4.6 Flashcards
1
Q
Five Competencies
A
LTDBL - LimiTeD BaLl Lean-Agile Leadership Team and Technical Ability DevOps and Release on Demand Business Solution and Lean Systems Engineering Lean Portfolio Management
2
Q
What is part of the Lean Mindset
A
House of Lean
Agile Manifesto
3
Q
House of Lean
A
VALUE
-Respect of people and culture
-Flow
-Innovation
-Relentless Improvement
LEADERSHIP
4
Q
Value as part of House of Lean
A
deliver maximum value in shortest sustainable lead time
- with highest quality
- with morale, safety, customer delight
5
Q
Agile manifesto
A
uncovering better ways of developing software by dong it and helping others to do it
Individual/Interaction > Process/tools
Working software > Comprehensive documentation Customer Collaboration > Contract Negotiation Responding to change > Following a plan
6
Q
Core values
A
--- ABle To Program Alignment Build in Quality Transparency Program Execution
7
Q
SAFe Principles
A
T Ap As Bu Ba= V A U D
1- T-ake an economic view
2- Ap-ply system Thinking (watch for emergent issues)
3- As-sume variability; preserve options
4- B-uild incrementally with fast,integrated learning cycles
5- B-ase milestones on obj. eval of working systems
6- V-isualize and limit WIP;reduce batch size; manage queue length
7- Apply cadence, sync with cross-domain planning
8- U-nlock intrinsic motivation of knowledge workers
9 - D-ecentralize decision-making
8
Q
Implementation Road map
A
Waterfall/go agile GO SAFE and tipping point Train change agents and leaders Identify Value Stream and ART Create Implementation Plan Prepare ART launch Train team / art Coach ART execution Launch more Extend portfolio Sustain and improve
9
Q
5 parameters of economic view / decision
A
Lead time. Product cost
Value. Dev Expense
Risk
10
Q
Set based vs point based approach
A
Set: keep all options open, eliminate bad options after learning
Point: select single option and adjust until can’t
11
Q
3 P for objective evaluation
A
Process - improvement stories
Progress - PI objectives (not stories)
Product- PI system demo / performance / Cust feedback
12
Q
BVIR
A
Big Visible Information Radiator
13
Q
Little’s law
A
Wait = WIP / cycle time
14
Q
members of agile teams
A
cross functional
Dev team - 2 to 9 - create/define US, build US, commit to PI
Product owner - define / accept US, act as customer, work with PM to plan PI
Scrummaster - coaches, remove impediments
15
Q
Building Quality dimensions
A
Flow Architecture and Design quality Code quality System quality Release quality
16
Q
Architecture Roadway
A
existing code, components, and tech infrastructure needed to implement near-term features without excessive redesign and delay. enablers build roadway, features consume them, needs maintenance, use capacity allocation Intentional Architecture SOLID - Single responsibility - Open closed - Liskov substitution - Interface segregation - Dependency inversion
17
Q
ART
A
virtual org. 50 to 125
sync on common cadence, PI
aligned to common mission with Program backlog
18
Q
Program roles
A
RTE - chief scrum master
System Arch - arch guidance and tech enablement
Bus Owners - key stakeholders (dev mgr, qa mgr, vp sales, exec,….)
Prod Management - owns, defines, prioritizes Program Backlog
System Team - process and tools to integrate and evaluate assets early and often
19
Q
Solution Train
A
Aligns ART to common mission
use pre and post PI planning
all ART do PI at same time
Individual planning, joint problem solving
20
Q
Solution train roles
A
Solution RTE - STE
Solution Architect
Solution management (product management for solution)
21
Q
Hierarchy of content
A
Epic - Portfolio
Capability (if solution) - solution
Feature - Program
Story - Team
22
Q
PI and PI planning
A
2 days planning
8 to 12 weeks planning period (usually 10)
23
Q
PI objective
A
committed to by ART
Align ART to vision
Can map to feature, or be milestones, refactoring, group of feature, enabler….
