1 © 2016 Scaled Agile, Inc. All Rights Reserved. V4.0.0 © 2016 Scaled Agile, Inc. All Rights Reserved. Foundations of the Scaled Agile Framework ® 4.0 V4.0.4

2 © 2016 Scaled Agile, Inc. All Rights Reserved. Please note the following usage restrictions for this presentation:  This material is the property of Scaled Agile, Inc. and is protected by U.S. and International copyright laws.  It is provided solely to promote adoption and use of the Scaled Agile Framework ® (SAFe ® ) for the benefit of the enterprises and individuals who apply it.  You may reproduce, distribute, and use this material for informational purposes only, and always free of charge.  You may not modify any slides, or use anything from the slides to create derivative works, or remove any trademark or copyright notice.  You may add slides unique to your specific context, but such content shall not change the meaning, purpose, or intent of the original material. © 2016 Scaled Agile, Inc. All Rights Reserved.

3 We thought we’d be developing like this:

4 © 2016 Scaled Agile, Inc. All Rights Reserved. But sometimes it feels like this: Library of Congress

5 © 2016 Scaled Agile, Inc. All Rights Reserved. Problems discovered too late No way to improve systematically Hard to manage distributed teams Late delivery Too little visibility Too early commitment to a design that didn’t work Poor morale Massive growth in complexity Phase gate SDLC isn't helping reduce risk Under- estimated dependencies And our retrospectives read like this:

6 © 2016 Scaled Agile, Inc. All Rights Reserved. Management’s 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

7 © 2016 Scaled Agile, Inc. All Rights Reserved. What it is they must do  Embrace a Lean-Agile mindset  Implement Lean-Agile practices  Lead the implementation  Get results

8 © 2016 Scaled Agile, Inc. All Rights Reserved. 8 Embrace a Lean-Agile mindset

9 © 2016 Scaled Agile, Inc. All Rights Reserved. Embrace Lean-Agile values LEADERSHIP Respect for people and culture Flow Innovation Relentless improvement VALUE House of Lean Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto Value in the sustainably shortest lead time That is, while there is value in the items on the right, we value the items on the left more. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

10 © 2016 Scaled Agile, Inc. All Rights Reserved. SAFe 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

11 © 2016 Scaled Agile, Inc. All Rights Reserved. Building incrementally accelerates value delivery   Documents Unverified SystemSystem

12 © 2016 Scaled Agile, Inc. All Rights Reserved. And delivers better economics Early delivery provides fast value with fast feedback Time Value Delivery Fast feedback

13 © 2016 Scaled Agile, Inc. All Rights Reserved. 13 Implement Lean-Agile practices

14 © 2016 Scaled Agile, Inc. All Rights Reserved. 14 © 2016 Scaled Agile, Inc. All Rights Reserved. SAFe ® is a freely revealed knowledge base of integrated, proven patterns for enterprise Lean-Agile development. Knowledge for people building the world's most important systems

15 © 2016 Scaled Agile, Inc. All Rights Reserved. Three-level SAFe 4.0 Expand one level +

16 © 2016 Scaled Agile, Inc. All Rights Reserved. Nothing beats an agile team  Cross-functional, self-organizing entities that can define, build and test a thing of value  Applies basic scientific practice: Plan—Do—Check—Adjust  Delivers value every two weeks Team 1 Team n Do CheckAdjust Plan PDCA

17 © 2016 Scaled Agile, Inc. All Rights Reserved. That integrates frequently Agile Team 1 Agile Team 2 Mainline Check in first slice Check out most functionality Check newest changes back in Always current mainline increases program velocity  Avoid physical branching for software  Frequently integrate hardware branches  Use development by intention in for inter-team dependencies Integration points control product development. — Dantar Oosterwal, The Lean Machine

18 © 2016 Scaled Agile, Inc. All Rights Reserved. Applies test automation Test automation supports rapid regression testing  Implemented in the same iteration  Maintained under version control  Passing vs. not-yet-passing and broken automated tests are the real iteration progress indicator Done Test 1 Test 2 Test 3 Test 4 Test 5 … Test 1 Test 2 Test 3 Test 4 Test 5 … Progress Test automation Building functionality Iteration 

