The document discusses strategies for building a SAFe implementation, including defining the enterprise vision, creating an incremental rollout strategy, building a guiding coalition of leaders, organizing around value streams, executing the rollout incrementally, and addressing mindset and culture changes. It provides guidance on establishing a transformation team, training stakeholders, advocating for the changes, and focusing initially on the most important mindset issues.
Welcome/intros
Housekeeping
“Our job is to help you help other organizations”
To paraphrase Deming, “Our problems might be different, but the solutions can be universal”
We’re working together to solve problems
Why are we here? Better software makes the world a better place. (Bring up an example)… Thus we’re motivated for same purposes.
We lean heavily on Reinstein’s book in our thinking.
ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading.
Book starts with same principle: Decisions are based on economics.
Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad.
TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
We lean heavily on Reinstein’s book in our thinking.
ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading.
Book starts with same principle: Decisions are based on economics.
Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad.
TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
We lean heavily on Reinstein’s book in our thinking.
ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading.
Book starts with same principle: Decisions are based on economics.
Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad.
TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
We lean heavily on Reinstein’s book in our thinking.
ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading.
Book starts with same principle: Decisions are based on economics.
Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad.
TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
We lean heavily on Reinstein’s book in our thinking.
ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading.
Book starts with same principle: Decisions are based on economics.
Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad.
TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
We lean heavily on Reinstein’s book in our thinking.
ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading.
Book starts with same principle: Decisions are based on economics.
Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad.
TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.