Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Business Value of Agile Methods: Its Leadership ConsiderationsDavid Rico
Agile methods provide benefits over traditional approaches such as lower costs, fewer defects, and higher success rates. Studies show that agile projects have lower costs by 61% on average and 93% fewer defects. Agile adoption is widespread, with 80% of organizations using some agile practices. The number of certified scrum masters has doubled in two years, yet there remains a shortage of qualified agile practitioners. Agile is used successfully across many industries, including highly regulated domains.
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...David Rico
This is a presentation on the "Business Value of Continuous Integration, Continuous Delivery, & DevOps(Sec): Scaling Up to Billion User Global Systems of Systems Using End-to-End Automation & Containerized Docker Ubuntu Cloud Image-Based Microservices," which are late-breaking 21st century approaches for rapidly and cost-effectively building high-quality global information systems, minimum viable products, minimum marketable features, service oriented architectures, web services, and microservices using containerization and end-to-end automation.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
This document provides information about Dr. David F. Rico and his background and work related to lean, agile, and organizational leadership. It includes a summary of his experience and credentials, lists several publications and videos by Dr. Rico on related topics, and discusses some of the challenges organizations face and the need for new approaches to remain competitive. It also briefly covers traditional and emerging models of lean, agile, and leadership. The document aims to establish Dr. Rico as an expert in these fields and provide resources for readers.
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
This document presents a metamodel for business agility created by Dave Rico in 2015-2016. The metamodel analyzes 18 major approaches to business agility across 8 dimensions: strategic agility, cultural agility, process agility, product & service agility, technology agility, IT infrastructure agility, organization design agility, and capital infrastructure agility. Each dimension contains attributes that help define business agility. The metamodel provides a framework for understanding the key elements of an agile business.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Business Value of Agile Methods: Its Leadership ConsiderationsDavid Rico
Agile methods provide benefits over traditional approaches such as lower costs, fewer defects, and higher success rates. Studies show that agile projects have lower costs by 61% on average and 93% fewer defects. Agile adoption is widespread, with 80% of organizations using some agile practices. The number of certified scrum masters has doubled in two years, yet there remains a shortage of qualified agile practitioners. Agile is used successfully across many industries, including highly regulated domains.
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...David Rico
This is a presentation on the "Business Value of Continuous Integration, Continuous Delivery, & DevOps(Sec): Scaling Up to Billion User Global Systems of Systems Using End-to-End Automation & Containerized Docker Ubuntu Cloud Image-Based Microservices," which are late-breaking 21st century approaches for rapidly and cost-effectively building high-quality global information systems, minimum viable products, minimum marketable features, service oriented architectures, web services, and microservices using containerization and end-to-end automation.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
This document provides information about Dr. David F. Rico and his background and work related to lean, agile, and organizational leadership. It includes a summary of his experience and credentials, lists several publications and videos by Dr. Rico on related topics, and discusses some of the challenges organizations face and the need for new approaches to remain competitive. It also briefly covers traditional and emerging models of lean, agile, and leadership. The document aims to establish Dr. Rico as an expert in these fields and provide resources for readers.
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
This document presents a metamodel for business agility created by Dave Rico in 2015-2016. The metamodel analyzes 18 major approaches to business agility across 8 dimensions: strategic agility, cultural agility, process agility, product & service agility, technology agility, IT infrastructure agility, organization design agility, and capital infrastructure agility. Each dimension contains attributes that help define business agility. The metamodel provides a framework for understanding the key elements of an agile business.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Lean & Agile Methods & Frameworks: Perspectives on Kanban for ITDavid Rico
This document provides an overview of lean and agile concepts as applied to IT projects, including:
- Lean thinking aims to eliminate waste from processes to maximize value. It originated from Toyota's production system and was later adapted to product development.
- Agile methods deliver working software frequently through short iterations to respond quickly to change. They value individuals, collaboration, and adaptability.
- Lean and agile concepts intersect as agile naturally supports lean principles like small batches and continuous flow. When combined, they aim to deliver maximum value with minimal waste.
