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Scaled Agile Framework (SAFe) 4.6 in U.S. Government

Short overview of explosive growth of SAFe in U.S. Government and across the world ...

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Scaled Agile Framework (SAFe) 4.6 in U.S. Government

  1. 1. Lean & Agile Enterprise Frameworks Using SAFe 4.6 to Manage U.S. Gov’t Agencies, Portfolios & Acquisitions Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf Dave’s NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU Dave’s NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34 Dave’s NEWEST Development Operations Security Video: http://youtu.be/X22kJAvx44A DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf Principles of Collaborative Contracting: http://davidfrico.com/collaborative-contract-principles.pdf DR. DAVID F. RICO, PMP, CSEP, EBAS, BAF, FCP, FCT, ACP, CSM, SAFE, DEVOPS
  2. 2. Author Background  Gov’t contractor with 36+ years of IT experience  B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.  Large gov’t projects in U.S., Far/Mid-East, & Europe 2   Career systems & software engineering methodologist  Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000  NASA, USAF, Navy, Army, DISA, & DARPA projects  Published seven books & numerous journal articles  Intn’l keynote speaker, 260 talks to 105,000 people  Specializes in metrics, models, & cost engineering  Cloud Computing, SOA, Web Services, FOSS, etc.  Professor at 7 Washington, DC-area universities
  3. 3. 3 Strategy vs. Tactics — Sun Tzu
  4. 4. 4  Portfolio. Subportfolio, program, project, operations  Portfolio Mgt. Manage these to achieve strategic obj.  Objectives. Includes efficiency, effectiveness, & value Definition of PORTFOLIO MANAGEMENT VISION MISSION STRATEGY & OBJECTIVES PORTFOLIO MANAGEMENT OPERATIONS PROGRAMS & PROJECTS ORGANIZATIONAL RESOURCES Skrabak, J. L. (2013). The standard for portfolio management (Third Edition). Newtown Square: PA: Project Management Institute.
  5. 5. Lean & Agile FRAMEWORK?  Frame-work (frām'wûrk') A support structure, skeletal enclosure, or scaffolding platform; Hypothetical model  A multi-tiered framework for using lean & agile methods at the enterprise, portfolio, program, & project levels  An approach embracing values and principles of lean thinking, product development flow, & agile methods  Adaptable framework for collaboration, teamwork, iterative development, & responding to change  Tools for agile scaling, rigorous and disciplined planning & architecture, and a sharp focus on product quality  Maximizes BUSINESS VALUE of organizations, programs, & projects with lean-agile values, principles, & practices Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education. 5 
  6. 6. 6  Time-centric way to compete on speed & time  Customer-centric model to optimize cost & quality  Pull-centric alternative to wasteful mass production Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com  What are Lean Values? Respectfor People&Culture Flow Innovation Relentless Improvement Value Leadership
  7. 7. Agile GOVERNMENT Timeline 7Mayner, S. (2018). Growing adoption of SAFe in government. Boulder, CO: Scaled Agile Academy. Viechnicki, P., & Kelkar, M. (2017). Agile by the numbers: A data analysis of agile development in the US federal government. Washington, DC: Deloitte, LLC. 80% of U.S. Gov’t Projects Use Agile Methods
  8. 8. Viechnicki, P., & Kelkar, M. (2017). Agile by the numbers: A data analysis of agile development in the US federal government. Washington, DC: Deloitte, LLC. 8 Cost Agility Length Agile GOVERNMENT Adoption Stress on Lean-Agile Collaboration
