SlideShare a Scribd company logo

Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe

Richard Knaster, profile picture
Richard Knaster

The document outlines the Scaled Agile Framework (SAFe) as a method for integrating lean and agile approaches in enterprise settings, addressing challenges in traditional project management. It contrasts traditional and agile mindsets, emphasizing the roles and responsibilities of project managers in a lean-agile environment. Additionally, it highlights opportunities for project managers to transition into roles such as Scrum Masters or Release Train Engineers, leveraging their skills in a more collaborative and value-driven framework.

Technology
Related topics:
Agile Project Management
1 of 57
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
1© 2017 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2017 Scaled Agile, Inc. All Rights Reserved. Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe® V4.0.4 Richard Knaster SAFe Fellow, Principal Consultant Dr. Steve Mayner SPCT, Senior Consultant
2© 2017 Scaled Agile, Inc. All Rights Reserved. Agenda for today’s discussion 1. Why SAFe? 2. Brief overview of SAFe 3. Traditional vs. Agile mindset 4. How SAFe handles PMI core processes 5. Opportunities for Project Managers 6. Learn more
3© 2017 Scaled Agile, Inc. All Rights Reserved. Online quick poll Rate your knowledge of SAFe on a scale of 1-5.
4© 2017 Scaled Agile, Inc. All Rights Reserved. 4 1. Why SAFe?
5© 2017 Scaled Agile, Inc. All Rights Reserved. The challenges we face today... ...apply to both traditional and Agile delivery Late delivery Lack of transparency Poor quality and late discovery of problems Phase gates don’t reduce risk Dissatisfied customers Too many dependencies Too early selection of designs Too much complexity No systematic improvement Poor morale
6© 2017 Scaled Agile, Inc. All Rights Reserved. Enterprises can’t keep pace Our methods must keep pace with an increasingly complex world. Business innovation is increasingly being delivered via software and systems, and companies must respond quickly to challenges and opportunities Agile has produced better business outcomes, but it was developed for small, collocated teams Agile methods alone don’t address the top-down concerns of business strategy, as Agile teams work bottom-up
7© 2017 Scaled Agile, Inc. All Rights Reserved. In an “Adapt or Die” business climate “Since 2000, 52 percent of the names on the Fortune 500 list are gone, either as a result of mergers, acquisitions or bankruptcies.” — Teresa Novellino | New York Business Journal From the article “Don't get cozy, Fortune 500: it’s do-or- die time for digital disruption” Click to view the article
8© 2017 Scaled Agile, Inc. All Rights Reserved. 8 2. Brief overview of SAFe
9© 2017 Scaled Agile, Inc. All Rights Reserved. What is SAFe? SAFe® is a freely revealed knowledge base of integrated, proven patterns for enterprise Lean-Agile development. 1. Built-In Quality 2. Program execution 3. Alignment 4. Transparency Core Values scaledagileframework.com
10© 2017 Scaled Agile, Inc. All Rights Reserved. Embraces Lean-Agile values 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 LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE Value in the shortest sustainable 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:
11© 2017 Scaled Agile, Inc. All Rights Reserved. #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 Has nine principles that make it effective
12© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 12 70%US Fortune 100 Enterprises have SAFe-trained practitioners Global Fortune 500 Enterprises have SAFe-trained practitioners 10% 109Scaled Agile Partners in 35 countries 120,000 SAFe-trained practitioners in 105 countries 5,500 SPCs in 56 countries 35 SPCTs 30 - 75% Faster time to market: SAFe Case Studies PLEDGED 1% Scaled Agile Stock Equity & Employee Time to Pledge 1% Campaign 12 millionannual page views across SAFe & Scaled Agile websites 1.3 million websites users 20-50% Increase in productivity: SAFe Case Studies Is it “SAFe”? ANNUAL 25,000 Social Media Followers
13© 2017 Scaled Agile, Inc. All Rights Reserved. 13 3. Traditional vs. Agile mindset
14© 2017 Scaled Agile, Inc. All Rights Reserved. From traditional to Lean-Agile governance Leadership Model Centralized command and control, transactional leadership Self-organizing, decentralized, empowered; servant leadership Work Planning Detailed project plans Backlog of prioritized Epics, Roadmap for 3 – 4 PIs, continuous flow of value Funding Project based funding Value Stream funding of Epics delivered via ARTs Resource Allocation Multitasked, people brought to the work Dedicated teams, work brought to the teams Progress Tracking Document deliverables at waterfall (variable) milestones Working Features/Capabilities predictably delivered every PI Architecture Committed up front in design docs; locked in long-term early in the cone of uncertainty Just enough runway for near-term Features; preserves options to pivot based on validated learning Quality Inspected at the end when final product is delivered Built in incrementally, with rapid feedback cycles and auto testing
15© 2017 Scaled Agile, Inc. All Rights Reserved. Fix the date, float the scope Traditional Agile The plan creates cost/schedule estimates The Vision drives feature intent and estimates Agile Teams show that dates matter and they meet their commitments Business Owners understand how priorities matter Fix time and quality, not scope
16© 2017 Scaled Agile, Inc. All Rights Reserved. From traditional Project Manager to Servant Leader Move toward ...Move away from ...  Coaching the whole team to collaborate  Being a facilitator  Being invested in the team’s overall performance  Asking the team for the answer  Letting the team find their own way  Guiding  Focusing on business value delivery  Doing the right thing for the business right now  Facilitating team problem-solving  Coordinating individual contributions  Acting as a subject matter expert  Driving toward specific outcomes  Knowing the answer  Directing  Talking about deadlines and technical options  Driving the “right” (your) decisions  Fixing problems rather than helping others fix them Lyssa Adkins, Coaching Agile Teams
17© 2017 Scaled Agile, Inc. All Rights Reserved. 17 4. How SAFe handles Five PMI core knowledge areas
18© 2017 Scaled Agile, Inc. All Rights Reserved. 18 Scope management “Future product development tasks can’t be predetermined. Distribute planning and control to those who can understand and react to the end results.” —Michael Kennedy, Product Development for the Lean Enterprise
