All Flashcards
Implementation Roadmap
Reaching the Tipping Point Train Lean-Agile Change Agents Train Executives, Managers, and Leaders Create a Lean-Agile Center of Excellence Identify Value Streams and ARTs Create the Implementation Plan Prepare for ART Launch Train Teams and Launch the ART Coach ART Execution Launch More ARTs and Value Streams Extend to the Portfolio Accelerate
Four Core Values of SAFe
Alignment
Built-in Quality
Transparency
Program Execution
SAFe Core Competencies
EATLOCL
- Enterprise Solution Delivery - applying lean-agile principles to spec, dev, deploy, operation, and evolution
- Agile Product Delivery - customer centric approach
- Team and Technical Agility - critical skills and principles of agile teams
- Lean Portfolio Management - aligns strategy, execution, and funding by applying lean
- Organizational Agility - how lean thinking people evolve strategy. How Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities
- Continuous Learning Culture - encourages individuals & enterprise to continually increase knowledge
- Lean-Agile Leadership - how lean agile leaders drive and sustain change
Three dimensions of Agile Product Delivery (Competency #2)
‘1. Customer Centricity and Design Thinking
- Develop on Cadence; Release on Demand
- DevOps and the Continuous Delivery Pipeline
Four ways design thinking inspires new ways to measure success
- Desirable
- Feasible
- Viable
- Sustainable
Pillars of SAFe house of lean
FIRR
Flow - optimize sustainable value delivery w built in quality, manage variability, move from projects to products
Innovation - Innovative people, provide time and space for innovation, GO SEE, experimentation and feedback, innvovation riptides, pivot without mercy or guit
Respect for people and culture
Relentless Improvement - constant sense of danger, optimize the whole, problem solving culture, base improvements on facts, reflect at key milestones
Keys to implementing flow
- Understanding the full value stream
- visualizing and limiting WIP
- Reducing batch sizes
- Managing queue lengths
Agile Manifesto Values
WICR
Working software over comprehensive documentation
Individuals and interactions over processes and tools
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Manifesto Principles
- Highest priority is to satisfy the customer through early and continuous delivery of valuable software
- Welcome changing requirements, even late in development
- Deliver working software frequently
- Business people and developers must work together throughout project
- Build projects around motivated individuals. Give them environment and support
- Most efficient and effective method of conveying info is face-to-face
- Working software is primary measure of progress
- Agile processes promote sustainable development
- Continous attention to technical excellence and good design
- Simplicity is essential
- Best architectures, requirements, and designs emerge from self-organizing team
- Team should reflect at regular intervals on how to become more effective
SAFEe Lean-Agile Principles
MISMOVED WC
- Base milestones on objective evaluation of working systems - PI demos orchestrated to deliver objective progress, product, and process metrics
- Build Incrementally with fast, integrated learning cycles - facilitated by small batch sizes, requires increased investment in development environment, integration points reduce risk
- Apply systems thinking - system can evolve no faster than its slowest integration point, optimize value stream
- Unlock intrinsic motivation of knowledge workers
- Organize around value - not silos
- Assume variability, preseve options
- Take an economic view - deliver early and often, apply an economic framework
- Decentralize decision-making
- Visualize and limit WIP, reduce batch sizes, manage queue lengths
- Apply cadence, synchronize with cross-domain planning
Elements of applying an economic framework (part of principle #1)
- Operating within lean budgets and guardrails
- Understanding solution economic trade-offs (lead time, product cost, value, development expense, risk)
- Leveraging suppliers
- Sequencing jobs for the maximum benefit
Primary aspects of systems thinking (part of principle #2)
- Solution itself is a system
- Enterprise building the system is a system too
- Optimize the full value stream
Why limit WIP? (related to principle #6)
Confuses priorities, causes frequent context switching, and increases overhead. It overloads people, scatters focus on immediate tasks, reduces productivity, and throughput, and increases wait times for new functionality.
Basic building block when organizing around value (part of principle #10)
Agile teams are cross-functional, which enables them to define, build, test, and where applicable deploy elements of value quickly with a minimum of handoffs and dependencies.
Who owns team backlog
Product Owner
Who has content authority to make decisions at the user story level during PI planning
Product Owner
Who owns program backlog
Product Manager
Who owns features, PIs, and Releases
Product Manager
Quality software practices
CAARDD
- Code Quality
- Agile architecture - define
- Agile testing
- Refactoring
- Behavior-driven development
- Test-driven development
Components of Continuous Delivery Pipeline
DIE R
Enables the flow of value
- Continuous Exploration - Understand customer needs
- Continuous Integration - Dev, build, test E2E, stage. Critical practice of ART.
- Continuous Deployment - Deploy, verify, monitor, respond. Hide all new functionality under feature toggles until time to release
- Release on Demand - release, stabilize and operate, measure, learn
What two SAFE principles does ART apply?
- Systems Thinking (#2) and
2. Organize Around Value
What can be used to design the customer experience?
Journey Map
How many ARTs is a program backlog for? Who is responsible?
For a single ART. Product Management is responsible
Two things required for prioritization in flow-based system?
- Cost of delay (CoD)
- Duration to implement the value
How is Weighted Shortest Job First (WSJF) calculated?
Cost of delay (CoD) / job duration
Components of Cost of Delay (CoD)
- User-Business Value - preference, revenue impact, negative impact
- Time Criticality - deadline, will they wait or move on?
- Risk Reduction & Opportunity Enablement (RR & OE)
What jobs should receive preference as it relates to duration and cost of delay (CoD)?
Shorter duration and higher cost of delay (CoD)
Who owns feature priorities?
Product Management
Inputs to PI Planning
Business context, roadmap and vision, top 10 features of the program backlog
Outputs from PI Planning
- Committed PI Objectives
- Program Board
Elements of program board
- Feature delivery
- Dependencies
- Milestones
Benefits of uncommitted objectives
- Improved economics
- Increased reliability
- Adaptability to change
When is pre-PI planning event needed?
Cases where large value streams contain multiple ARTs and suppliers. Pre-PI planning sets context and provides the inputs for the individual ART PI planning events
What activity may be required in Day 2 of PI planning based on Day 1?
Plan rework
How to calculate velocity
Use historical data. Total Story Points / # Iterations = Velocity per iteration
ROAMing risks
Resolved
Owned
Accepted
Mitigated
How often should demo of full system increment be done
Every two weeks after iteration review, may lag by as much as one iteration
What is the CALMR approach to DevOps?
Culture - Establish culture of shared responsibility for dev, deploy, and ops
Automation - Automate the Continuous Delivery Pipeline
Lean flow - Keep batch sizes small, limit WIP, and provide extreme visibility
Measurement - Measure the flow throug the pipeline
Recovery - Architect and enable low-risk releases. Establish fast recovery, fast reversion, and fast fix-forward
What do strategic themes influence?
Portfolio Vision
- Value Stream Budgets and Guardrails
- Portfolio Kanban and Portfolio Backlog
- Vision and Large Solution, ART, and Team backlogs
What type of analysis can be used to identify opportunities for the portfolio’s future state?
SWOT (Strengths, Weaknesses, Opportunities, Threats)