  9. 9. Factor eScrum SAFe LeSS DaD RAGE SPS Simple       Well-Defined    Web Portal   Books     Measurable  Results    Training & Cert  Consultants  Tools  Popularity    International    Fortune 500    Government   Lean-Kanban    Numerous lean-agile enterprise frameworks emerging  eScrum & LeSS were 1st (but SAFe & DaD dominate)  SAFe is the most widely-used (with ample resources) 9Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 2014 from http://davidfrico.com/safe-comparison.xls      Models of AGILE FRAMEWORKS
  10. 10. Mayner, S. (2018). Growing adoption of SAFe in government. Boulder, CO: Scaled Agile Academy. SAFe GOVERNMENT Adoption  SAFE ADOPTERS 10
  11. 11. 11Mayner, S. (2018). Growing adoption of SAFe in government. Boulder, CO: Scaled Agile Academy. SAFe GOVERNMENT EXAMPLES Moving SAFe sped adoption of new system capabilities and avoided $600 million in expenditures Wes Haga, Chief, U.S. Air Force Research Lab, Information Directorate, U.S. Air Force, Distributed Common Ground System Program (DCGS) SAFe at GSA enabled 100% on-time delivery, 25% less cost, 96.7% defect free, and 99.82% data migration Elizabeth Reed, Techflow, U.S. General Services Administration (GSA), Billing and Accounts Receivable Program IV&V Testing is completed within SAFe Sprints on the most mature Agile Release Train (ARTs) was a big win for us Mike O’Shea, Accenture Federal Services, U.S. State Department, Bureau of Consular Affairs Program We turned around a failing U.S. DoD Warfighter program Within 10 months using the Scaled Agile Framework (SAFe) Scott Keenan, JLVC PM, Joint Staff, Modeling & Simulation (M&S) Program for Joint Training Exercises SAFe at CMS increased employee satisfaction by 27%, reduced trouble tickets by 55%, and reduced system operations and maintenance costs by 60% Brent Weaver, CMS Director of Systems Implementation, Centers for Medicare and Medicaid Services (CMS), Center of Clinical Standards and Quality (CCSQ)
  12. 12. 12 Portfolio Management — Box
  13. 13.  Proven, public well-defined F/W for scaling Lean-Agile  Synchronizes alignment, collaboration, and deliveries  Quality, execution, alignment, & transparency focus     Leffingwell, D. (2018). Scaled agile framework (SAFe). Retrieved March 15, 2019 from http://www.scaledagileframework.com Scaled Agile Framework (SAFE) 13
  14. 14.  Leffingwell, D. (2018). Scaled agile framework (SAFe). Retrieved March 15, 2019 from http://www.scaledagileframework.com  Scrum created to address Agile team mgt.  SAFe created to address Agile program mgt.  PfMp created to address Portfolio management 14  PfMP vs. SAFE vs. Scrum SCALED AGILE FRAMEWORK PMI PFMP SCRUM
  15. 15. SAFe GOLDILOCKS Zone 15  Traditional project management is scope-based  Agile project management is primarily time-based  Batchsize, capacity, & time key to market response Rico, D. F. (2017). Lean triangle: Triple constraints. Retrieved December 17, 2017, from http://davidfrico.com/lean-triangle.pdf Sylvester, T. (2013). Waterfall, agile, and the triple constraint. Retrieved December 16, 2017, from http://tom-sylvester.com/lean-agile/waterfall-agile-the-triple-constraint Pound, E. S., Bell, J. H., Spearman, M. L. (2014). Factory physics: How leaders improve performance in a post-lean six sigma world. New York, NY: McGraw-Hill Education. WATERFALL LEANAGILE Scope Cost Time CostTime Scope Batchsize Capacity Time Scope Drives Resources Batchsize Drives Lead/Cycle Time Time Drives Scope RESOURCE PERFORMANCE BUSINESS VALUE MARKET RESPONSE CONSTRAINTS ESTIMATES
