Understand SAFe in 8 Pictures

1Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights ReservedLeffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
SAFe® in 8 Pictures
A Walkthrough of the Scaled Agile Framework®
NG Solutions
BY Ali Bentaleb, SPC, CSP,CSM, PMP, MBA, ITIL
AGILE TEAMS COACH & TRAINER

2Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
PROVEN
FRAMEWORK
RELENTLESS
IMPROVEMENT
CODE
QUALITY
THE
BACKLOGS THE CADENCE
THE PEOPLE
THE LEVELS
ECONOMIC
PRIORITIZATION
SAFe® in 8 Pictures

1.
PROVEN

•  SAFe is base of proven, integrated success patterns for
implementing the power of Lean-Agile management of
software development at enterprise
•  SAFe is an adaptive framework ready to help managing
complex software and hardware projects.
Integrated of success patterns

The case studies citing the business benefits
of SAFe

•  To find certified members of the SAFe community, navigate
to ScaledAgileAcademy.com, click on the Community
menu, and select Member Directory.
•  Look for SPC’s to train and coach your teams
bentaleb.ali@ngsolutions.ca
Be a part of the SAFe Community

Next Steps

SAFe Agilist (SA) Certification Process
Meet qualifications
Pass SA
Exam ?
What You Are
Certified SAFe Agilist (SA)
What You Get
•  SA certification mark
•  Access to
ScaledAgileAcademy.com
SA Members Only area
•  New workbook releases
•  Optional directory listing
Can retake after
60 days
Take
Leading SAFe
course from any SPC
Yes
No

SAFe Big Picture : Discover it in the next slides

2.
THE
LEVELS

Centralizing strategy and decentralizing execution
Project as Demand flow management
Agile budgeting
Decentralized, rolling-wave planning
Self managing Agile Release Train
Agile estimating and planning

Portfolio Level
•  Vision based on value stream delivery

•  Better adaptability
•  Faster value delivery
•  Lower cost and
overhead
ART 1
ART 2
ART 3
Portfolio Level
Program"
Portfolio"
Management"
"
PortfolioBacklog
•  Easy Strategic Planning and budgeting

•  Connect Strategy to Execution : Roadmaps
Portfolio Level Example using VersionOne tools

•  On line Enterprise Visibility and Tracking
Portfolio Level Example using VersionOne tools

Agile Release Train
Define new
functionality Implement
Acceptance
Test
Deploy
Repeat until further notice. Project chartering not required.
!  A virtual organization of 5 – 12 teams (50-125 individuals) that
plans, commits and executes together
!  Driven by Vision and Roadmap
!  Lean, economic prioritization
!  Frequent, quality deliveries and Fast customer feedback

Agile Release Train and DevOps

Program Level
!  Common cadence and sprint lengths and estimating
!  Aligned to a common mission via a single program backlog
!  Operates under architectural and UX guidance
!  Regular Inspect and Adapt drives continuous improvement
!  Value description via Features and Benefits

Team Level
!  Empowered, self-organizing, self-managing
cross-functional teams
!  Valuable, fully-tested software increments every
Sprint
!  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

Lean Management

The Goal : Value
THE GOAL :
!  Sustainably shortest lead time
!  Best quality and value to people and
society
!  Most customer delight, lowest
cost, high morale, safety

3.
THE
PEOPLE

Lean Thinking Provides the Tools We Need
People
!  Develop individuals and
teams; they build products
!  Empower teams to
continuously improve
!  Build partnerships based
on trust and mutual respect
Respectforpeople
andculture

The foundation: Leadership
LEADERSHIP:
! Management is trained in
lean thinking
! Bases decisions on this
long term philosophy
LEADERSHIP

People are:
! Trained in practices and tools od
continuous improvement
!  Teach problem solving and corrective
action
!  Develop people. People develop solution.
Key
Roles
Key
Teams
Managers and
Executives
empower
individuals and
teams

4.
THE
BACKLOGS

The Enterprise Backlog Model
!  A backlog is a list of things to
do. If a thing is in there, it
might get done. If it isn’t
there, there is no chance
that it will be started.
!  It represents opportunities,
not commitments.
!  The Enterprise Backlog
Model translates the
allocation of strategic
investments to the portfolio,
program, and team level
!  Detail is defined just-in-time
and progressively elaborated
Scaling the Backlog
Epics
are in the
Portfolio
Backlog
Features
are in the
Program
Backlog
Stories
are in the
Team
Backlog

Backlogs:
•  Backlog items are elaborated at a
level of detail appropriate to the
phase of development.
•  They are not commitments. Rather,
they represent opportunities.

