5.0 Flashcards
SAFe Goals
Achieve business agility using the 5 competencies
Configurations
5
- Overview (competencies across big picture)
- Essential
- Large Solution (ex: auto-makers, org focused on delivery of large, multi-disciplinary solutions with hardware/software…)
- Portfolio (Essential+Portfolio) ==> business agility
- Full. ==> Business agility
Levels on Big Picture
3
- Portfolio
- Large Solution
- Essential
Business Agility
Ability to compete and thrive in digital era by quacking responding to market change and emerging opportunity with innovative business solution
Picture used for initial orientation to Safe, guide to executive briefing, intro to business agility…
Competencies
7 Execution - Enterprise Solution Delivery - Agile Product Delivery - Team and Technical Agility
Strategy
- Lean Portfolio Mgnt
- Org Agility
- Continuous Learning
Lean-Agile Leadership
Why Business Agility and SAFe 5
In digital era, capabilities (distribution, branches..), managerial framework (heavy hierarchy made for stability and scaled distribution without customer centricity and network of people), and infrastructure models do not allow organizations to move and react quickly
Solution: not destroying current model, but introduce a 2nd operating system (network that works with current hierarchy) around value delivery
Team and Technical competencies
critical skill and LA principles for high performing Teams and ToT to create high-quality solutions
- Agile Team (SM+PO+team)
- Build in Quality
- Team of Agile Teams (ART)
Agile Product Delivery
customer centric approach to define, build, release continuous flow of valuable prod`/serv to cust/users
- Customer centricity / Design thinking
- Dev on cadence / Rel on demand
- Dev Ops and Continuous Delivery
Ent Solution Delivery
application of LA principles/practices to specify, develop, deploy, operate, evolve largest and most sophisticated software app, networks, cyber-physical systems
- Lean system and solution engineering
- Coordinate trains and suppliers
- Continuously evolve live system
LPM
Apply lean and system thinking to strategy and investment funding, agile port. ops, governance in order to align strategy and execution
- Strategy and Invt funding
- Agile portfolio ops
- Lean Governance
Organizational Agility
How lean thinking people and teams optimize bus process, evolve strategy with clear/decisive/new commitment, and quickly adapt the org
- Lean Thinking people and agile teams
- Lean Business Ops
- Strategic Agility - respond quickly to opp and threats
Continuous Learning Culture
Set of values and practices to encourage people and enterprise to continuously increase knowledge, competence, performance, innovation
- Learning Org (everyone)
- Relentless improvement
- Innovation culture
Lean Agile Leadership
How LA leader drive and sustain org change and ops excellence by empowering ind and team to reach highest potential
- mindset and principles
- Leading by Example
- Leading change
Agile Team
High performing cross functional team
- all teams are agile, not just dev
Maturity steps:
1- be Agile
2- Join value stream / ART (as team, or distributed)
3- specialize principles and practices (how to marketing in more agile way, what is hiring…)
Building Quality
Practices - All Teams - Flow - Automation - Pairing - Definition of Done - Collective Ownership Practices - Tech Team (but can be used by all) - Agile Architecture - Agile Testing - Test Driven Development - Behavior Driven Development - Refactoring - Spikes
Customer Centricity
Mindset leading to more profit, Cust engagement, happy Cust.:
- Focus on customer
- Understand customer need
- build whole product solution
- think like Customer
- know Cust lifetime value
Research driven:
- Understand: Market Research ==> product strategy
- Design: User Research ===> product design
Design thinking
Tools to achieve customer centricity, focus on practice
-Understand Problem:
— Diverge: Discover (gemba walk) – inquire, how it works, to how it “should” work
— Converge: Define (persona, empathy map) – Epic and Features
-Design Right Solution
— Diverge: Develop (journey/story map)
— Converge: Deliver (prototype) – validated feature
- ==> Solution:
Desirable Feasible
Viable Sustainable
Persona Empathy Map Benefit feature matrix Journey Map Story Map Prototype
tools of design thinking
- Persona: Used to reinforce that product / solutions are made for people
- Empathy Map:Used to see customer perspective to inform solution development (what do they see, what do they hear, what do they know…)
- Benefit Feature Matrix:reversed from feature - benefit. what does customer want, and then what feature fit (not the opposite)
- Journey Map: Design thinking tool for operational value stream
- Story Map: to understand user flow, help derives and show value of user stories
- Prototype: to increase design feedback, cheapest, fastest (paper, mid-fi, high-fi, hardware)
Uncommitted objectives
Same as stretch goals in 4.6 - obj that the team has time for but cannot commit to (dependencies)
does not count in expected business value, but count in actual business value
DevOps
it is a mindset, everybody needed is working together ALIGNED to deliver app at high velocity (dev, ops, security compliance, architecture, business) C - culture A - Automation L - Lean flow M - Measure of everything R - Recovery