  16. 16. SAFe ANTI-PATTERNS 16  SAFe is NOT a U.S. Government Hierarchy  SAFE is NOT a Contract Hierarchy/Bureaucracy  SAFe is DEFINITELY NOT a Waterfall Life Cycle Rico, D. F. (2017). Scaled agile framework (SAFe) arguments: Point vs. counterpoint. Retrieved December 17, 2017, from http://davidfrico.com/safe-arguments.pdf PORT- FOLIO LARGE SOLUTION PROGRAM TEAM LARGE SOLUTION PROGRAM TEAM PORTFOLIO Portfolio Large Solution Team Program
  17. 17. 17  SAFe EPIC-MVP Teams  SAFe cross functional teams cut across levels  Inc. portfolio, solution, program, & team functions  Purpose is to shepherd epics through value streams Epic-MVP Teams Rico, D. F. (2017). A short scaled agile framework (SAFe) case study. Retrieved December 17, 2017, from http://davidfrico.com/safe-case-study.pdf
  18. 18. SAFe CROSS FUNCTIONAL Teams 18  SAFe Epic-MVP teams consist of diverse personnel  Teams range from Epic owners through development  Include scoping, analysis, planning, & implementation Rico, D. F. (2017). A short scaled agile framework (SAFe) case study. Retrieved December 17, 2017, from http://davidfrico.com/safe-case-study.pdf System Arch/Eng Product Mgmt RTE Solution Arch/Eng Solution Mgmt STE Epic Owners Enterprise Architect Lean Portfolio Mgt Dev Team Product Owner Scrum Master ● ONE TEAM VS. HIERARCHY ● ALIGNMENT OF WHOLE TEAM ● BOTTOM UP DECISION MAKING PREFERRED BY U.S. GOVERNMENT ● LEAN, JUST-IN-TIME, FRICTION-FREE ● CODIFIES LEAN-AGILE BEST PRACTICES ● FULL TRANSPARENCY & COMMUNICATION  USAF, USA, CDC, CIA, CMS, USC, USCG, DOD, DFAS, DHS, FAA, FBI, GSA, HHS, DOJ, USMC, NASA, NGA, NIH, NNSA, NRO, NSA, USN, SSA, DOS, USPTO, USPS, VA, ETC.
  19. 19.  19  Portfolio & program epics begin at top levels  Epics scoped, analyzed, & split by tech. architects  Narrow epics are built, tested, deployed, & evaluated    Epic-MVP Evolution SAFe EPIC Evolution Leffingwell, D. (2018). Scaled agile framework (SAFe). Retrieved March 15, 2019 from http://www.scaledagileframework.com
  20. 20. 20  Late big bang integration increases WIP backlog  Agile testing early and often reduces WIP backlog  CI/CD/DevOps lower WIP, Cycle Time, & Lead Time Nightingale, C. (2015). Seven lean metrics to improve flow. Franklin, TN: LeanKit.  KANBAN BOARD CUMULATIVE FLOW DIAGRAM LEAD TIME & CYCLE TIME PUTTING IT ALL TOGETHER SAFe METRICS
  21. 21. 21Leffingwell, D. (2015). Scaled agile framework (SAFe). Retrieved June 12, 2015 from http://www.scaledagileframework.com SAFe METRICS—Cont’d
  22. 22. SAFe BENEFITS 22Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC. Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt  Cycle time and quality are most notable improvement  Productivity on par with Scrum at 10X above normal  Data shows SAFe scales to teams of 1,000+ people Benefit Nokia SEI Telstra BMC Trade Station Discount Tire Valpak Mitchell John Deere Spotify Comcast Average App Maps Trading DW IT Trading Retail Market Insurance Agricult. Cable PoS Weeks 95.3 2 52 52 52 52 51 People 520 400 75 300 100 90 300 800 150 120 286 Teams 66 30 9 10 10 9 60 80 15 12 30 Satis 25% 29% 15% 23% Costs 50% 10% 30% Product 2000% 25% 10% 678% Quality 95% 44% 50% 50% 60% Cycle 600% 600% 300% 50% 300% 370% ROI 2500% 200% 1350% Morale 43% 63% 10% 39%   
  23. 23. 23  Leffingwell, D. (2019). Scaled agile framework (SAFe). Retrieved June 12, 2019 from http://www.scaledagileframework.com  Roadmap necessary for successful SAFe introduction  Traditional big-bang—story maps & incrementalism okay  Keys are top-down commitment, training, & resources SAFe ROADMAP—Top-Down (Big Bang)
  24. 24. SAFe Assessments 24  SAFe health radar tools rapidly emerging  Captures most SAFe dimensions and variables  Includes portfolio, solution, program, & team level Elatta, S. (2015). Agility health radar. Omaha, NE: Agile Transformation, Inc.