4. Portfolio
Backlog
Epics/Features Stories
2. Review1. Funnel 3. Analysis
AGILE
TEAMS
A G I L E R E L E A S E T R A I N
A G I L E R E L E A S E T R A I N
Business
Epic
Business
Epic
Story
Spike
Story
Story
Story
Spike
Spike Spike
Spike
GO
Decision
Feasibility Implementation
PortfolioProgramTeam
Feature
Feature

Program Backlog
Capacity Allocation
New Features
Architecture
Product Management
(Content Authority)
WSJF Prioritization
Architect
(Design Authority),
WSJF Prioritization
Portfolio
Backlog
Team Backlogs
Alignment between Backlogs

5.
THE
CADENCE

Develop on Cadence. Release on Demand.
Development occurs on a fixed cadence.
The business decides when value is released.
Release on Demand
Major
Release Customer
Upgrade
Customer
Preview
Major
Release New
Feature
Develop on Cadence
PI PI PI PI PI

Synchronize to Assure Delivery
Sys 1 Sys 2 Sys 3 Sys 4 Sys 5 Sys 6 Sys 7 Sys 8
Iterate Iterate Iterate Iterate Iterate Iterate
PSI
PI
PI
Continuous
Integration
Continuous
Integration

6.
CODE
QUALITY

Agile

Architecture

Con/nuous

Integra/on

Test-‐First

Refactoring

Pair
Work

Collec/ve

Ownership

!  You can’t scale crappy code

Demonstrations of tested code at the Team and Program
Levels
Team
Demo
System
Demo

!  Design must be grown incrementally by those who best
know how to implement specific functionality
!  Evolves hand-in-hand with business functionality; constantly
tested and enabled by continuous refactoring and integration
!  Agile teams evolve the system design
!  System Architects provide architecture guidance
!  UX designers, security and data architects help guide the
train
!  The System Team collaborates with Agile teams and
System Architect to enhance system testability
Intentional Arch. and Emergent Design

Intentional Arch. and Emergent Design
Intentional Architecture and Emergent Design enable programs
to create and maintain large-scale solutions
Levelof
abstraction
High
Low
Teams
Intentional
Architecture
Emergent
Design
Now
System
Architect
The Principle of Early Contact:
Make early and meaningful contact
with the problem.
—Don Reinertsen

7.
RELENTLESS
IMPROVEMENT

RELENTLESS
!  A constant sense of danger
!  Small, steady improvements
!  Consider all data carefully, then
implement change rapidly
!  Reflect at key 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
“We can do better”
Respect for
People
Product
Development
Flow
Kaizen
BECOME RELENTLESS IN:
!  Reflection
!  Continuous improvement as
an Enterprise value

At a team level: The Sprint Retrospective
!  At the end of each iteration, the entire
team, including the Product Owner,
does the following:
–  Reflects on the results of the process
–  Learns from that examination
–  Adapts the process (and organization)
to produce better results
!  The team decides what is working well,
what isn’t, and what one thing they can
do differently next time
At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly. –Agile Manifesto
Read more: Davies and Sedley, Agile Coaching
Retro

At the program level : Inspect & Adapt
Retro
At regular intervals, team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly. –
Agile Manifesto

Inspect and Adapt Process
I&A has three parts:
!  Part 1. The PI demo
of the solution’s
current state to
program stakeholders
!  Part 2. Quantitative
measurement
!  Part 3. The problem
solving workshop
Inspect and Adapt (I&A) is to a Release Train what the sprint
demo and retrospective are to a team

Inspect & Adapt for Program Performance
The key question is “what can we do to improve overall
program performance?”
Part 1: The PSI Demo Part 2: Quantitative Measures
Part 3: The Problem Solving Workshop

8.
ECONOMIC
PRIORITIZATION

Retro

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