Kyiv Project Management Day 2016 Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній Сайт конференції: http://pmday.org/ Спільнота в мережі Linkedin: http://bit.ly/PMDayLin Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB Twitter конференції: https://twitter.com/LvivPMDay

1. eleks.com
When SAFe is safe:
Agile по-дорослому
by Anna Mamaieva, Senior Project Manager

2. Let’s let's get acquainted
Senior Project Manager, ELEKS
7+ years in IT (Project/Product
Management)
• Mobile applications (iOS, Android)
• Web-solutions development and management
(Java, .Net)
• Product developing and Marketing
• Cross-functional team leadership
• SAFe Agile certified (2016)

3. Agenda
• Doing Agile vs. being Agile
• Do not trouble trouble until…
• House of rising Lean
• Framework overview

5. stateofagile.versionone.com

6. • Is responsiveness works as a differentiator?
• Future characterized by:
Understand level
of adaptivness
➔ high uncertainty?
➔ high levels of innovation vs. maintenance?
• Is the organization planning or undergoing a
major pivot or shift?
• Does first-to-market matter for our business?

7. Environment to scale right
● Leadership buy-in
Management should communicate goals consistently and often
to the rest of the organization
● Support autonomy
Teams should be allowed to create, inspect and adapt their own
processes
● Encourage collaboration
● Standardize only what is important
some standardization can help scale your agility by helping your
organization understand the big picture

8. Culture eats
strategy for
breakfast

9. ● Interfacing between teams
● Achieving technical consistency
● Interpretation of agile differs
between teams
● High-level requirements
management largely missing in
agile
● Gap between long and short term
planning
Coordination
challenges

10. LeSS, DAD or SAFe®?
Large-scale Scrum (LeSS)
regular Scrum applied in multiple levels to suit
large-scale development;
several feature teams under one Product Owner (PO)
Disciplined Agile Delivery (DAD)
people-first, learning-oriented hybrid agile
approach to IT solution delivery;
a modification of Scrum with elements added from a
variety of other methods
Scaled Agile Framework (SAFe®)
highly structured and prescriptive method;
differentiates between Team, Program, and
Portfolio levels
www.agilescaling.org

11. Embrace Lean-Agile values
House of Lean
LEADERSHIP
Respectfor
peopleandculture
Flow
Innovation
Relentless
improvement
VALUE
Value in the sustainably
shortest lead time
1. Take an economic view
2. Apply systems thinking
3. Assume variability; preserve options
4. Build incrementally with fast, integrated learning
cycles
5. Base milestones on objective evaluation of working
systems
6. Visualize and limit WIP, reduce batch sizes, and
manage queue lengths
7. Apply cadence, synchronize with cross-domain
planning
8. Unlock the intrinsic motivation of knowledge
workers
9. Decentralize decision-making

13. LEVELS

15. Portfolio, Value Stream,
Program, and Team levels
1. Each SAFe portfolio contains a set of Value Streams and the
additional elements necessary to provide funding and governance
for the products, services, and Solutions that the Enterprise needs to
fulfill some element of the business strategy.
2. The Value Stream Level is intended for builders of large and
complex solutions that typically require multiple ARTs
3. The Team and Program Levels make up the long-lived, self-
organizing virtual organization known as the Agile Release Train
(ART). Without teams, there can be no program.

16. The art of ART
1. The train departs the station and
arrives at the next destination on a
reliable schedule, which provides
for fixed cadence, standard ART
velocity, and predictable planning
(and in many cases, cadence-
based releases).
2. All “cargo,” including prototypes,
models, software, hardware,
documentation, etc., goes on the
train

17. THE PEOPLE

19. Roles and responsibilities
Team Level
small cross-functional teams that are empowered to make localized
decisions to get work done
Program Level
• The Release Train Engineer facilitates the activities of the Agile
Release Train, much like the Scrum Master facilitates the activities of
the team.
• Product Management is responsible for the Program Vision and
Roadmap.
• The System Architect/Engineer plays a critical role in helping align
teams in a common technical direction toward accomplishment of the
mission, Vision, and Roadmap.

20. Roles and responsibilities
Portfolio Level
• We have the Program Portfolio Management team responsible for
strategy and investment funding, program execution, and governance.
• The Enterprise Architect works across Value Streams and Agile
Release Trains to provide strategic technical guidance in such areas
as technology stack recommendations, interoperability of solutions,
and hosting strategies
• The Epic Owner is a role, not a title. This person takes responsibility
for the business case and implementation guidance of initiatives, called
Epics in SAFe

21. THE BACKLOGS

23. One backlog to rule them all
• The backlogs contain prioritized functionality and
enablers. Enablers are the exploration, architecture,
and infrastructure needed to support the functionality.
• Epics are identified and progressively elaborated as
they flow through the Portfolio Kanban System. The
Kanban System makes the strategic business initiatives
visible and brings a structured analysis process driven
by economics. There are Kanban Systems at the Value
Stream and Program Levels, as well.

24. THE CADENCE

26. Heartbeat and Release
• the Program Level, the teams on the Agile Release
Train work in 8 – 12 week increments, called Programs
Increments, or PIs. A PI begins with a higher level
planning event, called PI Planning, and ends with a
demo and retrospective known as “Inspect and Adapt.”
• The teams on the Agile Release Train develop on
cadence, but can release any time based on business
needs.
• At the Value Stream Level, additional coordination
activities may be required to align all Agile Release
Trains (and Suppliers) in the Value Stream.

27. VALUE DELIVERY

29. Budget meeting wishes
• The connection between the enterprise business strategy and the
Portfolio is through Strategic Themes.
• Budgets are allocated to Value Streams in order to decentralize
decisions which can be made quickly and efficiently at the Value
Stream Level.
• Sequencing of Epics, Capabilities, and Features is driven by a Lean
approach called Weighted Shortest Job First (WSJF) which looks at the
cost of delaying one item in order to do another.
• The Economic Framework is a set of decision rules that aligns
everyone to both the mission and the financial constraints.
• The business value delivered at the end of each Program Increment is
assessed by the Business Owners to measure planned vs. actual.

30. Inspired by Technology.
Driven by Value.
Find us at eleks.com
Have a question? Write to eleksinfo@eleks.com