Upload
alex-yakyma
View
115
Download
0
Embed Size (px)
Citation preview
© 2016 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2016 Scaled Agile, Inc. All Rights Reserved.
Building Your SAFe Implementation Strategy
Alex Yakyma, Fellow and Principal Consultant at Scaled Agile, Inc.
@AlexYakyma
© 2016 Scaled Agile, Inc. All Rights Reserved.
Agenda
Defining the SAFe Enterprise
Creating the rollout strategy
Building a powerful guiding coalition
Organizing around value
Incrementally executing the rollout
Addressing mindset and culture
© 2016 Scaled Agile, Inc. All Rights Reserved.
Defining the SAFe Enterprise
© 2016 Scaled Agile, Inc. All Rights Reserved.
But we can also take a simplistic view of “Essential SAFe”
© 2016 Scaled Agile, Inc. All Rights Reserved.
Creating the rollout strategy
© 2016 Scaled Agile, Inc. All Rights Reserved.
Implementing SAFe® 1-2-3
© 2016 Scaled Agile, Inc. All Rights Reserved.
Typical questions
What people should become SPC?
What leaders to train and when?
How to reach the SAFe tipping point?
What are the actual boundaries of the Value Streams and trains?
What trains do we launch first?
How to sustain the implementation?
How to build a Lean-Agile governance model?
When do we address the portfolio? . . .
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
More questions?
What questions resonated most on the previous slide?
What other important questions regarding Lean-Agile implementation arise in your enterprise’s context
Pair with a neighbor for this exercise
5min
© 2016 Scaled Agile, Inc. All Rights Reserved.
Patterns and Anti-patterns
Incremental rollout
- Learning from early wins
- Building a community
Having concrete vision and roadmap
- Adjusting as you go
Involving leadership from day one
Relentlessly pursuing systemic issues
Waterfall approach to the rollout
- No learning
- No incremental goals
No strategy, chaos
Avoidance of systemic impediments
- Organized around anything but value
- Multimodal approaches
- Unaddressed leadership mindset
Patterns Anti-patterns✔
© 2016 Scaled Agile, Inc. All Rights Reserved.
Building a powerful guiding coalition
© 2016 Scaled Agile, Inc. All Rights Reserved.
Why Agile implementations fail
Version One, Ninth Annual State of Agile Survey
Executive support is crucial for successful Lean-Agile transformations at scale; executives who are not part of the initiative often stall it
Leaders need to know what it is they must do SPCs educate the leaders and build the case for SAFe
© 2016 Scaled Agile, Inc. All Rights Reserved.
Establish a sense of urgency
If there’s no problem, there’s no need for a solution!
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
Sense of urgency
What creates sense of urgency in your environment? What problems would Lean-Agile transformation solve.
5min
© 2016 Scaled Agile, Inc. All Rights Reserved.
The role of SPCs
SPCs are knowledgeable change agents.
Communicate the transformation need and vision
Form the transformation team
Teach leaders and the other stakeholders
Train the Teams and launch ARTs
Coach ARTs
Scale wins to Value Stream and portfolio
Connect the dots in the enterprise
© 2016 Scaled Agile, Inc. All Rights Reserved.
Many Change Agents are needed
Implementing SAFe at scale requires many SPCs
A critical mass of change agents is needed to reach the tipping point
Some train at the start, others later
SPCs coach all levels of the SAFe
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Advocating the change
As a group, brainstorm key messages you would deliver to describe why to adopt SAFe.
5min
© 2016 Scaled Agile, Inc. All Rights Reserved.
Training the stakeholders
scaledagileframework.com/foundations
SAFe Foundations Leading SAFe
© 2016 Scaled Agile, Inc. All Rights Reserved.
Form a transformation team
Have an actual dedicated team, not a bunch of hobbyists
Interface with all key stakeholders– If you miss out someone important, it will fire
backCultivate ultimate respect for stakeholders but
also courage in achieving transformation goals
Understand your main subject
© 2016 Scaled Agile, Inc. All Rights Reserved.
Patterns and Anti-patterns
Team members are fully dedicated or close to that
Have tie-ins into most of the programs
Know where to compromise and where to hold their ground at all cost
Frequently interact with key stakeholders face-to-face
Spend more time in Gemba than doing paperwork
Underpowered
Loosely coupled bunch of individuals
Overly political
Lacks systems thinking and visibility into enterprise bottlenecks
Lacks understanding of Value Streams’ and Programs’ context
Puts process detail over people, mindset and culture
Patterns Anti-patterns✔
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Identifying the Transformation Team
Do you have a Transformation Team now?
If not, how would you go about creating one?
What key stakeholders would the transformation team have to interface with on the regular basis?
5min
© 2016 Scaled Agile, Inc. All Rights Reserved.
Organizing Around Value
© 2016 Scaled Agile, Inc. All Rights Reserved.