Includes stretch goals (counted in capacity, not in estimated business value, counted in actual business value)
24
Q
PI objective Business Value
A
Established by PO on PI objectives (not stretch ones) during PI planning, value from 1 to 10, then re-established by PO at end of PI (strech goals count)=> serves to measure predictability
25
ART Sync meetings
Scrum of Scrum: Alignment of scrum masters facilitated by RTE / during planning and execution
PO Sync: Aligment of PM, PO, SME facilitated by RTE or PM
26
PI events
Backlog grooming
PI Planning
ART sync (Scrum of scrum, PO sync)
Inspect and Adapt
27
Devops dimensions
CALMR
- Culture - of shared responsibility
- Automation - of continuous delivery pipeline
- Lean - flows accelerate delivery
- Measurement - of everything
- Recovery - enable low risk release
28
Continuous Delivery Pipeline Dimension
Continuous Exploration
Continuous Integration
Continuous Deployment
Release on Demand
29
Continuous Exploration Dimension
H C A S
--Hypothesize
Lean start up thinking / Innovation accounting
-- Collaborate and research
customer visits/gemba/trade studies/market research
-- Architect
For releasability, testability and operations/separate deploy and release/threat modeling
-- Synthesize - the vision, roadmap, program backlog
Create vision/maintain sol roadmap / write clear features/BDD/economic prioritization/PI plan
30
Continuous Integration Dimension
Develop
Build
Test end to Test
Stage
31
Continuous Deployment Dimension
-- Deploy - to production
dark launches / feature toggle / deployt automation / selective and self deployment / version control / blue green deployt
-- Verify - the solution
production testing / test automation / test data management / test NFR
-- Monitor - for problems
Full stack telemetry / visual display / federated monitoring
-- Respond - and recover
proactive detection / cross team collaboration / session replay / roll back fix forward / immutable infrastructure / version control
32
Risk ROAMing
Resolved - addressed, no longer risk
Owned- assigned to someone who can help with it
Accepted - nothing can be done
Mitigated - team has plan to adjust
33
Features
```
fit in one PI
Have a benefit hypothesis
Have acceptance criteria
reflect functional and non-functional
can be enablers
Prioritized using WSJF
```
34
WSJF
to prioritize feature and capabilities (not epic)
Cost of delay / job size (duration, story point)
Applied to the current backlog using relative estimating
cost of delay: user business value+time criticality+Risk Reduction/Opp Enablement value
35
IP iteration
for reliability, planning readiness (feature grooming), innovation (hackathons, infrastructure improvements), estimating guard band (stories catchup, annoying bug...)
36
Problem solving workshop
1. State Problem - Agree on the problem to be solved
2. Root Cause - Apply root-cause analysis and 5 why
3. Biggest root cause - identify using Pareto analysis
4. Restate - new problem for biggest rootcause
5. Brainstorm - new solutions
6. Identify improvement and place in backlog
37
Business solution and lean systems
1. Build solution component and capabilities with ARTs
2. Build and integrate solution with Solution train
3. Capture and refine system specs as fixed/variable solution intent
4. Apply multiple planning horizons
5. Architect for Scale, modularity, releasability and service ability
6. Manage supply chain with system of system thinking
7. Apply continues integration
8. Continually address compliance concerns
38
Solution Intent
repository for storing, managing, and communicating the knowledge of current and intended Solution behavior.
can be fixed (non-negotiable, ex: regulation...) or variable (need discussion/exploration)
Shows current and future state for specs, design, tests
1. make solution and intent dynamic
2. keep options open (move from variable to fixed using set based design, exploration, simulation... )
3. develop collaboratively
4. Connect solution intent across supply chain
5. Minimal but sufficient documentation (models over description,
39
Solution - Multiple planning horizons
Solution roadmap - multiyear, include milestone, event, roadmap
PI roadmap (not a queue) - short term 2/3 pi estimate of features and milestones
Current PI plan - committed features/enablers
Iteration plan
daily plan
40
Model-Based Systems Engineering (MBSE)
the practice of developing a set of related system models that help define, design, and document a system under development
Less dependence on traditional docs
41
Solution Context
identifies critical aspects of the operational environment for a Solution
Solution context impacts solution intent, solution intent impact end solution context
- system of system
- IT deployment environment
- single solution / multiple usage model
42
Lean Portfolio Management 3 collaborations
1. Strategy and investment funding
Connect portfolio to ent. strategy / maintain portfolio vision/fund value streams/establish port. flow
2. Agile portfolio operations
Coordinate value stream/support program execution/drive ops excellence
3. Lean governance
Forecast and budget dynamically/measure port. performance/coordinate continuous compliance
43
Strategic themes
Strategic Themes are differentiating business objectives that connect a portfolio to the strategy of the Enterprise, key differentiators that drive the future state of a portfolio
update yearly
used for budgets, port backlog, all visions and roadmap, the economic framework
use OKR
44
Portfolio canvas and vision
from current canvas, explore possibilities (SWOT, TOWS, see how each option impact canvas), define future canvas, gap = vision
use gap to define potential epics
45
Portfolio Kanban
Funnel (all ideas)
Review (hypothesis statement with leading indicators)
Analyze (sol alternative, MVP for pivot/persevere decision, lean business case..) 1 to 3 months - includes the whole team, allocate capacity in PI
ART ---->. Portfolio Backlog (across ARTs)
Implementing
Done (after hypothesis proven, pivot or persevere decided, not needing close attention)
46
Value Stream Funding
use lean budgets on value stream to go from moving people to work (projects) to moving work to people
47
Lean Budget Guardrails
1. Horizon
Guiding investments by horizon
3-Evaluating / 2-Emerging / 1-Investing Extracting / 0-Retiring
2. Capacity
Optimizing value and solution integrity with capacity allocation
3. Approval
Approving significant initiatives (for all epics above LPM threshold, otherwise goes to program/solution kanban)
4. Engagement
Continuous Business Owner engagement
48
Lean governance
1. Dynamic budgeting
adjust value stream budget dynamically twice a year, only at PI boundaries - use participatory budgeting