19© 2017 Scaled Agile, Inc. All Rights Reserved. Scope management—from traditional to Lean-Agile mindsets Scope Definition Vision and Roadmap Detailed project plans and WBS Agile estimating and planning Scope Change Control Frequent backlog refinement and appropriate decentralized content authority Centralized annual planning Decentralized, rolling-wave planning Project Charter Agile Release Train Canvas Scope Verification Acceptance Criteria and TDD and ATDD Scope Monitoring Objective, fact-based measures and milestones (e.g. working software)
20© 2017 Scaled Agile, Inc. All Rights Reserved. A three-PI rolling RoadmapVision Program Increment = a time box (8-12 weeks) Set the direction with the Vision and Roadmap A long view:  How will our future solution solve the larger customer problems?  How will it differentiate us?  What is the future context within which our solutions will operate?  What is our current business context, and how must we evolve to meet this future state?
21© 2017 Scaled Agile, Inc. All Rights Reserved. Plan face-to-face with the entire program (ART)  All stakeholders face-to-face (but typically include multiple locations)  Management sets the mission, with minimum possible constraints  Requirements and design emerge  Important stakeholder decisions are accelerated  Teams create—and take responsibility for—plans For a short video PI planning example, see: https://youtu.be/ZZAtl7nAB1M
22© 2017 Scaled Agile, Inc. All Rights Reserved. Manage scope with decentralized content authority  Epics are large initiatives that largely replace projects  Capabilities describe the higher level behaviors of a Solution  Features are services that fulfill user needs  User stories are statements of intent PPM Mgmt. Value Stream Mgmt. Product Mgmt. Product Owner Epic Enabler Enabler Enabler Enabler Enabler Enabler Capability Capability Capability Feature Feature Feature Feature Feature Feature Feature Story Story Story Story PortfolioValueStreamProgramTeam Program Backlog ValueStream Backlog Portfolio Backlog Story Story Story Story Story Story Story Story Team Backlog
23© 2017 Scaled Agile, Inc. All Rights Reserved. Provide continuous objective evidence Base milestones on objective evaluation of working systems. Solution Demos Team and integrated System Demos
24© 2017 Scaled Agile, Inc. All Rights Reserved. 24 Time management “A predictable organization does not guess about the future and call it a plan; it develops the capacity to rapidly respond to the future as it unfolds.” —Mary and Tom Poppendieck, Implementing Lean Software Development
25© 2017 Scaled Agile, Inc. All Rights Reserved. Time management—from traditional to Lean-Agile mindsets R&D determines the schedule based on a fixed scope The business determines the schedule based on market needs. R&D determines how much work can be done within a fixed timebox. Milestones mainly driven by critical path and phase gates Fixed length iterations and Program Increments Dependencies are used to determine the critical path Program Board is used to manage dependencies between teams. Cross- functional teams and trains help avoid unnecessary dependencies and delays.
26© 2017 Scaled Agile, Inc. All Rights Reserved. Manage time with cadence and synchronization Transforms unpredictable events into predictable events Makes waiting times predictable Facilitates planning; provides more efficient use of resources Synchronization causes multiple events to happen at the same time Sync events facilitate cross- functional tradeoffs of people and scope Program Increment (8-12 weeks) Adjust
27© 2017 Scaled Agile, Inc. All Rights Reserved. 27 Cost management “Agile software development and traditional cost accounting don’t match” —Rami Sirkia and Maarit Laanti
28© 2017 Scaled Agile, Inc. All Rights Reserved. The plan drives resource needs and costs Lean-Agile Budgeting. Fund Value Streams not projects. Focus on near 100% resource utilization to optimize people cost Focus on throughput of value and reducing costly delays Develop a cost baseline upfront for the entire project Fixed cost baseline for a Program Increment (PI). No variances analysis needed. Focus on cost compliance to upfront plan Focus on adapting to customer needs and developing minimal viable product Earned Value Management Burn-up charts Manage cost through preventing change or change control Welcome changes. Manage cost by working on most valuable work first. Cost management—from traditional to Lean-Agile mindsets
29© 2017 Scaled Agile, Inc. All Rights Reserved. TRADITIONAL Empowerment and governance with Lean-Agile budgeting - Full control of total spend - No budgetary surprises - Higher throughput - Higher morale LEAN Governance ►Exercise fiscal governance with dynamic budgeting ►Approve Epic-level initiatives Empowerment ►Fund Value Streams, not projects ►Empower Value Stream content authority ►Work brought to the teams Beyond project cost accounting with SAFe Provide objective evidence of fitness for purpose ►Projects are the basic unit of work ►People are “brought to the work” ►Measure compliance to inherently uncertain work =+ RESULT - High overhead - Us vs. them - Low throughput, productivity - Low morale RESULT
30© 2017 Scaled Agile, Inc. All Rights Reserved. Control costs with increased flexibility ART budgets and resources are unaffected by feature cost overruns or changing priorities. Planned: Actual: Feature 1 Feature 1 Keep people working on the right feature for the right reasons Feature 2 Feature 2 Delay this feature as necessary Fixed cost per PI
31© 2017 Scaled Agile, Inc. All Rights Reserved. SAFe provides fiscal governance with dynamic budgeting Financial governance is still in place. Adjust budgets dynamically to meet changing business needs. Program Portfolio Management Value Stream 4 Value Stream 3 Value Stream 2 Value Stream1 PI 1 PI 2 PI 3 PI 4
32© 2017 Scaled Agile, Inc. All Rights Reserved. 32 Quality management “Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product.” “You cannot inspect quality into a product.” —Harold F. Dodge Source: https://blog.deming.org/2012/11/inspection-is-too-late-the-quality-good-or-bad-is-already-in-the-product/
33© 2017 Scaled Agile, Inc. All Rights Reserved. Quality management—from traditional to Lean-Agile mindsets Quality is inspected at the end when final product is delivered Quality is built in incrementally, with rapid feedback cycles and automated testing Testers and developers work in separate silos Testers and developers are part of cross-functional agile teams Audit quality for compliance Conduct team and system demos. Continuous automated testing. Focus on compliance to original requirements Focus on adapting solution to customer needs. Monitor using automated tests. Lessons learned at end of project Retrospectives every 2 weeks. Improvements made continuously