Organizing Around ValueV A L U E S T R E A M
AGILE RELEASE TRAIN
50-125 practitioners. May include different disciplines.
Define
Design
Code
Integrate
Test
Deploy
© 2016 Scaled Agile, Inc. All Rights Reserved.
Billing
Value: Order delivered
Customer order
Shipping/TrackingCRM
Operational Value Stream (Example: Order processing)
Development
Value Stream
Example 1: Internal software development organization
© 2016 Scaled Agile, Inc. All Rights Reserved.
If it only was 1-to-1…
Sometimes a single development value stream supports multiple operational value streams
Customer Enrollment
AGILE REL EASE TRA IN
AG ILE RELEASE TRAIN
AG ILE RELEASE TRAIN
AG ILE RELEASE TRA IN
Order Processing
Loyalty Program Enrollment
© 2016 Scaled Agile, Inc. All Rights Reserved.
Generally we are dealing with a matrix
Customer Enrollment
ART 1
ART 2
ART 3
ART 4
Order Processing
Loyalty Program
© 2016 Scaled Agile, Inc. All Rights Reserved.
It visualizes business demand and delivery capability
Customer Enrollment
ART 1
ART 2
ART 3
ART 4
Order Processing
Loyalty Program
Order Processing
Loyalty Program
© 2016 Scaled Agile, Inc. All Rights Reserved.
Simplifies coordination of cross-cutting epics
Epic
Customer Enrollment
ART 1
ART 2
ART 3
ART 4
Order Processing
Loyalty Program
© 2016 Scaled Agile, Inc. All Rights Reserved.
Demonstrates challenges in org design
vs.
A) B)
© 2016 Scaled Agile, Inc. All Rights Reserved.
Patterns and Anti-patterns
Organize trains around capability areas whenever possible
Consider other options: services, domain entities,
Factor in variable business demand
Run a VS workshop with key stakeholders
Trains organized around
- Functions
- Tightly coupled services, layers or subsystems
Heavy reorg
Lack of coordination across trains
Patterns Anti-patterns✔
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Value Streams and ARTs
Are you organized around value?
What relationship do you have between ARTs (programs) and Operational Value Streams?
5min
© 2016 Scaled Agile, Inc. All Rights Reserved.
Incrementally executing the rollout
© 2016 Scaled Agile, Inc. All Rights Reserved.
A rollout example
Tipping Point LS
VS Workshop Built-in Quality
ART Coordination
Portfolio Flow
D
CA
P D
CA
P D
CA
P D
CA
P D
CA
P D
CA
P D
CA
P
© 2016 Scaled Agile, Inc. All Rights Reserved.
Patterns and Anti-patterns
Build learning into the model
Invite reps from other programs to the first launch
Continuously Inspect & Adapt the transformation
Build and interact with CoPs
“Waterfalling” the rollout
Addressing portfolio flow prior to program transformation
Ignoring quality practices, architecture, devops, etc.
Big ”step functions” in built-in quality and other practices
Patterns Anti-patterns✔
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Incremental Rollout
Where are you currently in your transformation journey?
What your incremental strategy would look like?
5min
© 2016 Scaled Agile, Inc. All Rights Reserved.
Addressing mindset and culture
© 2016 Scaled Agile, Inc. All Rights Reserved.
There are ample opportunities
© 2016 Scaled Agile, Inc. All Rights Reserved.
Mindset rests on a belief system
Causes of the traditional mindset problem:Learning cycles are too long (=don’t exist)
Lack of empirical evidence
Watermelon metrics
Lack of direct communication with engineers
Misconceptions about complexity
RATIONAL
EMOTIONAL
MINDSET
© 2016 Scaled Agile, Inc. All Rights Reserved.
Patterns and Anti-patterns
Continuously working with leaders to address mindset challenges; establishing partnership
Emphasizing systems thinking in all aspects of product development
Creating the environment for Leaders and Engineers to communicate face-to-face
New method, old metrics
Top people never trained in a new way of thinking
Managing by numbers, fearing Gemba
“Semiconductor” communication
Failure to embrace uncertainty and build a learning organization
Patterns Anti-patterns✔
© 2016 Scaled Agile, Inc. All Rights Reserved.
Typical diseases of implementation
Not organized around value
No all-hands-on-deck planning
No regular system demo
Business Owners not involved
No Inspect & Adapt
No slack
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
© 2016 Scaled Agile, Inc. All Rights Reserved.
Exercise: Addressing mindset issues
What mindset issues would you focus on first?
Think about one top one for leaders and teams.
5min
© 2016 Scaled Agile, Inc. All Rights Reserved. 411.
Gain the Knowledge
Explore the SAFe knowledge base and find free resources at:
ScaledAgileFramework.com
Leading SAFe® 4.0with SA Certification
Implementing SAFe® 4.0with SPC4 Certification
Find SAFe trainingworldwide at:
ScaledAgile.com