2. Measure port performance (strategy getting implemented? spending aligned? results improving?)
metrics, self-assessment, scorecards, value stream KPI..
3. continuous compliance (LQMS)
49
Innovation Accounting
Used for epics.
3 learning milestones
- Minimum Viable Product (MVP) – establish a baseline to test assumptions and gather objective data
- Tune the Engine – quickly adjust and move towards the goal, based on the data gathered
- Pivot or persevere – Decide to deliver additional value, or move on to something more valuable, based on the validated learning. (Lean thinking defines value as providing benefit to the customer; anything else is waste)
50
LACE
4 to 6
part of LAPMO or standalone
functions as agile team, in cadence, can use implementation kanban. need all agile roles (PO, SM, PM usually C level)
has a mission statement with statement, in and out of scope, metrics based on outcome
51
Steps to value stream identification
1. Ops Value Stream
Identifying the operational value streams (could be a segment)
2. Systems
Identifying the systems that support the operational value stream
3. People
Identifying the people who develop and maintain those systems
4. Dev Value Stream
Defining the development value streams that contain the systems and people. create canvas
5. ARTs
Realize Value stream into ARTs (might need several, can be feature drive ART, subsystem ART (ex:platform) - use dependencies to see if your ART is set up most efficiently) - do not reorganize hierarchy around ART
ART might change over time
52
Ops vs Dev Value Stream
Ops: Deliver end customer value
Dev: build systems and capabilities that enable ops streams (all activities from opportunity to release/validaton)
53
10 essential SAFe elements
1. Lean Agile Principles
2. Real Agile Teams and Trains
3. Cadence and Sync
4. PI planning
5. Devops and Releasibility
6. System Demo
7. Inspect and Adapt
8. IP Iteration
9. Architectural Highway
10. Lean Agile Leadership
54
IA
1. PI system demo - 45/60 mn
2. Quantitative measurement 45/60mn (based on PI objective business value)
Team and Program metrics - predictability measure using business value
3. Retro and Problem solving workshop 1.5/2 hrs (for improvement)
55
PI Planning Agenda Day 1
Business Context
Vision
Arch Vision and dev practices
Planning context (facilitator) - lunch
Team Breakou #1 - team develop draft plans, risks and impediments
Draft Plan review - Team presents
Mgnt Review and problem solving - adjust based on challenges, risks, impediments
56
PI Planning Agenda Day 2
```
Planning Adjustment
Team Breakout #2 - team develop final plans, refine risks and impediments
Final Plan Review - Team present final
Lunch
Program Risk
PI confidence vote
Plan rework if necessary
Planning retro, final instructions
```
57
What are the 2 main reasons for change (tipping point)
Burning platform
| Proactive leadership
58
#7 - Cadence / Synchronization / both
Cadence: predictability, routine, integration point, small batch
Synchronization: dependency management, full integration points...
Together: help team proceed confidently in inherent uncertainty
59
Goal of Lean
achieving the shortest sustainable lead time with the best quality and value
60
#1 Take economic view
- Deliver early and often - move value delivery up
- Apply economic framework
lean budget and guardrails
understand economic tradeoff
leverage suppliers
sequence job for max benefit
61
9 Decentralize decision
central: infrequent, long lasting, large Econ benefit
Decentral: frequent/time critical/need local info
62
Reaching tipping point - vision for change
vision for change: motivation / alignment / purpose
63
Must for change according to Kotter
Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change Anchoring new approaches in the culture
64
Must for change according to Kotter
Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change Anchoring new approaches in the culture
65
guiding coalition
--Train Lean-Agile change agents as (SPCs).
