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9 November 2016
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Al ShallowayCEO, Enterprise Consultant, SPCT
Taking SAFe to the Next Level
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Al Shalloway
[email protected]@AlShalloway
CEO, Founder
Co‐founder of Lean‐Systems SocietyCo‐founder Lean‐Kanban University (no longer affiliated)Contributor to SAFe
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Thus, the task is not so much to see what no one yet has seen, but to think what nobody yet has thought about that which everybody sees.
Schopenhauer
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1. The Why and Value of SAFe2.What It Doesn’t Help Us With 3. Getting the Help We Need
Agenda
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Lean‐Agile
The Ugly(aware)
The Good (SAFe)
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1.The Why and Value of SAFe 2.What It Doesn’t Help Us With 3. Getting the Help We Need
Agenda
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Common Organizational Structure
inspired by Dan North, BSC/ADP 2012
Marketing Product Management
Development Support
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The Nature of Our Work
Marketing Product Management
Development Support
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We Manage Our People This Way
even though our value flows this way
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Time‐to‐Market
Marketing Product Management
Development Support
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how often does work wait?
Adding Value
Waiting
Adding Value Adding Value
Adding Value
Adding Value Adding Value
What percent of the time is our work moving forward?
How would you know?
No one is managing this in most companies.
Waiting
How much of the time is it waiting for something else to be done?
Waiting
Adding Value
Adding Value
Adding Value
Adding Value
Waiting
Marketing Product Management
Development Support
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QUESTION
Between getting requirements and using them?
Between writing a bug and it being detected?
Between two groups getting out of sync?
Just waiting for someone?
What happens when adding value is delayed?
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The Whole Picture
Marketing Product Management
Development Support
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Legacy Organization: Matrix Resources to Projects
Project 1
Project 2
Project 3
Project 4
Project N
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Let’s Create a Pilot Project
Project 1
Project 2
%
Project 3
Project 4
Project N
Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager
Expert
Just creating a cross‐functional, co‐located team you will improve 3x without changing your process.
While it may be successful as a pilot, it will likely not
be sustainable.
PO
RTFO
LIO
TEA
MS
SHA
RED
PR
OG
RA
M
PROGRAM ECOSYSTEM
I N P U T
C a p a b i l i t i e s MB I s
enough capacity?
M B I s & F e a t u r e s
P R I O R I T Y P L A N N I N G
S T A G I N G R E A D Y T O P U L L
C A D E N C E
S c r u m K a n b a n X P L e a n b a n
release
S t o r i e s & T a s k s
C A D E N C E
shar
ed sv
c ba
cklo
g
Kanban (flow) Kanban (flow)
ALIGN TEAMS THROUGH SYNCHRONIZED BACKLOGS
PRIORITIZE ACROSS THE VALUE STREAM
IDENTIFY, SIZE AND SEQUENCE WORK
TEAM ECOSYSTEM
Q U A R T E R L Y
B I W E E K L Y | Q U A R T E R L Y
coordination
prepare
BusinessStrategy
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ENTERPRISE
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1. The Why and Value of SAFe 2.What It Doesn’t Help Us With 3. Getting the Help We Need
Agenda
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Lack of Alignment
Dev Test SpecialistProd Owner
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AgilityBusiness Value Increments not Development Cycles
is about
Must align roles around the realization of business value quickly, predictably and with high quality
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Other AreasArchitecture
Management
Creating better value streams
Acceptance Test‐Driven Development
Integrating Scrum and Kanban with Lean‐Thinking
Where should you not use it?
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1. The Why and Value of SAFe 2.What It Doesn’t Help Us With 3.Getting the Help We Need
Agenda
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You shouldn’t use the website to find your solution, you should use your website to get ideas.
One size does not fit all
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What is Lean-Thinking?
Yes, we’re not building cars.But I would assert Lean‐Thinking
applies more to software development than it does to the
physical world.
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Which part of the airplane is responsible for FLIGHT?
Reductionist thinking does not work with complex systems
Optimize the whole; don’t optimize locally!
Search for “What If Ted Akers Gave a TED Talk?”
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The System Causes Most of Your Problems Poor systems will defeat almost all but the greatest of people.
If we trust people, we don’t need to work on them.
Improve the system.
But who?
