Executive Guide to SAFe 24 July An Executive s Guide to the Scaled Agile Framework.

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1 An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder co-founder of Lean-Systems Society co-founder Lean-Kanban University Copyright Net Objectives, Inc. All Rights Reserved 2 1

2 Lean for Executives Product Portfolio Management Business Product Owner Product Owner technical Team process Kanban / Scrum ATDD / TDD / Design Patterns Dev ops Business Lean Enterprise Manag ement Lean Management Project Management ASSESSMENTS CONSULTING TRAINING COACHING Onsite SPC Leading SAFe + with extended topics SAFe Architecture PM/PO Copyright Net Objectives, Inc. All Rights Reserved 3 Common Organizational Structure Inspired by Dan North, BSC/ADP 2012 Copyright Net Objectives, Inc. All Rights Reserved 4 2

3 Hierarchical What they can manage What they need to manage Their people How busy they are Their productivity The quality of work of their people Copyright Net Objectives, Inc. All Rights Reserved 5 The Nature of Our Work Copyright Net Objectives, Inc. All Rights Reserved 6 3

4 We Manage This Way even though value flows this way Copyright Net Objectives, Inc. All Rights Reserved 7 Hierarchical vs. Lean Management What they can manage Their people How busy they are Their productivity The quality of work of their people What they need to manage Time-to-market Effects of upstream groups on their teams Effects of downstream groups on their teams Copyright Net Objectives, Inc. All Rights Reserved 8 4

5 Who is managing the value? Copyright Net Objectives, Inc. All Rights Reserved 9 Time-to-Market Copyright Net Objectives, Inc. All Rights Reserved 10 5

6 How often does work wait? What percent of the time is work moving forward? How much of the time is it waiting for something else to be done? How would you know? No one is managing this in most companies. Waiting Waiting Waiting Adding Value Adding Value Adding Value Adding Value Adding Value Adding Value Copyright Net Objectives, Inc. All Rights Reserved 11 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? Copyright Net Objectives, Inc. All Rights Reserved 12 6

7 The Whole Picture Copyright Net Objectives, Inc. All Rights Reserved 13 Request Approve Reqts Sign Off Analysis Design Review Code Test Deploy 1. Identify the actions taken in the value stream Copyright Net Objectives, Inc. All Rights Reserved 14 7

8 Request Approve Reqts Sign Off Analysis 0.5 hrs 8 hrs 160 hrs 8 hrs 100 hrs Design Review Code Test Deploy 120 hrs` 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? Copyright Net Objectives, Inc. All Rights Reserved 15 Request Approve Reqts Sign Off Analysis 0.5 / 0.0 hr.1 / 7.9 hrs 60 / 100 hrs 1 / 7 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs 40 / 600 hrs 100 hrs Design Review Code Test Deploy 40 / 80 hrs 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 120 hrs` 2 hrs 280 hrs 240 hrs 3 / 5 hrs 8 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? Copyright Net Objectives, Inc. All Rights Reserved 16 8

9 Request Approve Reqts Sign Off 0.5 / 0.0 hr 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs 80 hrs Analysis 40 / 600 hrs 100 hrs 80 hrs Design Review Code Test Deploy 40 / 80 hrs 160 hrs 2 / 0 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs 3 / 5 hrs 8 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 Copyright Net Objectives, Inc. All Rights Reserved 17 Request Approve Reqts Sign Off 0.5 / 0.0 hr 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs 80 hrs Analysis 40 / 600 hrs 100 hrs 80 hrs Design Review Code Test Deploy 40 / 80 hrs 160 hrs 2 / 0 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 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 Copyright Net Objectives, Inc. All Rights Reserved 18 9

10 Request Approve Reqts Sign Off 0.5 / 0.0 hrs 0.5 / 0.0 hr 320 hrs.1 / 7.9 hrs.1 / 7.9 hrs hrs hrs 60 / 100 hrs hrs 320 hrs 1 / 7 hrs hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs Analysis 40 / 60 hrs 40 / 600 hrs 100 hrs 80 hrs Design Review Code Test 40 / 80 hrs hrs 160 hrs 2 / 0 hrs hrs 80 hrs 80 / 200 hrs hrs 80 hrs 40 / 200 hrs hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs Deploy 3 / 5 hrs hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 509 hrs PCE = = 14.9% 3433 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 Avg Time Worked 6. Calculate Process Cycle Efficiency: Total Cycle Time Copyright Net Objectives, Inc. All Rights Reserved 19 delay is finding redoing reworking waiting hand-offs bottlenecks information delay untested code unread requirements transaction related coordination related Copyright Net Objectives, Inc. All Rights Reserved 20 10