34© 2017 Scaled Agile, Inc. All Rights Reserved. Built-in Quality  Ensures that every increment of the solution reflects quality standards  Quality is built-in, not inspected in, after the fact  Software quality practices include continuous integration, test- first, refactoring, pair-work, collective ownership and more  Hardware quality is supported by exploratory, early iterations, frequent system level integration, design verification, modeling and set-based design “You can’t scale crappy code” (or hardware, or anything else) Built-in Quality
35© 2017 Scaled Agile, Inc. All Rights Reserved. 35 Risk management “The biggest risk is not taking any risk. In a world that's changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” —Mark Zuckerberg, Founder, Facebook Source: BrainyQuote
36© 2017 Scaled Agile, Inc. All Rights Reserved. Risk management—from Traditional to Lean-Agile mindsets Upfront risk identification, quantitative analysis Identify risks and dependencies during PI planning Risk response planning ROAM risks Risk monitoring and controlling Scrum of Scrums, daily stand-ups, big visible information radiators, Program Board to manage dependencies Project Manager own risks. Team members own the risks. Risks are reduced with each incremental delivery of working solutions.
37© 2017 Scaled Agile, Inc. All Rights Reserved. ROAMing risks during PI Planning After all plans have been presented, remaining program risks and impediments are discussed and categorized. ROAMing risks: Resolved – Has been addressed; no longer a concern Owned – Someone has taken responsibility Accepted – Nothing more can be done. If risk occurs, release may be compromised. Mitigated – Team has plan to adjust as necessary
38© 2017 Scaled Agile, Inc. All Rights Reserved. Building incrementally accelerates value delivery 4 444 : Documents Documents Unverified System System
39© 2017 Scaled Agile, Inc. All Rights Reserved. Organize for faster learning and reduced risk Agile Teams power the train: Cross-functional teams apply Scrum, XP and Kanban and built-in quality practices to produce quality working system increments every iteration. Agile Release Trains are cross functional and have all the people they need to define and deliver value every two weeks. This reduces hand-offs and delays and improves the reliability of commitments.
40© 2017 Scaled Agile, Inc. All Rights Reserved. 40 5. Opportunities for Project Managers “Learning is not compulsory; neither is survival.” —W. Edwards Deming
41© 2017 Scaled Agile, Inc. All Rights Reserved. Leverage your existing project management skills Leadership Humility Effective Listening Team Building Motivation Communication Collaboration and knowledge sharing Influencing Managing Conflict Decision making Source: Software Extension to the PMBOK 5th edition Political and cultural awareness Negotiation
42© 2017 Scaled Agile, Inc. All Rights Reserved. Apply them to critical team roles Scrum Master facilitates team events, drives Agile behavior and coaches the team Product Owner acts as the customer for team and prioritizes their work. Defines and accepts requirements. Development Team is everyone needed to define, build, and test an increment of value. Developer, Tester, Business Analyst, etc.
43© 2017 Scaled Agile, Inc. All Rights Reserved. Or to critical program and value stream roles Release Train Engineer acts as the chief Scrum Master for the train Product Management is responsible for customer needs. Owns the vision and product backlog, prioritizes features for optimum economics of the system. System Architect/Engineering align ARTs to a common technological and architectural vision Solution Management responsible customer needs across ARTS, owns the value stream backlog, prioritizes capabilities for the optimal economics of the solution Value Stream Engineer is a servant leader and coach for a value stream. Facilitates value stream events and activities.
44© 2017 Scaled Agile, Inc. All Rights Reserved. See ScaledAgileFramework.com/case-studies SAFe is proven by dozens of real-world case studies
45© 2017 Scaled Agile, Inc. All Rights Reserved. Including the public sector FAA US Customs US Courts DOJ VA NGA CIA FBI SSA NHS NNSA USPTO USAF Agencies / programs known to be using SAFe: US Post Office US Immigration Dutch Tax Authority French National Employment Agency And more!
46© 2017 Scaled Agile, Inc. All Rights Reserved. Why? SAFe gets better 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
47© 2017 Scaled Agile, Inc. All Rights Reserved. Online quick poll Which statement best describes why you attended the webinar today?
48© 2017 Scaled Agile, Inc. All Rights Reserved. Online quick poll Which topic interests you the most for a future webinar?
49© 2017 Scaled Agile, Inc. All Rights Reserved. 49 6. Learn more
50© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 50 Gain the knowledge Leading SAFe® 4.0 with SA Certification Implementing SAFe® 4.0 with SPC4 Certification Find SAFe training worldwide at: ScaledAgile.com Explore the SAFe knowledge base and find free resources at: ScaledAgileFramework.com
51© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 51 Gain the knowledge Free Download http://www.scaledagile. com/safe-whitepaper/
52© 2017 Scaled Agile, Inc. All Rights Reserved.
53© 2017 Scaled Agile, Inc. All Rights Reserved. SAFe Release Train Engineer course and certification Effectively perform the role of the Release Train Engineer Apply Lean-Agile knowledge and tools to execute and release value through Agile Release Trains and value streams Support value delivery in large and complex value streams Facilitate activities that foster relentless improvement in the Agile Release Train Build a high-performing Agile Release Train by becoming a servant leader and coach Continue your learning journey and develop an ART action plan
54© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 54 Questions
55© 2017 Scaled Agile, Inc. All Rights Reserved. Product Owner attributes Focused on delivering stories and enablers to the train, tasked with helping the team build the right things at the right time. Ability to communicate Good business sense Technical foundation Trust Courage Content authority
56© 2017 Scaled Agile, Inc. All Rights Reserved. Product Manager attributes Focused on the business aspects and the market at large, tasked with building the right features at the right time. Sense of balance Forward thinking Solid understanding of current solution Trust
57© 2017 Scaled Agile, Inc. All Rights Reserved. Release Train Engineer attributes Empathetic and good listener Gravitas to create an environment of mutual influence and trust Interested in developing people Uses influence rather than authority to persuade Systems thinker Supports the commitments made by the teams without providing task direction The Release Train Engineer is a servant leader who facilitates and guides the work of the ART:

More Related Content

PPTX
Essential SAFe. The essential scaling patterns that we can (probably) all agr...
Richard Knaster
 
PPTX
Agile India 2016 Keynote - The Lean-Agile Enterprise Awakens- Scalable and Mo...
Richard Knaster
 
PPTX
The 7 most valuable leadership behaviors for leading change
Richard Knaster
 
PPTX
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe
Richard Knaster
 
PPTX
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...
MarkLeeson
 
PPTX
Agile Trends in Government
LitheSpeed
 
PPTX
Enterprise Agile Adoption
Saurav Mukherjee
 
PDF
Technical Debt: A Management Problem That Requires a Management Solution
Scott W. Ambler
 
Essential SAFe. The essential scaling patterns that we can (probably) all agr...
Richard Knaster
 
Agile India 2016 Keynote - The Lean-Agile Enterprise Awakens- Scalable and Mo...
Richard Knaster
 
The 7 most valuable leadership behaviors for leading change
Richard Knaster
 
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe
Richard Knaster
 
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...
MarkLeeson
 
Agile Trends in Government
LitheSpeed
 
Enterprise Agile Adoption
Saurav Mukherjee
 
Technical Debt: A Management Problem That Requires a Management Solution
Scott W. Ambler
 

What's hot (19)

PDF
Scaling Lean Agile - mini iad 2014
Fabio Armani
 
PDF
Introducing SAFe 5.0 the operating system for Business Agility
Leanwisdom
 
PDF
Wolfgang hilpert scaling agile war stories - scrum germany 2017-11-17
Wolfgang Hilpert
 
PDF
Agile Mumbai 2020 Conference | Agile Leadership 101: Unlearn to succeed | Ash...
AgileNetwork
 
PDF
How to lead successful agile transformation (ceo’s guide)
Katy Slemon
 
PPTX
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)
Cprime
 
PDF
Learn Best Practices of a True Hybrid IT Management Approach
Enterprise Management Associates
 
PDF
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
Wolfgang Hilpert
 
PDF
Agile Event Presentation - Nov 27th 2013
Google
 
PDF
SAFe 5.0 Agilist Certification Learning material
Leanwisdom
 
PPTX
Scaling Agile - Multiple Team Dynamics
VersionOne
 
PDF
Scrum day scaled agile - wolfgang hilpert - sascha gessler
Wolfgang Hilpert
 
PDF
Service Leadership’s 9 Guiding Principles: Keys to Successful Change, an ITSM...
ITSM Academy, Inc.
 
PPTX
Agile-overview: Agile Manifesto, Agile principles and Agile Methodologies
Balaji Sathram
 
PDF
Disciplined Agile Delivery: An Introduction
IBM Rational software
 
PDF
Introduction to Enterprise Agile Frameworks
Mehul Kapadia
 
PPTX
Scaling lean agile agile prage 2014 (armani)
Fabio Armani
 
PDF
Disciplined Agile Delivery: Foundation for Scaling Agile
Software Guru
 
PPTX
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD)
Rodney Bodamer
 
Scaling Lean Agile - mini iad 2014
Fabio Armani
 
Introducing SAFe 5.0 the operating system for Business Agility
Leanwisdom
 
Wolfgang hilpert scaling agile war stories - scrum germany 2017-11-17
Wolfgang Hilpert
 
Agile Mumbai 2020 Conference | Agile Leadership 101: Unlearn to succeed | Ash...
AgileNetwork
 
How to lead successful agile transformation (ceo’s guide)
Katy Slemon
 
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)
Cprime
 
Learn Best Practices of a True Hybrid IT Management Approach
Enterprise Management Associates
 
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
Wolfgang Hilpert
 
Agile Event Presentation - Nov 27th 2013
Google
 
SAFe 5.0 Agilist Certification Learning material
Leanwisdom
 
Scaling Agile - Multiple Team Dynamics
VersionOne
 
Scrum day scaled agile - wolfgang hilpert - sascha gessler
Wolfgang Hilpert
 
Service Leadership’s 9 Guiding Principles: Keys to Successful Change, an ITSM...
ITSM Academy, Inc.
 
Agile-overview: Agile Manifesto, Agile principles and Agile Methodologies
Balaji Sathram
 
Disciplined Agile Delivery: An Introduction
IBM Rational software
 
Introduction to Enterprise Agile Frameworks
Mehul Kapadia
 
Scaling lean agile agile prage 2014 (armani)
Fabio Armani
 
Disciplined Agile Delivery: Foundation for Scaling Agile
Software Guru
 
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD)
Rodney Bodamer
 
Ad

Similar to Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe (20)

PDF
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
netmind
 
PPTX
Building an agile culture
Tim Guay
 
PDF
Introduction to Agile Software Development
Avidan Hetzroni
 
PPTX
Introducing_SAFe_for_Lean_Enterprises-1.pptx
Ameur BENTOUTA
 
PPTX
Scaling Atlassian for the Enterprise
Cprime
 
PPTX
Introducing-the-Scaled-Agile-Framework-6.0.pptx
Fabien PETEL
 
PDF
Agile strategy execution framework, part 1
Alan Leeds
 
PDF
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
VersionOne
 
PPTX
Lean-agile transformation: comparing the models of agility at scale
Chris Verlinden
 
PPTX
What's New in SAFe 4.0
Krista Trapani
 
PPTX
The Agile Method and AGILE ISD; how to use each to improve your training program
Christopher King
 
PPTX
Unit-5 Agile Project Management Introduction
RaviRaval36
 
PDF
An overview of agile practices
Dr. Padmavathi Roy
 
PPTX
Achieving Agile in the Enterprise From dream to reality
panayaofficial
 
PDF
Enterprise scaled agile overview (1)
Sandipp Vijj, Digital Disruptor
 
PPTX
What is Agile Project Management? | Agile Project Management | Invensis Learn...
Invensis Learning
 
PDF
1000 track1 gland_sims
Rising Media, Inc.
 
PDF
Embracing Agile Leadership - Don MacIntyre
agilemaine
 
PDF
Next Generation Project Management: Evolving, Transforming and Adapting to th...
Kaali Dass PMP, PhD.
 