Everyone is responsible, but in particular, the role of management is to create great systems to that people can work autonomously to achieve the vision of leadership. (“Towards Middle Up Down Management”, Nonaka, 1988)
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“But we’re not building cars”True. Which is why we must look at what happens in knowledge work.
Are delays worse in manufacturing or in knowledge work?
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Just-In-Time Don’t do something before it’s needed.Don’t do something before the next stage can use it.
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Just-In-Time Don’t do something before it’s needed.Don’t do something before the next stage can use it.
Why?
There is a belief that doing something early (thereby causing a delay) will cause additional work.
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Component Teams Are Better
Dev Test SpecialistProd Owner
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Feature Teams Are Best (align strategy & delivery)
Dev Test SpecialistProd Owner
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Drive from Business Value
Collaborate across
boundaries
Make all work visible
Increase Predictability
Keep WIP within capacity
Improve continuously
Guardrails
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Guardrails Fit into a Larger System
Assessment
Where are we?
What problems do we need to solve?
Determine Where to Start
What are the challenges we must first solve
Guardrails
What have we agreed to?
Metrics
How are we doing?
What’s next?
Improve
Do what we’re doing better
Look for improvements to our methods
Inspect & AdaptHow can we do these practices better?
Modify Your Framework as NeededConsider new actions by challenging assumptions you made based on
results achieved
How well are we doing?
Are we keeping our agreements?
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The Real Challenge Is Sequencing Across the PortfoliosWhat is business value for your organization?
Retain assets
Retain customers
Reduce risk
Reduce cost
Improve customer experience
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Aligning Around Value
Epic
High‐value
Selected Target Market
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First Release
InvestmentPeriod
PaybackPeriod
ProfitPeriod
Breakeven
Cash flow
Time
economics of responsiveness
Mark Denne and Jane Cleland‐Huang Software by Numbers
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First Release
Invest‐mentPeriod
ProfitPeriod
Pay‐backPeriod
Cash flow
Time
Release 1 Net Return
staged releases
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ProfitPeriod
SecondRelease
Invest‐mentPeriod
Pay‐backPeriod
Release 2 Net Return
Cash flow
Time
Release 1 Net Return
staged releases
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ProfitPeriod
Investment
Invest‐mentPeriod
Pay‐backPeriod
BreakevenPoint
Total Return
Cash flow
Time
staged releases
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Cash flow
BreakevenSingleRelease
First Release
Time
Staged Releases
Requires a focus on sustainability of realizing value by attending to architectural roadmap of product line
increased profit
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DEFINITION
The minimum amount of business value that can be built, deployed and consumed that makes sense from a business perspective
Minimum Business Increment (MBI)
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An MBI is not a reason to deliver less.
It is a reason to deliver sooner.
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MVPs
Designed for startupsMostly for startup companiesOrganized around product delivery
MBIs
Designed for any companyUseful for any maturity levelOrganized around value delivery
MVPs Vs MBIs
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Job sequencing is the key to economic outcomes.
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V A L U E S T R E A M O WN E R , B U S I N E S S S P O N S O R , T E C H N O L O G Y S P O N S O R , S T A K E H O L D E R S
TEAM
PROGRAM
PORTFOLIO
B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
Input
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
TEAM
PROGRAM
PORTFOLIO
Business Priority
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R YTEAM
PROGRAM
PORTFOLIO
Business Planning
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
TEAM
PROGRAM
PORTFOLIO
Business Staging
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R YTEAM
PROGRAM
PORTFOLIO
Ready to Pull
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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GROUP EXERCISE
What Is The Difference Between?Implementation
Transition
Transformation
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Transitioning with Tailored SolutionsOne size does not fit all
Can’t start with everything
Preset solutions are more expensive
• They tend to have things you don’t need• Adds complexity• Makes it harder to convince folks of the stuff they do
need• Are not focused on your needs
• The cost is not in the training or coaching but on your team’s time
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In Essence: Provide An initial solution after seeing what problems have to be solvedMeasures to see how people are doingA way to improve what they are doingA way to select different (better) things to do
This process results in an emerging framework so there is always clarity which provides a foundation for learning
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Dammit!
Ya’ still gotta’ think!
There is good in SAFeBut there is much needed to make it work as well
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Lean ManagementProject Management
Kanban / Scrum ATDD / TDD / Design Patterns
technicaltechnical
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner
Onsite SPC Leading SAFe
SAFe ArchitecturePM/PO
Write me at [email protected]