SAFe® Foundations 4.0

1© 2016 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2016 Scaled Agile, Inc. All Rights Reserved.

Foundations of the Scaled Agile Framework® 4.0Values, Principles, Practices, Implementation

V4.0.2

2© 2016 Scaled Agile, Inc. All Rights Reserved.

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© 2016 Scaled Agile, Inc. All Rights Reserved.


We thought we’d be developing like this:


But sometimes it feels like this:

Library of Congress


Problems discovered

too lateNo way to improve

systematically

Hard to manage

distributed teams

Latedelivery

Too little visibility

Committed to a design that didn’t

work

Poor morale

Massive growth in

complexity

Phase-gate governance isn't helping reduce risk!

Can’t manage dependencies

And our retrospectives read like this:

Poor quality


Management’s challenge

It is not enough that management commit themselves to quality and productivity. … They must know what it is they must do.

Such a responsibility cannot be delegated.

—W. Edwards Deming

“… and if you can’t come, send no one.” —Vignette from Out of the Crisis, Deming,1986


What it is they must do

Embrace Lean-Agile values and principles

Implement Lean-Agile practices

Lead the implementation

8© 2016 Scaled Agile, Inc. All Rights Reserved. 8

Embrace Lean-Agile values and principles


Embrace Lean-Agile values

LEADERSHIP

Res

pect

for

peop

le a

nd c

ultu

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Flow

Inno

vatio

n

Rel

entle

ssim

prov

emen

t VALUE

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


House of Lean

LEADERSHIP

Res

pect

for

peop

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nd c

ultu

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Flow

Inno

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Rel

entle

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prov

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VALUE


Value in the shortest sustainable lead time

There is only one boss. The customer. And he can fire everybody in the company. —Sam Walton

‣ Achieve the sustainably shortest lead time with:

‣ Best quality and value to people and society

‣ High morale, safety, customer delightLEADERSHIP

Res

pect

for

peop

le a

nd c

ultu

re

Flow

Inno

vatio

n

Rel

entle

ssim

prov

emen

t

VALUE


Apply Lean-Agile principles

#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

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Build incrementally to accelerate value delivery

4 444 :Documents Documents Unverified system System


Take an economic view

Early delivery provides fast value with fast feedback

Time

Valu

e D

eliv

ery

Incremental

Waterfall

Fast feedback

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Implement Lean-Agile practices


SAFe® is a freely revealed knowledge base of integrated, proven patterns

for enterprise Lean-Agile development

16

Knowledge for people building the world's most important systems


SAFe for midsize solutions

Expand one level


SAFe for large solutions

Collapse one level


Organize the Portfolio around value

Identify and organize around Value Streams

Communicate enterprise strategy with Strategic Themes

Empower decision makers with Lean-Agile Budgeting

Provide visibility and governance to cross-cutting initiatives with Kanban


Build value with Agile Release Trains

Align to a common mission Apply cadence and synchronization Communicate with Vision, Roadmap, architectural guidance Apply objective Milestones to measure progress


The ART “takes a systems view”

Business Product Mgmt

Hardware Software Testing

A G I L E R E L E A S E T R A I N

Agile Teams

PMO DeploymentSys Eng.


Agile Teams power the train

Five to nine team members, three roles

Scrum Master

Product Owner

Agile Team

Runs team meetings, drives Agile behavior Removes impediments, protects the team from outside influence Attends Scrum of Scrum meetings

Defines and accepts stories Acts as the customer for developer questions Works with product management to plan PIs

Creates and refines user stories and acceptance criteria Defines/builds/tests/delivers Stories Develops and commits to Team PI Objectives and

Iteration plans


Synchronize with PI Planning

Requirements and design emerge Important stakeholder decisions

are accelerated Teams create—and take

responsibilty for—plans

All stakeholders face-to-face (but typically multiple locations)

Management sets the mission, with minimum possible constraints

Future product development tasks can’t be pre-determined. Distribute planning and control to those who can understand and react to the end results. — Michael Kennedy, Product Development for the Lean Enterprise


Coordinate large Value Streams

Apply cadence and synchronization

Establish governance with Value Stream roles and an Economic Framework

Manage fixed and variable Solution Intent

Manage the flow of Capabilities with the Value Stream Kanban

Frequently integrate and validate Customer Solutions


Lead the implementation


Leadership Foundation

People are already doing their best; the problems are with the system.

Only management can change the system.

—W. Edwards Deming

‣ Lead the change

‣ Know the way; emphasize lifelong learning

‣ Develop people

‣ Inspire and align with mission; minimize constraints

‣ Decentralize decision making

‣ Unlock the intrinsic motivation of knowledge workers

Res

pect

for

peop

le a

nd c

ultu

re

Flow

Inno

vatio

n

Rel

entle

ssim

prov

emen

t

VALUE

LEADERSHIP


Train Everyone. Launch Trains.


Implementing SAFe® 1-2-3


Achieve business results

BUSINESS RESULTS

Happier, more

motivated employees

20 – 50% increase in productivity

30 – 75% faster timeto market

50%+ defect

reduction

See ScaledAgileFramework.com/case-studies



50%Warranty expense

down

20 – 50%Productivity

increase

Higher productivity,

higher quality

Better business-ITcollaboration

Dependencies and risks

revealed far in advance

95%Decrease in

productdefects

50%Improved delivery

predictability

Better able to manage

expectations

90% Improvement in build and deployment

Increased efficiency with aligned teams

Dramatic improvement

in Net Promoter

Score

Better focus on the most

business value


Gain the Knowledge

Explore the SAFe®

knowledge base and find free resources at:

ScaledAgileFramework.com

Leading SAFe®

with SA Certification

Implementing SAFe®

with SPC4 Certification

Find SAFe® trainingworldwide at:

ScaledAgile.com