PDF
Deliver on the Promise of Agile and DevOps Transformations
Tasktop
 
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5
netmind
 
Building an agile culture
Tim Guay
 
Introduction to Agile Software Development
Avidan Hetzroni
 
Introducing_SAFe_for_Lean_Enterprises-1.pptx
Ameur BENTOUTA
 
Scaling Atlassian for the Enterprise
Cprime
 
Introducing-the-Scaled-Agile-Framework-6.0.pptx
Fabien PETEL
 
Agile strategy execution framework, part 1
Alan Leeds
 
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
VersionOne
 
Lean-agile transformation: comparing the models of agility at scale
Chris Verlinden
 
What's New in SAFe 4.0
Krista Trapani
 
The Agile Method and AGILE ISD; how to use each to improve your training program
Christopher King
 
Unit-5 Agile Project Management Introduction
RaviRaval36
 
An overview of agile practices
Dr. Padmavathi Roy
 
Achieving Agile in the Enterprise From dream to reality
panayaofficial
 
Enterprise scaled agile overview (1)
Sandipp Vijj, Digital Disruptor
 
What is Agile Project Management? | Agile Project Management | Invensis Learn...
Invensis Learning
 
1000 track1 gland_sims
Rising Media, Inc.
 
Embracing Agile Leadership - Don MacIntyre
agilemaine
 
Next Generation Project Management: Evolving, Transforming and Adapting to th...
Kaali Dass PMP, PhD.
 
Deliver on the Promise of Agile and DevOps Transformations
Tasktop
 
Ad

Recently uploaded (20)

PDF
Peak of Data & AI Encore- AI for Metadata and Smarter Workflows
Safe Software
 
PDF
Chapter 3 Spatial Domain Image Processing.pdf
Getnet Tigabie Askale -(GM)
 
PDF
NewMind AI Monthly Chronicles - July 2025
NewMind AI
 
PDF
NewMind AI Weekly Chronicles - August'25 Week I
NewMind AI
 
PPTX
VMware vSphere Foundation How to Sell Presentation-Ver1.4-2-14-2024.pptx
blackmambaettijean
 
PDF
Machine learning based COVID-19 study performance prediction
IAESIJAI
 
PDF
Build a system with the filesystem maintained by OSTree @ COSCUP 2025
Jian-Hong Pan
 
PDF
Encapsulation_ Review paper, used for researhc scholars
gurumoop
 
PDF
Review of recent advances in non-invasive hemoglobin estimation
IAESIJAI
 
PPT
“AI and Expert System Decision Support & Business Intelligence Systems”
ZubinRadhakrishnan
 
PDF
Agricultural_Statistics_at_a_Glance_2022_0.pdf
SandeepSingh286037
 
PDF
Spectral efficient network and resource selection model in 5G networks
IAESIJAI
 
PPTX
Detection-First SIEM: Rule Types, Dashboards, and Threat-Informed Strategy
ReZa AdineH
 
PDF
Dropbox Q2 2025 Financial Results & Investor Presentation
Dropbox
 
PPTX
PA Analog/Digital System: The Backbone of Modern Surveillance and Communication
AVTRON Technologies LLC
 
PDF
Modernizing your data center with Dell and AMD
Principled Technologies
 
PDF
Advanced methodologies resolving dimensionality complications for autism neur...
IAESIJAI
 
PDF
Reach Out and Touch Someone: Haptics and Empathic Computing
Mark Billinghurst
 
PDF
How UI/UX Design Impacts User Retention in Mobile Apps.pdf
SynapseIndia
 
PDF
Bridging biosciences and deep learning for revolutionary discoveries: a compr...
IAESIJAI
 
Peak of Data & AI Encore- AI for Metadata and Smarter Workflows
Safe Software
 
Chapter 3 Spatial Domain Image Processing.pdf
Getnet Tigabie Askale -(GM)
 
NewMind AI Monthly Chronicles - July 2025
NewMind AI
 
NewMind AI Weekly Chronicles - August'25 Week I
NewMind AI
 
VMware vSphere Foundation How to Sell Presentation-Ver1.4-2-14-2024.pptx
blackmambaettijean
 
Machine learning based COVID-19 study performance prediction
IAESIJAI
 
Build a system with the filesystem maintained by OSTree @ COSCUP 2025
Jian-Hong Pan
 
Encapsulation_ Review paper, used for researhc scholars
gurumoop
 
Review of recent advances in non-invasive hemoglobin estimation
IAESIJAI
 
“AI and Expert System Decision Support & Business Intelligence Systems”
ZubinRadhakrishnan
 
Agricultural_Statistics_at_a_Glance_2022_0.pdf
SandeepSingh286037
 
Spectral efficient network and resource selection model in 5G networks
IAESIJAI
 
Detection-First SIEM: Rule Types, Dashboards, and Threat-Informed Strategy
ReZa AdineH
 
Dropbox Q2 2025 Financial Results & Investor Presentation
Dropbox
 
PA Analog/Digital System: The Backbone of Modern Surveillance and Communication
AVTRON Technologies LLC
 
Modernizing your data center with Dell and AMD
Principled Technologies
 
Advanced methodologies resolving dimensionality complications for autism neur...
IAESIJAI
 
Reach Out and Touch Someone: Haptics and Empathic Computing
Mark Billinghurst
 
How UI/UX Design Impacts User Retention in Mobile Apps.pdf
SynapseIndia
 
Bridging biosciences and deep learning for revolutionary discoveries: a compr...
IAESIJAI
 

Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe

  • 1. 1© 2017 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2017 Scaled Agile, Inc. All Rights Reserved. Opportunities for Project Managers in the Lean-Agile Enterprise with SAFe® V4.0.4 Richard Knaster SAFe Fellow, Principal Consultant Dr. Steve Mayner SPCT, Senior Consultant
  • 2. 2© 2017 Scaled Agile, Inc. All Rights Reserved. Agenda for today’s discussion 1. Why SAFe? 2. Brief overview of SAFe 3. Traditional vs. Agile mindset 4. How SAFe handles PMI core processes 5. Opportunities for Project Managers 6. Learn more
  • 3. 3© 2017 Scaled Agile, Inc. All Rights Reserved. Online quick poll Rate your knowledge of SAFe on a scale of 1-5.
  • 4. 4© 2017 Scaled Agile, Inc. All Rights Reserved. 4 1. Why SAFe?
  • 5. 5© 2017 Scaled Agile, Inc. All Rights Reserved. The challenges we face today... ...apply to both traditional and Agile delivery Late delivery Lack of transparency Poor quality and late discovery of problems Phase gates don’t reduce risk Dissatisfied customers Too many dependencies Too early selection of designs Too much complexity No systematic improvement Poor morale
  • 6. 6© 2017 Scaled Agile, Inc. All Rights Reserved. Enterprises can’t keep pace Our methods must keep pace with an increasingly complex world. Business innovation is increasingly being delivered via software and systems, and companies must respond quickly to challenges and opportunities Agile has produced better business outcomes, but it was developed for small, collocated teams Agile methods alone don’t address the top-down concerns of business strategy, as Agile teams work bottom-up
  • 7. 7© 2017 Scaled Agile, Inc. All Rights Reserved. In an “Adapt or Die” business climate “Since 2000, 52 percent of the names on the Fortune 500 list are gone, either as a result of mergers, acquisitions or bankruptcies.” — Teresa Novellino | New York Business Journal From the article “Don't get cozy, Fortune 500: it’s do-or- die time for digital disruption” Click to view the article
  • 8. 8© 2017 Scaled Agile, Inc. All Rights Reserved. 8 2. Brief overview of SAFe
  • 9. 9© 2017 Scaled Agile, Inc. All Rights Reserved. What is SAFe? SAFe® is a freely revealed knowledge base of integrated, proven patterns for enterprise Lean-Agile development. 1. Built-In Quality 2. Program execution 3. Alignment 4. Transparency Core Values scaledagileframework.com
  • 10. 10© 2017 Scaled Agile, Inc. All Rights Reserved. Embraces Lean-Agile values 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 LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE Value in the shortest sustainable 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:
  • 11. 11© 2017 Scaled Agile, Inc. All Rights Reserved. #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 Has nine principles that make it effective
  • 12. 12© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 12 70%US Fortune 100 Enterprises have SAFe-trained practitioners Global Fortune 500 Enterprises have SAFe-trained practitioners 10% 109Scaled Agile Partners in 35 countries 120,000 SAFe-trained practitioners in 105 countries 5,500 SPCs in 56 countries 35 SPCTs 30 - 75% Faster time to market: SAFe Case Studies PLEDGED 1% Scaled Agile Stock Equity & Employee Time to Pledge 1% Campaign 12 millionannual page views across SAFe & Scaled Agile websites 1.3 million websites users 20-50% Increase in productivity: SAFe Case Studies Is it “SAFe”? ANNUAL 25,000 Social Media Followers
  • 13. 13© 2017 Scaled Agile, Inc. All Rights Reserved. 13 3. Traditional vs. Agile mindset
  • 14. 14© 2017 Scaled Agile, Inc. All Rights Reserved. From traditional to Lean-Agile governance Leadership Model Centralized command and control, transactional leadership Self-organizing, decentralized, empowered; servant leadership Work Planning Detailed project plans Backlog of prioritized Epics, Roadmap for 3 – 4 PIs, continuous flow of value Funding Project based funding Value Stream funding of Epics delivered via ARTs Resource Allocation Multitasked, people brought to the work Dedicated teams, work brought to the teams Progress Tracking Document deliverables at waterfall (variable) milestones Working Features/Capabilities predictably delivered every PI Architecture Committed up front in design docs; locked in long-term early in the cone of uncertainty Just enough runway for near-term Features; preserves options to pivot based on validated learning Quality Inspected at the end when final product is delivered Built in incrementally, with rapid feedback cycles and auto testing
  • 15. 15© 2017 Scaled Agile, Inc. All Rights Reserved. Fix the date, float the scope Traditional Agile The plan creates cost/schedule estimates The Vision drives feature intent and estimates Agile Teams show that dates matter and they meet their commitments Business Owners understand how priorities matter Fix time and quality, not scope
  • 16. 16© 2017 Scaled Agile, Inc. All Rights Reserved. From traditional Project Manager to Servant Leader Move toward ...Move away from ...  Coaching the whole team to collaborate  Being a facilitator  Being invested in the team’s overall performance  Asking the team for the answer  Letting the team find their own way  Guiding  Focusing on business value delivery  Doing the right thing for the business right now  Facilitating team problem-solving  Coordinating individual contributions  Acting as a subject matter expert  Driving toward specific outcomes  Knowing the answer  Directing  Talking about deadlines and technical options  Driving the “right” (your) decisions  Fixing problems rather than helping others fix them Lyssa Adkins, Coaching Agile Teams
  • 17. 17© 2017 Scaled Agile, Inc. All Rights Reserved. 17 4. How SAFe handles Five PMI core knowledge areas
  • 18. 18© 2017 Scaled Agile, Inc. All Rights Reserved. 18 Scope management “Future product development tasks can’t be predetermined. Distribute planning and control to those who can understand and react to the end results.” —Michael Kennedy, Product Development for the Lean Enterprise
  • 19. 19© 2017 Scaled Agile, Inc. All Rights Reserved. Scope management—from traditional to Lean-Agile mindsets Scope Definition Vision and Roadmap Detailed project plans and WBS Agile estimating and planning Scope Change Control Frequent backlog refinement and appropriate decentralized content authority Centralized annual planning Decentralized, rolling-wave planning Project Charter Agile Release Train Canvas Scope Verification Acceptance Criteria and TDD and ATDD Scope Monitoring Objective, fact-based measures and milestones (e.g. working software)