They provide the knowledge and horsepower needed to implement the change.
--Train executives, managers, and other leaders.
They sponsor the change and support the implementation. Leading SAFe® is a two-day course designed for this purpose.
-- Charter a (LACE).
This working group becomes the focal point and continuous source of inspiration and energy for change management activities.
66
multiple art in a value stream
Feature area ARTs are optimized for flow and speed.
pay attention to subsystem governance, or else the system architecture will decay, ultimately reducing velocity. Often, a system architect (one or more individuals, or even a small team) is dedicated to maintaining platform integrity.
Subsystem ARTs applications, components, platforms,are optimized for architectural robustness and reuse of subsystems and services. can increase development and reuse efficiencies. (Service-oriented architectures leverage this.) , the flow of value in this scenario can create more dependencies, and require coordination among the ARTs.
content.
67
multiple art in a value stream
Feature area ARTs optimized for flow and speed.
monitor subsystem governance to avoid architecture decay and reduced velocity. Often dedicated a system architect(s) maintains platform integrity.
Subsystem ARTs applications, components, platforms optimized for architectural robustness and reuse of subsystems and services.
Increase development and reuse efficiencies. (Service-oriented architectures) , flow of value create more dependencies, require coordination
68
multiple art in a value stream
Feature area ARTs optimized for flow and speed.
monitor subsystem governance to avoid architecture decay and reduced velocity. Often dedicated a system architect(s) maintains platform integrity.
Subsystem ARTs applications, components, platforms optimized for architectural robustness and reuse of subsystems and services.
Increase development and reuse efficiencies. (Service-oriented architectures) , flow of value create more dependencies, require coordination
69
First ART selected
with Leadership support
With Clear products or solutions \
With Collaborating teams
With Significant challenge or opportunity (short term win)
70
Prepare ART for launch
Define the ART (identified in Create plan, refined by team with a canvas)
Set the launch date and cadence for the program calendar
Train ART leaders and stakeholders (Lead Safe)
Establish the Agile teams - team roster
Train Product Managers and Product Owners (POs)
Train Scrum Masters
Train System Architects/Engineers
Assess and evolve launch readiness
Prepare the program backlog - workshops
71
Launch ART
```
Quick Start - 1 week
1. Train Team - Big Room Training
Accelerated learning
A common scaled Agile paradigm
Cost-efficiency
Collective learning
2. PI Planning
3. workshop (orientation for special role, open spaces, tool training)
```
72
Coach ART
Coach both team and program level events/roles
73
Safe Implementation Railway
--- Input funnel
volunteered value streams, feedback, improvement suggestions, ‘impediment cows,’
--- Transformation backlog
the to-do state. exit criteria: Leadership prepared / ARTs identified / VS Canvas defined / SPCs trained
--- Rail Tracks
- Identify station (Create the Implementation Plan)
Data: # in each ART, PI cadence
- ART Preparation station (Prepare for ART Launch)
Data: the PI cadence, # trained
- Launch station (Train Teams and Launch the ART)
Data: first PI planning date, cycle time)
- First PI station (Coach ART Execution)
Data: cycle time, 2nd PI planning date est., coaching end estimate, first PI predictability
- Second PI station (See Coach ART Execution)
Data: PI predictability, PI performance, 2nd PI planning event Aftercare station (Coach ART Execution)
after two to four PIs/exit criteria: PI predictability (80–100%), self-reflection and relentless improvement
- Sustain and Improve
74
Sustain and Improve
Foster relentless improvement and the Lean-Agile Mindset
Implement Agile HR practices
Advance program execution and servant leadership skills
Measure and take action
Improve Agile technical practices
Focus on Agile Architecture
Improve DevOps and continuous delivery capability
Reduce time-to-market with value stream mapping
75
Shared Services
specialty roles, people, and services for ART or Solution not full-time. (specialized)
76
System Team
specialized Agile Team assisting ART with Agile dev environment, (CD Pipeline support) and Solution with integration/testing/release
Once infrastructure matures, can be eliminated
77
Lean UX
implements functionality in minimum viable increments, determines success by measuring results against benefit hypothesis
Lean Start up => Epic => Lean UX => Feature
- Benefit Hypothesis
- Collaboratively Design
- Build MMF
- Evaluate