ROI of Organizational Agility for Transforming 21st Century EnterprisesDavid Rico
A short survey and overview of the top studies, factors, and statistical results of public sector, enterprise, organizational, and business agility (along with extensive summary tables for quick analysis, quotation, and further usage) ...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
Business Value of Agile Methods: Using ROI & Real OptionsDavid Rico
The document provides background on agile methods and their business value compared to traditional project management approaches. It discusses how agile methods can help address issues like cost overruns, defects, and project failures seen in many traditional projects. The document summarizes research showing that agile projects have significantly better outcomes in terms of costs, quality, and success rates compared to traditional approaches.
Business Value of Agile Human Resources (AHR)David Rico
A short overview of the field of Agile Human Resources (AHR), motivations and challenges, definitions, lean and agile values and principles, agile human resources frameworks and models, video case studies, popular industry surveys, exercises, textbooks, and much more!
Lean & Agile Project Manaagement: Its Leadership ConsiderationsDavid Rico
The document provides an overview of lean and agile project management and its leadership considerations. It begins with introducing the author's background and credentials in agile project management. It then discusses the need for agile project management by highlighting the high failure rates of traditional projects. The rest of the document outlines an agenda for covering topics including an introduction to agile project management, the model of agile project management, the phases of agile project management, scaling agile project management, and metrics for agile project management.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Scaled Agile Framework (SAFe) 4.6 in U.S. GovernmentDavid Rico
This document provides an overview of the Scaled Agile Framework (SAFe) and its adoption in government contexts. It discusses how SAFe is a proven framework for scaling lean-agile practices to the enterprise level through alignment, collaboration, and synchronized deliveries. Examples are given of large government programs in the US Air Force, General Services Administration, State Department, and others that have benefited from adopting SAFe through increased on-time delivery, lower costs, higher quality, and improved employee satisfaction.
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Business Value of Agile Methods: Using ROI and REal OptionsDavid Rico
This document discusses the benefits of agile methods for business value using return on investment and real options analysis. It provides background on the author who has extensive experience in government IT projects. It then outlines some of the challenges facing projects today such as reduced budgets, demanding customers, and obsolete skills. It also notes that software is a major cost driver for DoD systems. The document discusses how traditional projects often result in poor quality, scope changes, and low productivity. Finally, it indicates that requirements defects are a primary reason projects fail and that more than 65% of requirements are never used.
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
Business Value of Agile Methods: Using Return on InvestmentDavid Rico
This document provides an overview of measuring the business value of agile methods using return on investment. It discusses sources of business value from agile methods based on surveys. It also outlines various measures that can be used to calculate the business value and return on investment of agile methods, including costs, benefits, benefit-cost ratio, return on investment, net present value, and breakeven point.
Business Value of Agile Methods: Benefits of Testing Early & OftenDavid Rico
Agile testing involves testing early and often through practices like test-driven development and continuous integration. It provides benefits like faster delivery of value, lower costs, fewer defects, and manageable risk compared to traditional testing approaches. Key aspects of agile testing include automated builds and testing, frequent inspections, generation of reports and documentation, and deployment of working software. Companies like Google have shown how agile testing can be scaled to very large projects with thousands of developers running millions of tests daily.
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Lean & Agile Methods & Frameworks: Perspectives on Kanban for ITDavid Rico
This document provides an overview of lean and agile concepts as applied to IT projects, including:
- Lean thinking aims to eliminate waste from processes to maximize value. It originated from Toyota's production system and was later adapted to product development.
- Agile methods deliver working software frequently through short iterations to respond quickly to change. They value individuals, collaboration, and adaptability.
- Lean and agile concepts intersect as agile naturally supports lean principles like small batches and continuous flow. When combined, they aim to deliver maximum value with minimal waste.
ROI of Organizational Agility for Transforming 21st Century EnterprisesDavid Rico
A short survey and overview of the top studies, factors, and statistical results of public sector, enterprise, organizational, and business agility (along with extensive summary tables for quick analysis, quotation, and further usage) ...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
Business Value of Agile Methods: Using ROI & Real OptionsDavid Rico
The document provides background on agile methods and their business value compared to traditional project management approaches. It discusses how agile methods can help address issues like cost overruns, defects, and project failures seen in many traditional projects. The document summarizes research showing that agile projects have significantly better outcomes in terms of costs, quality, and success rates compared to traditional approaches.
