
nm
ent
Business Owners
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systems must be managed
A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system… The secret is cooperation between components toward the aim of the organization.
W. Edwards Deming
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the program level drives the teams Self-organizing, self-managing team-of-agile-teams Continuous value delivery Aligned to a common mission via a single backlog Common sprint lengths and estimating Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment Value description via Features and Benefits
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alignment, synchronization, and cadence
Todays’ development processes typically deliver information asynchronously in large batches. Flow based processes deliver information in a regular cadence of small batches.
Don Reinertsen
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Develop on Cadence, Deliver on Value Development occurs on a fixed cadence.
The business decides when value is released.
Deliver on Demand
Major Release Customer
Upgrade Customer Preview
Major Release New
Feature
Develop on Cadence
PSI PSI PSI PSI PSI
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program execution Agile Release Trains – self-organizing teams of agile teams – reliably and frequently deliver enterprise value
Driven by vision and roadmap
Lean, economic prioritization
Frequent, quality deliveries
Fast customer feedback
Fixed, reliable cadence
Regular inspect and adapt drives continuous improvement
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nothing beats an agile team • Empowered, self-organizing, self-managing cross-functional teams
• Valuable, fully-tested software increments every two weeks
• Scrum project management practices and XP-inspired technical practices
• Teams operate under program vision, system, architecture and user experience guidance
• Value description via User Stories
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transparency transparency builds confidence, alignment and trust
All backlogs and progress visible to all stakeholders
Objective reporting based on working, tested, evaluated code
Everyone understands backlog, capacity, velocity, WIP
Management leads and fosters open environment
Tran
spar
ency
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leading knowledge workers Workers are knowledge workers if they are more knowledgeable about the work they perform than their bosses.
Peter Drucker
Workers themselves are best placed to make decisions about how to perform their work and how to modify their processes
To effectively lead, the workers must be heard and respected
Knowledge workers have to manage themselves. They have to have autonomy.
Continuing innovation has to be part of their work, and their responsibility
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foundation: leadership
Take responsibility for Lean-Agile success
Understand and teach Lean-Agile behaviors
Are trained in practices and tools of continuous improvement
Teach problem solving and corrective action
See with their own eyes. “No useful improvement was ever invented at a desk.”
Managers develop people. People develop solutions.
Respect for
People
Product
Development
Flow
Kaizen
Management is trained and exhibits lean thinking
Bases decisions on this long term philosophy
Lean Thinking Manager-Teachers
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Conclusion
The foundation of Lean is leadership
The foundation of SAFe is YOU
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Next Steps Browse the framework
www.scaledagileframe.com
Read the book
Agile Software Requirements
Check out www.netobjectives.com/safe
Take a course
Leading SAFe in Atlanta, Charlotte, Dallas Milwaukee, Raleigh, San Jose, Seattle, Washington DC
Accelerate value delivery with your first Agile Release Train
Contact Net Objectives (see next slide)
Join the community at community.ScaledAgile.com
Become a SAFe Lean Thinking
Manager-Teacher
Launch Agile Release Trains
Leverage the Community
Join the community at community.ScaledAgile.com
Leverage the Community
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Agile at Scale consulting and implementation for a decade.
The premier provider of SAFe-related consulting and training.
The primary contributors to the materials in the SAFe code quality section.
Net Objectives
Technical Training
Design Patterns ATDD / TDD Emergent Design Scrum/XP
SAFe-Related Services
SPC Training Leading SAFe with Net Objectives Extensions Portfolio Management Product Manager and Product Owner Training SAFe Kanban SAFe consulting
Al Shalloway email: [email protected] Twitter tag @alshalloway Register at www.netobjectives.com/register to receive notices of monthly webinars See www.netobjectives.com/resources See upcoming Leading SAFe courses at www.netobjectives.com/events
Thank You
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