11 Request Approve Reqts Sign Off 0.5 / 0.0 hr 320 hrs 0.5 / 0.0 hrs hrs hrs 0.5 / 0.0 hrs 320 hrs 0.5 / 0.0 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8 hrs Analysis 0.5 / 0.0 hrs 100 hrs 80 hrs Design Review Code Test 0.5 / 0.0 hrs 160 hrs 0.5 / 0.0 hrs 80 hrs 0.5 / 0.0 hrs 80 hrs 0.5 / 0.0 hrs 80 hrs 120 hrs` 2 hrs 280 hrs 240 hrs Deploy 0.5 / 0.0 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X Which gives a better return? Getting better at what you do Eliminating delays between what you do Copyright Net Objectives, Inc. All Rights Reserved 21 Copyright Net Objectives, Inc. All Rights Reserved 22 11

12 % of capacity Executive Guide to SAFe 24 July 2014 Time Available for New Features Maximum capacity of the team Time to add new functionality Current Time Spent Fixing Bugs Within and Across Systems??? Years? Years in future Copyright Net Objectives, Inc. All Rights Reserved 23 legacy organization: matrix resources to projects Project 1 Project 2 Project 3 Project 4 Project N Copyright Net Objectives, Inc. All Rights Reserved 24 12

13 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 colocated team you will improve 3x without changing your process. Copyright Net Objectives, Inc. All Rights Reserved 25 First Order Solution Copyright Net Objectives, Inc. All Rights Reserved 26 13

14 Leaves Several Problems How do we feed the teams? How do we handle dependencies? How do we handle product portfolio management? What do we do with those that don t quite fit the model? How do we best integrate? Copyright Net Objectives, Inc. All Rights Reserved 27 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 Copyright Net Objectives, Inc. All Rights Reserved 28 14

15 The Ideal Scrum Solution Copyright Net Objectives, Inc. All Rights Reserved 29 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. Copyright Net Objectives, Inc. All Rights Reserved 30 15

16 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 Copyright Net Objectives, Inc. All Rights Reserved 31 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 A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale. Copyright Net Objectives, Inc. All Rights Reserved 32 16

17 lean thinking provides the tools we need Respect for People Product Development Flow Kaizen Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 33 Goal: Speed, Value, Quality Respect for People Product Development Flow Kaizen 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 THE GOAL Sustainably shortest lead time Best quality and value to people and society Most customer delight, lowest cost, high morale, safety Agile is about delivering incremental business value, not team iterations Alan Chedalawada Most software problems will exhibit themselves as a delay. Al Shalloway Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

18 respect for people Respect for People Product Development Flow PEOPLE Kaizen 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 problemsolving tools Form long-term relationships based on trust Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 35 Provide quality systems within which people can work Copyright Net Objectives, Inc. All Rights Reserved 36 18

19 Key Principles Lean-Agile Software Development Optimize the Whole Optimize to realize business value not just to improve development work. Implement lean across an entire value stream the complete product Copyright Net Objectives, Inc. All Rights Reserved 37 Key Principles Lean-Agile Software Development Eliminate Waste Only work on things of value and that you know how to achieve. Only start work that you know you can complete. Not working on the most important things Poor collaboration Delays in workflow Delays in feedback Duplicate efforts Re-learning Technical Debt Copyright Net Objectives, Inc. All Rights Reserved 38 19

20 product development flow 1. Take an economic view Respect for People Product Development Flow Kaizen 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 39 kaizen Respect for People BECOME RELENTLESS IN: Reflection Product Development Flow Kaizen 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

21 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) Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 41 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

22 Agility is about Business Value Increments not development cycles Copyright Net Objectives, Inc. All Rights Reserved 43 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 Copyright Net Objectives, Inc. All Rights Reserved 44 22

23 Alignment Executive Guide to SAFe 24 July 2014 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 45 alignment more value is created with overall alignment than with local excellence. Don Reinertsen Business Owners 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

24 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 Copyright Net Objectives, Inc. All Rights Reserved 47 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

25 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 Copyright Net Objectives, Inc. All Rights Reserved 49 Develop on Cadence, Deliver on Value Development occurs on a fixed cadence. The business decides when value is released. Customer Preview Major Release Customer Upgrade Major Release New Feature Deliver on Demand PSI PSI PSI PSI PSI Develop on Cadence Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

26 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 51 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

27 Transparency Executive Guide to SAFe 24 July 2014 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

28 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 55 foundation: leadership Lean Thinking Manager-Teachers Respect for People Product Development Flow Kaizen Management is trained and exhibits lean thinking Bases decisions on this long term philosophy 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 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved

29 Conclusion The foundation of Lean is leadership The foundation of SAFe is YOU Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 57 Next Steps Become a SAFe Lean Thinking Manager-Teacher Launch Agile Release Trains Browse the framework Read the book Agile Software Requirements Check out 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 Leverage the Community Contact Net Objectives (see next slide) Join the community at community.scaledagile.com Leverage the Community Join the community at community.scaledagile.com Copyright Net Objectives, Inc. All Rights Reserved 58 29

30 Net Objectives Agile at Scale consulting and implementation for a decade. The premier provider of SAFerelated consulting and training. The primary contributors to the materials in the SAFe code quality section. 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 Copyright Net Objectives, Inc. All Rights Reserved 59 Thank You Al Shalloway [email protected] Twitter Register at to receive notices of monthly webinars See See upcoming Leading SAFe courses at 30