Business Value of Agile Human Resources (AHR)David Rico
A short overview of the field of Agile Human Resources (AHR), motivations and challenges, definitions, lean and agile values and principles, agile human resources frameworks and models, video case studies, popular industry surveys, exercises, textbooks, and much more!
Lean & Agile Project Manaagement: Its Leadership ConsiderationsDavid Rico
The document provides an overview of lean and agile project management and its leadership considerations. It begins with introducing the author's background and credentials in agile project management. It then discusses the need for agile project management by highlighting the high failure rates of traditional projects. The rest of the document outlines an agenda for covering topics including an introduction to agile project management, the model of agile project management, the phases of agile project management, scaling agile project management, and metrics for agile project management.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Scaled Agile Framework (SAFe) 4.6 in U.S. GovernmentDavid Rico
This document provides an overview of the Scaled Agile Framework (SAFe) and its adoption in government contexts. It discusses how SAFe is a proven framework for scaling lean-agile practices to the enterprise level through alignment, collaboration, and synchronized deliveries. Examples are given of large government programs in the US Air Force, General Services Administration, State Department, and others that have benefited from adopting SAFe through increased on-time delivery, lower costs, higher quality, and improved employee satisfaction.
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Business Value of Agile Methods: Using ROI and REal OptionsDavid Rico
This document discusses the benefits of agile methods for business value using return on investment and real options analysis. It provides background on the author who has extensive experience in government IT projects. It then outlines some of the challenges facing projects today such as reduced budgets, demanding customers, and obsolete skills. It also notes that software is a major cost driver for DoD systems. The document discusses how traditional projects often result in poor quality, scope changes, and low productivity. Finally, it indicates that requirements defects are a primary reason projects fail and that more than 65% of requirements are never used.
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
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This document discusses DevOps and the benefits of adopting DevOps practices based on research from the DevOps Research and Assessment (DORA) organization. Some key points include:
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- Adopting cloud infrastructure and containers, rather than outsourcing, is correlated with better software delivery performance. Additionally, organizational culture focused on learning contributes to high performance.
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Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
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This document provides a summary of Dick Kramer's career experience as an ERP Business Leader with over 30 years of experience delivering SAP implementations. He has experience leading large global implementation projects across multiple industries. Currently, he works as a Senior Program/Project Manager for KRA-Tech, Inc. and has led implementations for large companies including Johnson-Matthey, Navigant Consulting, Keurig Green Mountain Coffee, and Crocs.
This document discusses the history and evolution of Agile practices over three waves:
1) Agile teams (1995-2013) which focused on team-level practices like Scrum, XP, and the Agile Manifesto.
2) Agile at scale (2007-present) addressing frameworks for larger organizations like SAFe, LeSS, and Scrum@Scale.
3) Business agility (2009-present) expanding Agile beyond software to transform management practices and business models with approaches like management 3.0, lean startup, and team topologies.
Next Generation Project Management: Evolving, Transforming and Adapting to th...Kaali Dass PMP, PhD.
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The People Model and Cloud Transformation | AWS Public Sector Summit 2016Amazon Web Services
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This document provides an overview of a two-day PMI-ACP exam prep course. It outlines the course agenda, including introductions, an overview of the PMI-ACP exam requirements, and references. The exam requirements section specifies the experience and training needed to sit for the PMI-ACP exam, including 2000 hours of general project experience, 1500 hours of agile experience, and 21 hours of agile training. The document also notes that the exam will test knowledge of agile fundamentals and tools/techniques.
The document discusses Booz Allen Hamilton's efforts to improve collaboration and knowledge management over time. It describes transitioning from separate systems like SharePoint 2003 and Hello to an integrated platform in 2010. Key lessons learned include obtaining leadership buy-in, focusing on adoption over tools, and allowing solutions to evolve dynamically based on user needs. The goal is providing flexible, accessible information and collaboration wherever users require.
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Growth of SAFe in Government Acquisitions, Contracts, & Portfolios
1. Lean & Agile
Enterprise Frameworks
Using SAFe 4.5 to Manage U.S. Gov’t
Agencies, Portfolios & Acquisitions
Dr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, DEVOPS
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
2. Author Background
Gov’t contractor with 35+ 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, 215 talks to 20,900+ people
Specializes in metrics, models, & cost engineering
Cloud Computing, SOA, Web Services, FOSS, etc.
