1. The Successful Business Analyst’s Role in the Scaled Agile Framework®
BAPDD 9/11/15
V3.0.2

2. What we’ll cover today Lean-Agile Values and Principles of SAFe
SAFe Practices – Overview of the Model
Implications for the Successful Business Analyst
Breakout Discussions and Q & A

3. We thought we’d be programming like this:

4. But sometimes it feels like this:
Library of Congress

5. And our retrospectives read like this:
Too little visibility
Late
delivery
Too early commitment to a design that didn’t work
Problems discovered too late
No way to improve systematically
Phase gate SDLC isn't helping reduce risk
Massive growth in complexity
Hard to manage distributed teams
Under-estimated dependencies
Poor morale

6. The Management Challenge
Agile Leadership
The Management Challenge
It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.
Such a responsibility cannot be delegated.
—W. Edwards Deming
“…and if you can’t come, send no one”
—Vignette from Out of the Crisis, Deming,1986
© 2007 Trail Ridge Consulting, LLC

7. What it is they must do Embrace Lean-Agile Values
Apply Lean-Agile Principles
Implement Lean-Agile Practices
Lead the Implementation

8. Embrace Lean-Agile Values
people and culture
Respect for
Flow
Innovation
improvement
Relentless
There are two helpful images for Lean thinking
House of Lean. A classic representation that has been around for years. It describes principles that are essential for Lean thinking. This “house” is updated with current thinking.
Lean Grid. This four-quadrant grid helps organize the elements of lean into types.
The two work together.
LEADERSHIP

9. Value in the Shortest Sustainable Lead Time
LEADERSHIP
people and culture
Respect for
Flow
Innovation
Relentless
improvement
VALUE
Achieve the sustainably shortest lead time with
Best quality and value to people and society
High morale, safety, customer delight
There is only one boss. The customer. And he can fire everybody in the company —Sam Walton

10. Apply Lean-Agile Principles
#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
Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 10

11. Build Incrementally: Accelerate Value Delivery
Requirements
Design
Implementation
WATERFALL
Verification 4
444 :
Documents
Documents
Unverified System
System
Incremental
Delivery

12. Take an Economic View: Increase Value
Early delivery provides fast value with fast feedback
Fast feedback
Waterfall
Value Delivery
Incremental
Time 12

13. SAFe Practices

14. SAFe is an online, freely revealed knowledge base of proven success patterns for implementing Lean-Agile development at enterprise scale.
Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework. 14

15. 3.0

16. SAFe 3.0 Overview in 9 Minutes-Lean Samurai

17. Nothing Beats an Agile Team
Cross-functional Agile Teams deliver working software every two weeks
Scrum roles and project management practices, XP-inspired technical practices; Kanban for flow
ScrumXP
Kanban

18. Except a Team of Agile Teams
Cross-functional teams-of-agile-teams deliver working system increments every two weeks
Operate with common Vision, architecture and UX guidance
Collaborate, align, and adapt with face-to-face planning and retrospectives

19. Executing Strategy in an Agile Portfolio
Organize Agile Release Trains around Value Streams
Centralize strategy; decentralize execution
Empower decision makers with Lean-Agile budgeting
Provide portfolio visibility and WIP limits
Leverage objective metrics for governance and improvement

20. That Delivers Business Results
TIME TO MARKET
ENGAGEMENT
QUALITY
PRODUCTIVITY
BUSINESS RESULTS
30–75% faster time to market
Happier, more motivated employees
20–50% increase in productivity
50%+ defect reduction
See ScaledAgileFramework.com/case-studies

21. Implications for the Successful BA

22. Leadership VALUE LEADERSHIP Lead the change
Know the way; emphasize life-long learning
Develop people
Inspire and align with mission; minimize constraints
Decentralize decision-making
Unlock the intrinsic motivation of knowledge workers
people and culture
Respect for
Flow
Innovation
Relentless
improvement
LEADERSHIP
People are already doing their best; the problems are with the system.
Only management can change the system.
—W. Edwards Deming

23. Panel Discussion Peggy Blake and Bindu Mehra, Grange business analysts
How has your role changed after becoming part of the Website Redesign Team?
What were the benefits of participating in an Agile Proof of Concept Team for CRM 2.0?
What additional opportunities can SAFe enable?

24. Breakout Session – 10 minutes
Gather in groups of 4-6 people
What opportunities have you seen as a business analyst on an agile team?
What challenges have you experienced or are you concerned about with implementing agile?
Report out

25. Questions? Browse the Framework ScaledAgileFramework.com
Learn How to Implement
ScaledAgile.com/training
Find a Partner
ScaledAgile.com
Cindy Casebolt, PMP, CSM, SPC
ScaledAgile.com for links to everything