In this talk, we share what is SAFe and how you can start this patch.

1. Este webinar inicia às 18h00
SAFe - Como escalar Agile dentro da empresa

2. Disclamer

3. About me
Work
Home
Hobbies
Family
Friends
Values
Goals
Education

4. “Those who master large-scale software
delivery will define the economic
landscape of the 21st century.
—Mik Kersten

5. Five technological revolutions
Railway Mania (UK) The Victoria Boom
Age of Steam
& Railways
1829 1848-1850
Dotcom and internet mania;
Global finance and housing bubbles
?
Age of Software
& Digital
1971 2000-?
The Roaring Twenties Post-War Golden Age
1908 1929-1943
Age of Oil &
Mass Production
London funded global market
infrastructure build-up
Belle Epoque (Europe)
Progressive Era (USA)
1875 1890-1895
Age of Steel &
Heavy Engineering
Adapted from Technological Revolutions and Financial Capital, Carlota Perez
Canal Mania (UK) Great British Leap
Industrial
Revolution
1771 1793-1801
Turning Point Deployment PeriodInstallation Period

6. Competing in the Age of Software
The problem is not with our organizations realizing that they
need to transform; the problem is that organizations are
using managerial frameworks and infrastructure models from
past revolutions to manage their businesses in this one.
—Mik Kersten
“

7. Rethinking the organization
The world is now changing at a rate at which the
basic systems, structures, and cultures built over
the past century cannot keep up with the
demands being placed on them.
—John P. Kotter
“

8. We started with a network

9. We add hierarchy for stability and execution
Customer
Centricity
Speed of InnovationEfficiency and Stability
Agile
Us
Waterfall
Them
VS

10. Guess what happens?

11. The solution is not to trash what we know and
start over but instead to reintroduce a second
system—one which would be familiar to most
successful entrepreneurs.
You need a dual operating system.
—John P. Kotter
“

12. And we have just such an operating system at our fingertips
Functional hierarchyValue Stream Network

13. What is SAFe?
SAFe®
for Lean Enterprises is a knowledge base of
proven, integrated principles, practices, and
competencies for achieving Business Agility by
implementing Lean, Agile, and DevOps at scale.
scaledagileframework.com

14. SAFe 5.0 - The operating system for Business Agility
www.scaledagileframework.com

15. Achieving a state of business agility means that
the entire organization—not just development—is
engaged in continually and proactively delivering
innovative business solutions faster than the
competition.

16. Within enterprise and government
(Dutch Tax Administration)
scaledagile.com/case-studies

17. Configure SAFe to meet your needs
Essential Configuration
Portfolio Configuration
Large Solution Configuration
Full Configuration

18. Begin the Lean-Agile journey with Essential SAFe

19. Anchor the transformation with Lean-Agile principles

20. Lean-Agile Leadership
The Lean-Agile Leadership
competency describes how
Lean-Agile Leaders drive and
sustain organizational change
and operational excellence by
empowering individuals and
teams to reach their highest
potential.

21. Without Lean-Agile Leadership
☐ Teams cannot learn from their leaders
☐ The transformation is fatally impaired
☐ Agile development with traditional
governance results in ‘Agile in name only’
☐ Lead time increases due to frequent
escalation of decisions
☐ People not allowed to experiment, fail,
innovate, and learn

22. One more thing, without Lean-Agile Leadership
SAFe will not work!

23. Team and Technical Agility
The Team and Technical Agility
competency describes the critical
skills and Lean-Agile principles and
practices that high-performing Agile
teams and Teams of Agile teams use
to create high-quality solutions for
their customers.

24. Implement Real Agile Teams and Trains
Cross-functional Agile teams power the train and
apply Scrum, XP, Kanban, and Built-in Quality practices
to produce working system increments every
iteration.
Cross-functional Agile teams and trains work towards a common vision and program
backlog. They operate with architectural and Lean UX guidance.
Agile Release Trains (ARTs) apply systems thinking and build a
cross-functional organization optimized to facilitate the flow of
value from idea to release.