Professor at 7 Washington, DC-area universities
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. 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
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. Rico, D. F., Sayani, H. H., & Field, R. F. (2008). History of computers, electronic commerce, and agile methods. In M. V. Zelkowitz (Ed.), Advances in computers:
Emerging technologies, Vol. 73. San Diego, CA: Elsevier. 7
Agile METHODS Timeline
SCRUM
DSDM
XP
FDD
CRYSTAL
LEAN
AGILE
MANIFESTO
NEW NPD
GAME !!!
8. Rico, D. F. (2017). U.S. government agile adoption curve. Retrieved September 15, 2017, from http://davidfrico.com/dod-agile-adoption.pdf 8
Agile GOVERNMENT Adoption Curve
9. Agile GOVERNMENT Timeline
9Mayner, 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
10. Viechnicki, P., & Kelkar, M. (2017). Agile by the numbers: A data analysis of agile development in the US federal government. Washington, DC: Deloitte, LLC. 10
Cost
Agility
Length
Agile GOVERNMENT Adoption
11. 11
Numerous models of agile portfolio mgt. emerging
Based on lean-kanban, release planning, and Scrum
Include organization, program, & project management
Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.
Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.
Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.
Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.
Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance
Schwaber, K. (2015). The definitive guide to nexus: The exoskeleton of scaled scrum development. Lexington, MA: Scrum.Org
Models of AGILE FRAMEWORKS
ESCRUM
- 2007 -
SAFe
- 2007 -
LESS
- 2007 -
DAD
- 2012 -
RAGE
- 2013 -
SPS
- 2015 -
Product Mgt
Program Mgt
Project Mgt
Process Mgt
Business Mgt
Market Mgt
Strategic Mgt
Portfolio Mgt
Program Mgt
Team Mgt
Quality Mgt
Delivery Mgt
Business Mgt
Portfolio Mgt
Product Mgt
Area Mgt
Sprint Mgt
Release Mgt
Business Mgt
Portfolio Mgt
Inception
Construction
Iterations
Transition
Business
Governance
Portfolio
Program
Project
Delivery
Product Mgt
Program Mgt
Sprint Mgt
Team Mgt.
Integ Mgt.
Release Mgt
12. 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
Agile Enterprise F/W COMPARISON
Numerous lean-agile enterprise frameworks emerging
eScrum & LeSS were 1st (but SAFe & DaD dominate)
SAFe is the most widely-used (with ample resources)
12Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 2014 from http://davidfrico.com/safe-comparison.xls
13. 13Mayner, S. (2018). Growing adoption of SAFe in government. Boulder, CO: Scaled Agile Academy.
SAFe GOVERNMENT Adoption
SAFE ADOPTERS
14. 14Mayner, 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
SAFe at GSA enabled 100% on-time delivery, 25% less cost,
96.7% defect free, and 99.82% data migration
IV&V Testing is completed within SAFe Sprints on the most
mature Agile Release Train (ARTs) was a big win for us
We turned around a failing U.S. DoD Warfighter program
Within 10 months using the Scaled Agile Framework (SAFe)
Wes Haga, Chief, U.S. Air Force Research Lab, Information Directorate, U.S.
Air Force, Distributed Common Ground System Program (DCGS)
Elizabeth Reed, Techflow, U.S. General Services Administration (GSA),
Billing and Accounts Receivable Program
Mike O’Shea, Accenture Federal Services, U.S. State Department,
Bureau of Consular Affairs Program
Scott Keenan, JLVC PM, Joint Staff, Modeling & Simulation (M&S) Program
for Joint Training Exercises
16. Large
Solution
Program
16
Proven, public well-defined F/W for scaling Lean-Agile
Synchronizes alignment, collaboration, and deliveries
Quality, execution, alignment, & transparency focus
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved July 4, 2017 from http://www.scaledagileframework.com
Portfolio
Team
Scaled Agile Framework (SAFE)
17.
Scrum created to address Agile team mgt.
SAFe created to address Agile program mgt.
PfMp created to address Portfolio management
17Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.