  • 20. 20© 2017 Scaled Agile, Inc. All Rights Reserved. A three-PI rolling RoadmapVision Program Increment = a time box (8-12 weeks) Set the direction with the Vision and Roadmap A long view:  How will our future solution solve the larger customer problems?  How will it differentiate us?  What is the future context within which our solutions will operate?  What is our current business context, and how must we evolve to meet this future state?
  • 21. 21© 2017 Scaled Agile, Inc. All Rights Reserved. Plan face-to-face with the entire program (ART)  All stakeholders face-to-face (but typically include multiple locations)  Management sets the mission, with minimum possible constraints  Requirements and design emerge  Important stakeholder decisions are accelerated  Teams create—and take responsibility for—plans For a short video PI planning example, see: https://youtu.be/ZZAtl7nAB1M
  • 22. 22© 2017 Scaled Agile, Inc. All Rights Reserved. Manage scope with decentralized content authority  Epics are large initiatives that largely replace projects  Capabilities describe the higher level behaviors of a Solution  Features are services that fulfill user needs  User stories are statements of intent PPM Mgmt. Value Stream Mgmt. Product Mgmt. Product Owner Epic Enabler Enabler Enabler Enabler Enabler Enabler Capability Capability Capability Feature Feature Feature Feature Feature Feature Feature Story Story Story Story PortfolioValueStreamProgramTeam Program Backlog ValueStream Backlog Portfolio Backlog Story Story Story Story Story Story Story Story Team Backlog
  • 23. 23© 2017 Scaled Agile, Inc. All Rights Reserved. Provide continuous objective evidence Base milestones on objective evaluation of working systems. Solution Demos Team and integrated System Demos
  • 24. 24© 2017 Scaled Agile, Inc. All Rights Reserved. 24 Time management “A predictable organization does not guess about the future and call it a plan; it develops the capacity to rapidly respond to the future as it unfolds.” —Mary and Tom Poppendieck, Implementing Lean Software Development
  • 25. 25© 2017 Scaled Agile, Inc. All Rights Reserved. Time management—from traditional to Lean-Agile mindsets R&D determines the schedule based on a fixed scope The business determines the schedule based on market needs. R&D determines how much work can be done within a fixed timebox. Milestones mainly driven by critical path and phase gates Fixed length iterations and Program Increments Dependencies are used to determine the critical path Program Board is used to manage dependencies between teams. Cross- functional teams and trains help avoid unnecessary dependencies and delays.
  • 26. 26© 2017 Scaled Agile, Inc. All Rights Reserved. Manage time with cadence and synchronization Transforms unpredictable events into predictable events Makes waiting times predictable Facilitates planning; provides more efficient use of resources Synchronization causes multiple events to happen at the same time Sync events facilitate cross- functional tradeoffs of people and scope Program Increment (8-12 weeks) Adjust
  • 27. 27© 2017 Scaled Agile, Inc. All Rights Reserved. 27 Cost management “Agile software development and traditional cost accounting don’t match” —Rami Sirkia and Maarit Laanti
  • 28. 28© 2017 Scaled Agile, Inc. All Rights Reserved. The plan drives resource needs and costs Lean-Agile Budgeting. Fund Value Streams not projects. Focus on near 100% resource utilization to optimize people cost Focus on throughput of value and reducing costly delays Develop a cost baseline upfront for the entire project Fixed cost baseline for a Program Increment (PI). No variances analysis needed. Focus on cost compliance to upfront plan Focus on adapting to customer needs and developing minimal viable product Earned Value Management Burn-up charts Manage cost through preventing change or change control Welcome changes. Manage cost by working on most valuable work first. Cost management—from traditional to Lean-Agile mindsets
  • 29. 29© 2017 Scaled Agile, Inc. All Rights Reserved. TRADITIONAL Empowerment and governance with Lean-Agile budgeting - Full control of total spend - No budgetary surprises - Higher throughput - Higher morale LEAN Governance ►Exercise fiscal governance with dynamic budgeting ►Approve Epic-level initiatives Empowerment ►Fund Value Streams, not projects ►Empower Value Stream content authority ►Work brought to the teams Beyond project cost accounting with SAFe Provide objective evidence of fitness for purpose ►Projects are the basic unit of work ►People are “brought to the work” ►Measure compliance to inherently uncertain work =+ RESULT - High overhead - Us vs. them - Low throughput, productivity - Low morale RESULT
  • 30. 30© 2017 Scaled Agile, Inc. All Rights Reserved. Control costs with increased flexibility ART budgets and resources are unaffected by feature cost overruns or changing priorities. Planned: Actual: Feature 1 Feature 1 Keep people working on the right feature for the right reasons Feature 2 Feature 2 Delay this feature as necessary Fixed cost per PI
  • 31. 31© 2017 Scaled Agile, Inc. All Rights Reserved. SAFe provides fiscal governance with dynamic budgeting Financial governance is still in place. Adjust budgets dynamically to meet changing business needs. Program Portfolio Management Value Stream 4 Value Stream 3 Value Stream 2 Value Stream1 PI 1 PI 2 PI 3 PI 4
  • 32. 32© 2017 Scaled Agile, Inc. All Rights Reserved. 32 Quality management “Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product.” “You cannot inspect quality into a product.” —Harold F. Dodge Source: https://blog.deming.org/2012/11/inspection-is-too-late-the-quality-good-or-bad-is-already-in-the-product/
  • 33. 33© 2017 Scaled Agile, Inc. All Rights Reserved. Quality management—from traditional to Lean-Agile mindsets Quality is inspected at the end when final product is delivered Quality is built in incrementally, with rapid feedback cycles and automated testing Testers and developers work in separate silos Testers and developers are part of cross-functional agile teams Audit quality for compliance Conduct team and system demos. Continuous automated testing. Focus on compliance to original requirements Focus on adapting solution to customer needs. Monitor using automated tests. Lessons learned at end of project Retrospectives every 2 weeks. Improvements made continuously
  • 34. 34© 2017 Scaled Agile, Inc. All Rights Reserved. Built-in Quality  Ensures that every increment of the solution reflects quality standards  Quality is built-in, not inspected in, after the fact  Software quality practices include continuous integration, test- first, refactoring, pair-work, collective ownership and more  Hardware quality is supported by exploratory, early iterations, frequent system level integration, design verification, modeling and set-based design “You can’t scale crappy code” (or hardware, or anything else) Built-in Quality