19 © 2016 Scaled Agile, Inc. All Rights Reserved. Except a team of Agile Teams  Align practitioners to a common mission  Apply cadence and synchronization, Program Increments every 6-12 weeks  Provide Vision, Roadmap, architectural guidance

20 © 2016 Scaled Agile, Inc. All Rights Reserved. With some Architectural Runway Architectural Runway—existing code, hardware components, etc. that technically enable near-term business features  Enablers build up the runway  Features consume it  Architectural Runway must be continuously maintained  Enablers extend the runway Architectural Runway … to support future features Implemented now … Feature Enabler

21 © 2016 Scaled Agile, Inc. All Rights Reserved. The ART takes a systems view BusinessProduct Mgmt HardwareSoftwareTesting AGILE RELEASE TRAIN ProgramDeploymentArch/ Sys Eng.

22 © 2016 Scaled Agile, Inc. All Rights Reserved. Synchronizes with PI Planning  Requirements and design emerge  Important stakeholder decisions are accelerated  Teams create—and take responsibilty for—plans  All stakeholders face-to-face (but typically multiple locations)  Management sets the mission, with minimum possible constraints Future product development tasks can’t be pre-determined. Distribute planning and control to those who can understand and react to the end results. — Michael Kennedy, Product Development for the Lean Enterprise For a short video PI planning example, see:

23 © 2016 Scaled Agile, Inc. All Rights Reserved. Demonstrates the full system every two weeks  An integrated solution demo  Objective milestone  Demo from the staging environment, or the nearest proxy Full system System Team

24 © 2016 Scaled Agile, Inc. All Rights Reserved. Inspects and Adapts every PI Every PI, teams systematically address the larger impediments that are limiting velocity

25 © 2016 Scaled Agile, Inc. All Rights Reserved. Build a portfolio organized around value  Identify and organize around Value Streams  Communicate enterprise strategy with Strategic Themes  Empower decision makers with Lean-Agile Budgeting  Provide visibility and governance to cross-cutting initiatives with Kanban Trigger $ Lead time

26 © 2016 Scaled Agile, Inc. All Rights Reserved. Collapse one level Apply the Value Stream level for large systems

27 © 2016 Scaled Agile, Inc. All Rights Reserved.  Apply cadence and synchronization  Establish local governance with Value Stream roles and Economic Framework  Manage fixed and variable Solution Intent  Manage the flow of Capabilities with the Value Stream Kanban  Frequently integrate and validate Customer solutions New 4.0 Value Stream level

28 © 2016 Scaled Agile, Inc. All Rights Reserved. 28 Lead the implementation

29 © 2016 Scaled Agile, Inc. All Rights Reserved. Leadership Foundation People are already doing their best; the problems are with the system. Only management can change the system. —W. Edwards Deming ‣ 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 Respect for people and culture Flow Innovation Relentless improvement VALUE LEADERSHIP

30 © 2016 Scaled Agile, Inc. All Rights Reserved. Implementing SAFe ® 1-2-3

31 © 2016 Scaled Agile, Inc. All Rights Reserved. 31 Get results

32 © 2016 Scaled Agile, Inc. All Rights Reserved. Business results Happier, more motivated employees 20 – 50% increase in productivity 30 – 75% faster time to market 50%+ defect reduction See ScaledAgileFramework.com/case-studies

33 © 2016 Scaled Agile, Inc. All Rights Reserved.

34 © 2016 Scaled Agile, Inc. All Rights Reserved. 34 © 2016 Scaled Agile, Inc. All Rights Reserved. Gain the Knowledge Explore the SAFe knowledge base and find free resources at: ScaledAgileFramework.com Leading SAFe ® 4.0 with SA Certification Implementing SAFe ® 4.0 with SPC4 Certification Find SAFe training worldwide at: ScaledAgile.com