PfMP vs. SAFE vs. Scrum
Large
Solution
Program
Portfolio
Team
SCALED AGILE
FRAMEWORK
PMI PFMP
SCRUM
18. SAFe GOLDILOCKS Zone
18
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
19. SAFe ANTI-PATTERNS
19
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
20. 20
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
21. SAFe CROSS FUNCTIONAL Teams
21
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.
22. 22
Portfolio & program epics begin at top levels
Epics scoped, analyzed, & split by tech. architects
Narrow epics are built, tested, deployed, & evaluated
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved July 4, 2017 from http://www.scaledagileframework.com
Epic-MVP
Evolution
SAFe EPIC Evolution
Large
Solution
Program
Portfolio
Team
23. SAFe PORTFOLIO Level
Business objectives mapped to strategic themes
Enterprise architecture, Kanban, & economic cases
Value delivery via epics, enablers, and solution trains
23
AGILE PORTFOLIO MANAGEMENT
● Organize around solution trains
● Communicate strategic themes
● Empower decision makers
● Provide visibility and governance
● Guide technology decisions
● Apply enterprise architecture
Strategic
Themes
Lean-Agile
Budgeting
Visibility &
Governance
Enterprise
Architecture
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved July 4, 2017 from http://www.scaledagileframework.com
24. SAFe LARGE SOLUTION Level
Economic framework and solution train budgeting
Agile architecture, solution train engineer & Kanban
Solution deliveries via capabilities and release trains
24
AGILE SOLUTION TRAIN MANAGEMENT
● Cadence and centralization
● Local solution train governance
● Solution train roles and budgeting
● Fixed and variable solution intent
● Capability flow with Kanban
● Frequently integrate to validate
Solution
Intent
Cadence &
Synchronization
Localized
Governance
Customer
Validation
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved July 4, 2017 from http://www.scaledagileframework.com
25. SAFe PROGRAM Level
Product and release management team-of-team
Common mission, backlog, estimates, and sprints
Value delivery via program-level enablers & features
25
AGILE RELEASE TRAINS
● Driven by vision and roadmap
● Cross functional collaboration
● Apply cadence and synchronization
● Measure progress with milestones
● Frequent, early customer feedback
● Inspect, adapt, and improve
Alignment Collaboration
Synchronization
Value
Delivery
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved July 4, 2017 from http://www.scaledagileframework.com
26. SAFe TEAM Level
Empowered, self-organizing cross-functional teams
Hybrid of Scrum PM & XP technical best practices
Value delivery via empowerment, quality, and CI
26
AGILE CODE QUALITY
● Pair development
● Emergent design
● Test-first
● Refactoring
● Continuous integration
● Collective ownership
Product
Quality
Customer
Satisfaction
Predictability Speed
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved July 4, 2017 from http://www.scaledagileframework.com
27. 27
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
28. 28
ProgramIncrement
PI
Planning
I&A
PI
Planning
I&A
Healthcare
Enterprise
Strategic
Healthcare
Objectives
Epic Owners
S. Jones
Ent. Arch
T. Smith
Lean Portfolio Management
Government Staff
Lean Budgets
Datamart DW
AWS S3
Value Streams
KPIs, MOAs,
MOEs, Etc.
PORTFOLIO
Coordination
Metrics
Systems
Roadmap
Vision
Architect
D. Reed
Sol Mgr
J. Gold
STE
J. Rogers
Large Solution
Cost-Benefit Analysis
Analysis
Systems
LARGE SOLUTION
Compliance
SysML/Data Models
AoA/Tradeoffs
SAFe Backlog
(SAFe Dashboards)
Kanban
NFRs
WSJF
IV&V
Databricks
SOLUTION
TRAIN
Solution
Demo
Solution
Demo
LARGE SOLUTION
Customer
Benefit Admins.
U.S. Customer Reqmnts.
AWS, Redshift, Databricks, etc.