  25. 25. SAFe Automation 25  Numerous SAFe Agile ALM tools emerging  VersionOne, Rally, Jira, & Azure-DevOps popular  Advanced visualizations include iObeya & Rentouch http://www.iobeya.com & http://www.medium.com/rentouch
  26. 26. SAFe ADOPTION  Over 450,000 SAFe professionals globally (& growing)  Over 70% of U.S. firms have SAFe certified people  50% prefer SAFe for scaling lean-agile principles 26  Irani, Z. (2017). Scaling agile report: The first annual edition. Foster City, CA: CPrime, Inc. Leffingwell, D. (2019). Scaled agile framework (SAFe): Scaled Agile Story. Retrieved June 12, 2019 from https://www.scaledagile.com/about/about-us   50% ACCORDING TO NEW CPRIME SURVEY   450,000 SAFE CERTIFIED PROFESSIONALS IN 2019 450,000 50% 70% 110+ 3.0 13th 30% 16% for Scrum of Scrums 230 50
  27. 27. SAFe SUMMARY 27  SAFe is overarching framework for Lean-Agile thinking  SAFe like US Digital Service Playbook/Agile Manifesto  SAFe used by over 450,000 people in 70% of IT firms  SAFe is preferred approach for U.S. gov’t IT contracts  SAFe supports CI, CD, DevOps, AppSec, UX, and DoE  SAFe is extremely well-defined in books and Internet  SAFe has ample training, certification, consulting, etc.  SAFe leads to increased productivity and quality  SAFe supported by dozens of automated ALM tools  SAFe based on soft-skills—visualization, conversation, cooperation, collaboration, transparency, trust, etc.      
  28. 28. 28 Portfolio Management — Porter
  29. 29. SAFe RESOURCES  Guides to lean systems & software development  Illustrates key principles, concepts, and practices  Keys to applying lean ideas systems development 29  Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education. Yakyma, A. (2016). The rollout: A novel about leadership and building a lean-agile enterprise with safe. Boulder, CO: Yakyma Press. Leffingwell, D. (2018). SAFe reference guide: Scaled agile framework for lean enterprises. Boston, MA: Pearson Education. Knaster, R., & Leffingwell, D. (2018). SAFe distilled: Applying the scaled agile framework for lean enterprises. Boston, MA: Pearson Education.