25. Agile Release Trains (ARTs) continuously deliver value
4A virtual organization of 5 – 12 teams (50 – 125+ individuals)
4Synchronized on a common cadence, a Program Increment (PI)
4Aligned to a common mission via a single Program Backlog

26. Critical Agile Release Train roles
Release Train Engineer is a servant leader and coach for the Agile Release Train
(ART).
Business Owners are a small group of stakeholders who have the primary business and
technical responsibility for governance, compliance, and return on investment (ROI) for a
solution
Product Management is responsible for defining and supporting the building of
desirable, feasible, viable, and sustainable products that meet customer needs over the
product-market lifecycle.
System Architect/Engineering System Architect/Engineering is responsible for defining and
communicating a shared technical and architectural vision for an ART
Customer consumes the work of an ART. They are the ultimate deciders of value

27. Program Increment

28. Apply Cadence and Synchronization
4 Transforms unpredictable events into
predictable events
4 Makes wait times predictable
4 Facilitates planning; provides more
efficient use of resources
4 Synchronization causes multiple events
to happen at the same time
4 Sync events facilitate cross-functional
tradeoffs of people and scope

29. Synchronize with PI Planning
For a short PI Planning
example, see:
https://bit.ly/2Y9cQQ2
There is no magic in SAFe … except maybe for PI Planning
4All stakeholders face-to-face (but typically multiple locations)
4Management sets the mission, with minimum possible constraints
4Requirements and design emerge
4Important stakeholder decisions are accelerated
4Teams create—and take responsibility for—plans

31. Without PI Planning
☐ Stakeholders, teams, and management are not
aligned
☐ Demand doesn't match capacity; no predictability;
excess Work in Process (WIP)
☐ Lack of trust between stakeholders and teams
☐ Late discovery of dependencies cause delays
☐ Low commitment, ownership, and employee
engagement

32. Enterprise Solution Delivery
• Used to build large and complex customer Solutions that require the coordination of multiple Agile Release
Trains (ARTs) and Suppliers
• Aligns ARTs with a shared business and technology mission using the Solution Vision, Intent, Backlog, and
Roadmap
• Aligned Program Increments, integration, demos, and Inspect and Adapt

33. Continuous Learning Culture
The Continuous Learning
Culture competency
describes a set of values and
practices that encourage
individuals—and the
enterprise as a whole—to
continually increase
knowledge, competence,
performance, and
innovation.

34. Get fast feedback with the System Demo
Features are functionally complete or ‘toggled’ so as
not to disrupt demonstrable functionality
New Features work together, and with existing
functionality
Happens after the Iteration review (may lag by as
much as one Iteration, maximum)
Demo from a staging environment which resembles
production as much as possible
Full system
System
team

35. Relentlessly improve with Inspect & Adapt
Inspect & Adapt (I&A) supports systematic review of Program Increment
(PI) outcomes and continuous improvement.
The PI System Demo
Quantitative and qualitative
measurement
2.1. Retrospective and Problem-Solving
Workshop
3.

36. Without the Inspect & Adapt
☐ No systemic improvement; problems persist
☐ No means to measure or establish delivery predictability
☐ Improvement efforts address symptoms, not root causes
☐ Leaders who could change the system are not engaged
☐ Low morale
The PI System Demo1.
Quantitative and qualitative
measurement
2.
Retrospective and
Problem-Solving Workshop
3.
Three parts of Inspect and Adapt:
Timebox: 3 - 4 hours per PI
Attendees: Teams and stakeholders

37. Dedicate time for Innovation and Planning
The IP Iteration provides an estimating buffer for meeting PI objectives, and
dedicated time for innovation, education, PI planning and I&A events.

38. Lean-Agile Center of Excellence (LACE)
• Is a small team of people dedicated to implementing the
SAFe Lean-Agile way of working;
• Creating a LACE is often one of the key differentiators
between companies practicing Agile in name only and
those fully committed to adopting Lean-Agile practices and
getting the best business outcomes;
•

39. Creating the Lean-Agile Center of Excellence (LACE)

40. SAFe Implementation Roadmap

41. What we are facing in Nokia….

42. Questions?
QUESTIONS