Pre
Post
Pre
Post
I&A I&A
PROGRAMS
Data Model, AWS, &
Databricks Compliant
System Designs & APIs
•Culture
•Automation
•Lean Flow
•Measurement
•Recovery
Business Owners
• L. Stevens
• S. McCloud
• J. Da Silva
Product Managers
• D. MacIntyre
• A. Montana
• M. Paschale
System Architects
• J. McCrory
• J. Marriott
• V. Sorenson
Program RTEs
• D. Rich
• R. Facemire
• E. Bluementhal
JIRA Backlogs
System Demos
Built-In Quality
with DevOps
Develop on Cadence
Lean-Agile
Leadership Team
SAFe
Values
SAFe
House
SAFe
Principles
Portfolio
Roadmap
SAFe
Coach
Program
Dev Teams
Program
POs
Program
CSMs
Continuous Delivery Pipeline
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release
on Demand
API
DM A
API
DM B
ProgramIncrement
PI
Planning
API
DM X
API
DM Y
Strategy
Data
Infrastructure
Business
Security
Architecture
PI Objectives
Business Analytics
Data Warehouse
Customer Intake
Data Processing
Financial Management
Special Services
System Demos
Scrum Kanban
• Plan
• Execute
• Review
• Retro
SW
FW
HW
Vision Roadmap Lean UX
Large Solution Integration Team
Portfolio Level
Epic-MVP Kanban
SAFe CASE STUDY
Solution
29. 29
ProgramIncrement
PI
Planning
I&A
PI
Planning
I&A
Healthcare
Enterprise
Strategic
Healthcare
Objectives
Epic Owners
S. Jones
Ent. Arch
T. Smith
Lean Portfolio Management
Government Staff
Lean Budgets
Datamart DW
AWS S3
Value Streams
KPIs, MOAs,
MOEs, Etc.
PORTFOLIO
Coordination
Metrics
Systems
Roadmap
Vision
Architect
D. Reed
Sol Mgr
J. Gold
STE
J. Rogers
Large Solution
Cost-Benefit Analysis
Analysis
Systems
LARGE SOLUTION
Compliance
SysML/Data Models
AoA/Tradeoffs
SAFe Backlog
(SAFe Dashboards)
Kanban
NFRs
WSJF
IV&V
Databricks
SOLUTION
TRAIN
Solution
Demo
Solution
Demo
LARGE SOLUTION
Customer
Benefit Admins.
U.S. Customer Reqmnts.
AWS, Redshift, Databricks, etc.
Pre
Post
Pre
Post
I&A I&A
PROGRAMS
Data Model, AWS, &
Databricks Compliant
System Designs & APIs
•Culture
•Automation
•Lean Flow
•Measurement
•Recovery
Business Owners
• L. Stevens
• S. McCloud
• J. Da Silva
Product Managers
• D. MacIntyre
• A. Montana
• M. Paschale
System Architects
• J. McCrory
• J. Marriott
• V. Sorenson
Program RTEs
• D. Rich
• R. Facemire
• E. Bluementhal
JIRA Backlogs
System Demos
Built-In Quality
with DevOps
Develop on Cadence
Lean-Agile
Leadership Team
SAFe
Values
SAFe
House
SAFe
Principles
Portfolio
Roadmap
SAFe
Coach
Program
Dev Teams
Program
POs
Program
CSMs
Continuous Delivery Pipeline
Continuous
Exploration
Continuous
Integration
Continuous
Deployment
Release
on Demand
API
DM A
API
DM B
ProgramIncrement
PI
Planning
API
DM X
API
DM Y
Strategy
Data
Infrastructure
Business
Security
Architecture
PI Objectives
Business Analytics
Data Warehouse
Customer Intake
Data Processing
Financial Management
Special Services
System Demos
Scrum Kanban
• Plan
• Execute
• Review
• Retro
SW
FW
HW
Vision Roadmap Lean UX
Large Solution Integration Team
Portfolio Level
Epic-MVP Kanban
SAFe CASE STUDY Governance
Solution
I II III VIV VI VII VIII
I II III VIV VI VII VIII
I II III VIV VI VII VIII
I II III VIV VI VII VIII
I II III VIV VI VII VIII
I II III VIV VI VII VIII
30. 30
• Trained and certified team on SAFe principles.
• Rigorously follow daily lean and agile ceremonies.
• Rolled out SAFe Program Increment Planning (twice).
• Implemented SAFe on state-of-the-art ALM Workflow tool.
• Practice essential SAFe for managing portfolio deliverables.
• Established, measure, and track Lean-Agile performance metrics.
• Implemented analytics for automated reporting of the performance.
• Began agile assessments of large solutions within overall portfolio.
• Positive impacts on overall portfolio lean-agile thought-leadership.
• Rapidly transforming culture from traditional to lean-agile thinking.
SAFe CASE STUDY Impact
31. 31
SUCCESS FACTOR SUCCESS ELEMENTS SCORE
BUYER ENTERPRISE VISIONS, STRATEGIES, POLICIES & GUIDELINES -
BUYER LEADERSHIP KNOWLEDGE, TRAINING, EXPERIENCE, & SUPPORT -
BUYER TEAM LEADS KNOWLEDGE, TRAINING, EXPERIENCE, & SUPPORT -
SUPPLIER AGREEMENTS OC, VALUES, PRINCIPLES, PRACTICES, & TOOLS -
SUPPLIER ENTERPRISE VISIONS, STRATEGIES, POLICIES & GUIDELINES -
SUPPLIER LEADERSHIP KNOWLEDGE, TRAINING, EXPERIENCE, & SUPPORT -
SUPPLIER TEAM LEADS KNOWLEDGE, TRAINING, EXPERIENCE, & SUPPORT -
SUPPLIER EXPERIENCE OC, VALUES, PRINCIPLES, PRACTICES, & TOOLS -
SUPPLIER ALM TOOLS MANAGEMENT, DOCUMENTS, REPORTS, & DELIVERY -
SUPPLIER COACHING OC, VALUES, PRINCIPLES, PRACTICES, & TOOLS -
Holler, R. (2017). 11th annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved March 1, 2017 from http://www.scaledagileframework.com
Rico, D. F. (2017). Lean & agile org. change: Innovative models to successfully implement process improvement. Retrieved December 21, 2017, from http://davidfrico.com
Rico, D. F. (2017). Lean & agile org. leadership: Some leadership history, theory, models, & 360 degree assessments. Retrieved December 21, 2017, from http://davidfrico.com
Must consider factors critical to SAFe success
SAFe culture changes begins with bold leadership
Leadership, contracts, experience, & coaching are key
SAFe CASE STUDY Lessons Learned
32. SAFe BUSINESS VALUE Drivers
Rico, D. F. (2017). First start with why: What is the business case, justification, and need for SAFe? Retrieved January 2, 2018, from http://davidfrico.com/safe-why.pdf
32
33. SAFe BENEFITS
33Leffingwell, 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%
34. 34
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved March 1, 2017 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)
35. SAFe Assessments
35
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.
36. SAFe ADOPTION
Over 200,000 SAFe professionals globally (& growing)
Over 70% of U.S. firms have SAFe certified people
50% prefer SAFe for scaling lean-agile principles
36
Irani, Z. (2017). Scaling agile report: The first annual edition. Foster City, CA: CPrime, Inc.
Leffingwell, D. (2017). Foundations of the scaled agile framework (SAFe). Retrieved March 1, 2017 from http://www.scaledagileframework.com
50% ACCORDING TO NEW CPRIME SURVEY
200,000 SAFE CERTIFIED PROFESSIONALS IN 2018
200,000
50%
70%
37. 37
SAFe POINT vs. COUNTERPOINT
WHAT SAFE IS NOT ...
Way to bootstrap lean-agile onto traditional methods
Slow process of activities, documents, & stage gates
Codification of legislative, executive, & judicial branch
Way to embed lean-agile deep within gov’t waterfalls
Top-down, hierarchical command-n-control gov. model
Heavyweight bureaucracy of waste, WIP, and red-tape
Traditional push-based requirements generation meth.
Lipstick on traditional sequential, linear, & waterfall pig
Manual step-by-step prescriptive straightjacket
Traditional manufacturing era portfolio management
Sprint Waterfalling, Scrummerfalling, or SAFerfalling
Way to swallow whole elephant & choke productivity
Means to build over-scoped & overregulated systems
Way to flowdown bad planning decisions on dev teams
Method to enslave, control, and silence programmers
Way to capture ideas from armies of middle managers
What SAFe is ...
Approach to implement lean-agile on large projects
Speed up with smaller batches, bottlenecks, & delays
Solve big problems with light cross-functional teams
Alternative to ineffective/inefficient waterfall standards
Lean-agile governance model for large programs
Minimal set of proven lean & agile best practices
Pull-based, just-in-time Kanban system for key epics
Pull-based DevOps pipeline to quickly implement epics
Way to manage commercial cloud-based tech stack
New method of 21st century portfolio management
Iterative, incremental, agile, & evolutionary paradigm
A method to eat a large elephant one bite at a time
A way to build big systems with smaller scale initiatives
Bottoms up way to collect insights from technologists
Method of empowerment, ownership, & craftsmanship
Method to efficiently implement high priority initiatives
Rico, D. F. (2017). Scaled agile framework (SAFe) arguments: Point vs. counterpoint. Retrieved December 17, 2017, from http://davidfrico.com/safe-arguments.pdf
SAFe is not a method of putting lipstick on a pig
SAFe is a 21st century portfolio management model
SAFe based on smaller batches, bottlenecks, & delays
38. SAFe is a values and principles-based reference model
People try to turn SAFe into a set of physics equations
SAFe offers a continuum abstract, process, & science
38
VALUES - SAFe is an aggregate set of Lean AND Agile values and principles (in its PUREST form).
PRINCIPLES - SAFe is PRINCIPLES-based like the U.S. Digital Services Playbook or Agile Manifesto.
BEGINNERS - Beginners RUSH into a set RIGID TANGIBLE PRACTICES that support SAFe model.
PRACTICES - These practices include rigid requirement hierarchies, PI planning, Scrum, Kanban, etc.
REMINDER - SAFe practitioners should FIRST stop to pay HOMAGE to SAFe's values and principles.
FUNDAMENTALS - Emphasize EVERYTHING must BEGIN and END with SAFe’s values and principles.
TENDENCIES - Human beings are un-NATURALLY left-brained analytical and mathematical creatures.
MISTAKES - We RUSH into hard practices, processes, tools, artifacts, contracts, plans, metrics, etc.
TRAINERS - Trainers pummel SAFe students with its equations, processes, artifacts, and ceremonies.
MANIFESTO - SAFe supports Agile Manifesto (collaboration, teamwork, working SW, & adaptability).
SOFT-SKILLS - SAFe supports SOFT concepts like conversation, visualization, emotional intelligence,
servant leadership, empowerment, simplicity, flexibility, informality, and continuous improvement.
CONTINUUM - SAFe SUPPORTS a CONTINUUM or range of IDEAS (abstract, procedural, scientific).
LEAN-FOCUS - SAFe is skewed towards LEAN principles such as Kanban, so it's not SAFe vs. Kanban.
ADAPTABILITY - Don’t get wed to one set of principles, because the 21st century is moving at lightspeed.
SAFe VALUES & PRINCIPLES
Rico, D. F. (2018). SAFe is an aggregate set of values and principles: First, foremost, and always. Retrieved February 10, 2018 from http://davidfrico.com/safe-story.txt
39. SAFe SUMMARY
39
SAFe is overarching framework for Lean-Agile thinking
SAFe like US Digital Service Playbook/Agile Manifesto
SAFe used by over 200,000 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.
41. SAFe RESOURCES
Guides to lean systems & software development
Illustrates key principles, concepts, and practices
Keys to applying lean ideas systems development
41
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.
Leffingwell, D. (2017). SAFe reference guide: Scaled agile framework for lean software and systems engineering. Boston, MA: Pearson Education.
Knaster, R., & Leffingwell, D. (2017). SAFe distilled: Applying the scaled agile framework for lean software and systems engineering. 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.
42. Dave’s PROFESSIONAL CAPABILITIES
42
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 – Communicating Complex Ideas • Brownbags & Webinars • Datasheets & Whitepapers • Reviews &
Audits • Comparisons & Tradeoffs • Brainstorming & Ideation • Data Mining & Business Cases • Metrics & Models •
Tiger Teams & Shortfuse Tasks • Strategy, Roadmaps, & Plans • Concept Frameworks & Multi-Attribute Models • Etc.
● 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,
FCP, FCT, ACP,
CSM, SAFE, &
DEVOPS
35+ YEARS
IN IT
INDUSTRY