  30. 30. Lean-Thinking RESOURCES  Guides to lean economics, science, and thinking  Illustrate key principles of just-in-time supply chains  Keys to apply lean-thinking at strategic-tactical levels 30  Hopp, W. J. (2008). Supply chain science. Long Grove, IL: Waveland Press. Hopp, W. J., & Spearman, M. L. (2008). Factory physics. Long Grove, IL: Waveland Press. Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas. Pound, E. S., Bell, J. H., Spearman, M. L. (2014). Factory physics: How leaders improve performance in a post-lean six sigma world. New York, NY: McGraw-Hill Education. Schrage, M. (2014). The innovator's hypothesis: How cheap experiments are worth more than good ideas. Boston, MA: MIT Press. LEAN PORTFOLIO MANAGEMENT (LPM) RESOURCES • http://youtu.be/gMS_5akjEBs (video) • http://kanbanize.com/kanban-resources/portfolio-kanban (whitepaper)
  31. 31. Lean-Agile VIDEOS & WHITEPAPERS 31  Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile methods: Maximizing ROI with right- sized processes and documentation. Ft. Lauderdale, FL: J. Ross, http://www.amazon.com/dp/1604270314  Rico, D. F. (2014). 18 reasons why agile cost of quality (CoQ) is a fraction of traditional methods. Retrieved June 25, 2014, from http://davidfrico.com/agile-vs-trad-coq.pdf  Rico, D. F. (2017). U.S. DoD vs. Amazon: 18 architectural principles to build fighter jets like Amazon Web Services using DevOps. Retrieved January 26, 2017, from http://davidfrico.com/dod-agile-principles.pdf  Rico, D. F. (2018). Agile project management fundamentals: Challenges of scaling agile methods. Retrieved December 14, 2018, from http://1drv.ms/u/s!AqQaUHVF8mpO-DGDl_Nm8tHLV0BX  Rico, D. F. (2018). Lean & agile contracts: 21 principles of collaborative contracts and relationships. Retrieved June 29, 2018, from http://davidfrico.com/collaborative-contract-principles.pdf  Rico, D. F. (2018). Using SAFe 4.5 to transform a $200 million U.S. healthcare portfolio. Retrieved November 19, 2018 from http://davidfrico.com/safe-case-study-ii.pdf  Rico, D. F. (2019). Business value of lean leadership: 22 Attributes of successful business executives, directors, and managers. Retrieved April 27, 2019, from http://davidfrico.com/rico19a.pdf  Rico, D. F. (2019). Dave's 20-minute lean and agile YouTube videos. Retrieved April 4, 2019, from http://davidfrico.com/daves-videos.htm  Rico, D. F. (2019). Top lean videos. Retrieved April 25, 2019, from http://davidfrico.com/top-lean-videos.htm  Rico, D. F. (2019). Top SAFe videos. Retrieved April 7, 2019, from http://davidfrico.com/top-safe-videos.htm
  32. 32. Dave’s PROFESSIONAL CAPABILITIES 32 Software Quality Mgt. Technical Project Mgt. Software Development Methods Leadership & Org. Change Cost Estimates & Scheduling Acquisition & Contracting Portfolio & Program Mgt. Strategy & Roadmapping Lean, Kanban, & Six Sigma Modeling & Simulations Big Data, Cloud, NoSQL Workflow Automation Metrics, Models, & SPC BPR, IDEF0, & DoDAF DoD 5000, TRA, & SRA PSP, TSP, & Code Reviews CMMI & ISO 9001 Innovation Management Statistics, CFA, EFA, & SEM Evolutionary Design Systems Engineering Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc. Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOpsSec, etc. STRENGTHS – Lean & Agile Thinking • 360 Leadership Assessments • Executive & Agile Coaching • Enterprise Business Agility • Agile Acquisition Contracts • Scaled Agile Framework (SAFe) • DevOps + Security (DevOpsSec) • Cloud Computing/Amazon Web Svcs. • Portfolio, Program, & Project Mgt. • 5x5x5 Innovation & Marketing Sprints • Strategic Planning & Technology Roadmaps • Program Increment & Big Room Planning • Emergent & Evolutionary Microservices • Exploratory MVP, MVA, & MMF Experiments • Lean Startup Product-Focused Value Streams • Performance Metrics, Measures & Dashboards ● Data mining. Metrics, benchmarks, & performance. ● Simplification. Refactoring, refinement, & streamlining. ● Assessments. Audits, reviews, appraisals, & risk analysis. ● Coaching. Diagnosing, debugging, & restarting stalled projects. ● Business cases. Cost, benefit, & return-on-investment (ROI) analysis. ● Communications. Executive summaries, white papers, & lightning talks. ● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans. PMP, CSEP, EBAS, BAF, FCP, FCT, ACP, CSM, DEVOPS, & SAFE 36+ YEARS IN IT INDUSTRY

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