SAFe
- 1. ART 1
- 2. Scaling Agile Principles to Large Organizations Malmi S. Amadoru 2
- 3. Travel Map • SAFe Principles • SAFe in Act • Challenges 3
- 4. SAFe • Based on Lean & Agile principles • 9 principles • Shortest Sustainable Lead Time • Alignment/Synchronization 4
- 5. #1: Take an economic view • All must understand economic impact of decisions they are making • Develop an economic framework for decision making 5
- 6. #2: Apply system thinking • Understand boundaries – Not only the building system – Systems which it interacts with • Optimize system as a whole, not just component wise 6
- 7. #3: Assume variability: preserve options • Naturally tend to reduce variability – Risk avoidance culture • Variability not inherently GOOD or BAD – Economics associated for outcome • Approach: Set-Based Design/ Set-Based Concurrent Engineering 7
- 8. #4: Build incrementally with fast integrated learning cycles • Integration points create knowledge from uncertainty – Not only to test technical viability – Prototypes to test the market to gain feedback – Fast feedback allows to pivot to alternative option 8
- 9. #5: Base milestones on objective evaluation of working systems • Build incrementally • Integration point demonstrates viability of current in- process solution • Evaluated frequently by stakeholders 9
- 10. #6: Visualize & limit WIP, reduce batch sizes, and manage queue lengths • Too much WIP causes frequent context switching • Make visible current WIP to all stakeholders • Smaller batch size results lower WIP • Keep backlogs short & uncommitted 10
- 11. #7: Apply cadence, synchronize with cross- domain planning • Sufficient uncertainty provides freedom for innovation • Sufficient certainty allows business to operate • Synchronization allows – Align development teams & business to a common mission – Integrate customer into development process 11
- 12. #8: Unlock intrinsic motivation of knowledge workers • Knowledge workers know more than their bosses • Motivate instead of managing • Leverage the system view – Empower to take decision based on economics – Provide autonomy • Understand the role of compensation • Create an environment of mutual influence – Respected 12
- 13. #9: Decentralize decision making • Centralize strategic decisions – Infrequent & long lasting • Decentralize everything else – Frequent & time critical 13
- 14. SAFe 3.0 Portfolio Level Program Level Team Level Team Backlog (Stories) Program Backlog (Features) Portfolio Backlog (Epics) Portfolio Backlog (Epics) Portfolio Level Program Backlog (Features) Program Level Team Backlog 2 (Stories) Team Backlog 1 (Stories) Team Level 14
- 15. Team Level • No changes, usual 2 weeks Scrum • Start & end dates synchronized between teams • Continuous integration & quality focus ₋ Pair Programming ₋ ATDD (Acceptance Test Driven Development) 15
- 16. SAFe in 7 Minutes 16 https://www.youtube.com/watch?v=RXzurBazN-I
- 17. Team Backlog 17
- 18. Team Level - 2 week Sprint 18
- 19. Program Level • Program Increments – 5 sprints time-box – 4 normal sprints + 1 HIP sprint • System Demos – Every 2 weeks • Agile Release Train • Program Backlog • Release Planning 19
- 20. Agile Release Train (ART) • Long lived team of agile teams (50-125) • Organized around enterprise’s value streams • Common mission • Departs & arrives on a reliable schedule – Velocity & predictable planning • All cargo goes on train – Code, documentation etc. • Continuous integration across all teams on train 20
- 21. Program Backlog • Product Manager responsible for defining & prioritizing 21
- 22. Features Vs. Architectural Changes 22
- 23. Release Planning Meeting • All members of all teams (50-125) • Develop, refine & estimate Team Backlog • Output – Program PI Objectives – Team PI Objectives 23
- 25. Program Level in a Nutshell • Release Train Engineer (Scrum Master of Program Level) • System Team – System level integration 25
- 26. Portfolio Level • Portfolio Backlog • Business Epic • Architecture Epic • Kanban • Multiple agile release trains across different value streams 26
- 27. Portfolio Level • Programs aligned to enterprise business strategy – Along value stream lines 27
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- 30. Challenges • Need to transform organization • Train all those who involved • Constrained by business target deadlines • Not so easy! • Not suitable for every circumstance • Other Options – LeSS (Large-Scale Scrum) – DAD (Disciplined Agile Development) 30
- 31. Post Your Query! Thank You! 31