  • 35. 35© 2017 Scaled Agile, Inc. All Rights Reserved. 35 Risk management “The biggest risk is not taking any risk. In a world that's changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” —Mark Zuckerberg, Founder, Facebook Source: BrainyQuote
  • 36. 36© 2017 Scaled Agile, Inc. All Rights Reserved. Risk management—from Traditional to Lean-Agile mindsets Upfront risk identification, quantitative analysis Identify risks and dependencies during PI planning Risk response planning ROAM risks Risk monitoring and controlling Scrum of Scrums, daily stand-ups, big visible information radiators, Program Board to manage dependencies Project Manager own risks. Team members own the risks. Risks are reduced with each incremental delivery of working solutions.
  • 37. 37© 2017 Scaled Agile, Inc. All Rights Reserved. ROAMing risks during PI Planning After all plans have been presented, remaining program risks and impediments are discussed and categorized. ROAMing risks: Resolved – Has been addressed; no longer a concern Owned – Someone has taken responsibility Accepted – Nothing more can be done. If risk occurs, release may be compromised. Mitigated – Team has plan to adjust as necessary
  • 38. 38© 2017 Scaled Agile, Inc. All Rights Reserved. Building incrementally accelerates value delivery 4 444 : Documents Documents Unverified System System
  • 39. 39© 2017 Scaled Agile, Inc. All Rights Reserved. Organize for faster learning and reduced risk Agile Teams power the train: Cross-functional teams apply Scrum, XP and Kanban and built-in quality practices to produce quality working system increments every iteration. Agile Release Trains are cross functional and have all the people they need to define and deliver value every two weeks. This reduces hand-offs and delays and improves the reliability of commitments.
  • 40. 40© 2017 Scaled Agile, Inc. All Rights Reserved. 40 5. Opportunities for Project Managers “Learning is not compulsory; neither is survival.” —W. Edwards Deming
  • 41. 41© 2017 Scaled Agile, Inc. All Rights Reserved. Leverage your existing project management skills Leadership Humility Effective Listening Team Building Motivation Communication Collaboration and knowledge sharing Influencing Managing Conflict Decision making Source: Software Extension to the PMBOK 5th edition Political and cultural awareness Negotiation
  • 42. 42© 2017 Scaled Agile, Inc. All Rights Reserved. Apply them to critical team roles Scrum Master facilitates team events, drives Agile behavior and coaches the team Product Owner acts as the customer for team and prioritizes their work. Defines and accepts requirements. Development Team is everyone needed to define, build, and test an increment of value. Developer, Tester, Business Analyst, etc.
  • 43. 43© 2017 Scaled Agile, Inc. All Rights Reserved. Or to critical program and value stream roles Release Train Engineer acts as the chief Scrum Master for the train Product Management is responsible for customer needs. Owns the vision and product backlog, prioritizes features for optimum economics of the system. System Architect/Engineering align ARTs to a common technological and architectural vision Solution Management responsible customer needs across ARTS, owns the value stream backlog, prioritizes capabilities for the optimal economics of the solution Value Stream Engineer is a servant leader and coach for a value stream. Facilitates value stream events and activities.
  • 44. 44© 2017 Scaled Agile, Inc. All Rights Reserved. See ScaledAgileFramework.com/case-studies SAFe is proven by dozens of real-world case studies
  • 45. 45© 2017 Scaled Agile, Inc. All Rights Reserved. Including the public sector FAA US Customs US Courts DOJ VA NGA CIA FBI SSA NHS NNSA USPTO USAF Agencies / programs known to be using SAFe: US Post Office US Immigration Dutch Tax Authority French National Employment Agency And more!
  • 46. 46© 2017 Scaled Agile, Inc. All Rights Reserved. Why? SAFe gets better 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
  • 47. 47© 2017 Scaled Agile, Inc. All Rights Reserved. Online quick poll Which statement best describes why you attended the webinar today?
  • 48. 48© 2017 Scaled Agile, Inc. All Rights Reserved. Online quick poll Which topic interests you the most for a future webinar?
  • 49. 49© 2017 Scaled Agile, Inc. All Rights Reserved. 49 6. Learn more
  • 50. 50© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 50 Gain the knowledge Leading SAFe® 4.0 with SA Certification Implementing SAFe® 4.0 with SPC4 Certification Find SAFe training worldwide at: ScaledAgile.com Explore the SAFe knowledge base and find free resources at: ScaledAgileFramework.com
  • 51. 51© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 51 Gain the knowledge Free Download http://www.scaledagile. com/safe-whitepaper/
  • 52. 52© 2017 Scaled Agile, Inc. All Rights Reserved.
  • 53. 53© 2017 Scaled Agile, Inc. All Rights Reserved. SAFe Release Train Engineer course and certification Effectively perform the role of the Release Train Engineer Apply Lean-Agile knowledge and tools to execute and release value through Agile Release Trains and value streams Support value delivery in large and complex value streams Facilitate activities that foster relentless improvement in the Agile Release Train Build a high-performing Agile Release Train by becoming a servant leader and coach Continue your learning journey and develop an ART action plan
  • 54. 54© 2017 Scaled Agile, Inc. All Rights Reserved.© 2017 Scaled Agile, Inc. All Rights Reserved. 54 Questions
  • 55. 55© 2017 Scaled Agile, Inc. All Rights Reserved. Product Owner attributes Focused on delivering stories and enablers to the train, tasked with helping the team build the right things at the right time. Ability to communicate Good business sense Technical foundation Trust Courage Content authority
  • 56. 56© 2017 Scaled Agile, Inc. All Rights Reserved. Product Manager attributes Focused on the business aspects and the market at large, tasked with building the right features at the right time. Sense of balance Forward thinking Solid understanding of current solution Trust
  • 57. 57© 2017 Scaled Agile, Inc. All Rights Reserved. Release Train Engineer attributes Empathetic and good listener Gravitas to create an environment of mutual influence and trust Interested in developing people Uses influence rather than authority to persuade Systems thinker Supports the commitments made by the teams without providing task direction The Release Train Engineer is a servant leader who facilitates and guides the work of the ART: