Digital Student Workbook POPM (5.0.1) [PDF]

Zitiervorschau

®

SAFe Product Owner/Product Manager Delivering Value through Effective Program Increment Execution 5.0.1

SAF e® C ourse - Attending this course gives students acc ess to the SAF e Pr oduc t Owner/Pr oduc t Manager exam and rel ated pr eparation materials. 5.0.1

SAFe® Course - Attending this course gives students access to the SAFe Product Owner/Product Manager exam and related preparation materials.

Student Workbook ~ SAF B®I SCAL EDAGIL E'" ©Sca led Agile, Inc.

Hidden Topic Title Text

.....

.-· 0 ·.. Access the SAFe Community Platform

•

0

0

·..□ Cul .: ...

•

...

.:. ef ·. . . .. ...

Manage your member profile , join communities member directory

of practice, and access the

Prepare Yourself Prepare for certification with your learning plan : access your course workbook, study materials, and practice test prior to taking your exam

. . . . . Become a Certified SAFe Professional .:~·- . . .. 0 ... Get certified to achieve recognition of your skills and open the career opportunities ... . ... .

.. ..·.- ~. V : ~

...

. ... .

door to new

Access SAFe Content and Tools

Access professional development resources , and your trainer enablement plan to teach SAFe instructor-led classes

Showcase SAFe Credentials

Use your digital badge to view global job insights, track market labor data, :~le)~:and see where your skills are in demand

...

community.scaledagile.com ~ SAfe · scALEo AGILE · 1

Hidden Topic Title Text

SAFe®for Organizational Agility

l~J I _& I ' Enterprise

Enterprise . S 0 IUt IOn Delivery

(~~~) I

.. ..

Epic Owners

C:

.c

r

C:

!.:

al Enterprise Architect

··•-

--

II~:--:::::

Strategic Themes

---

I

Portfolio Vision

~

HFRs

PortfolioBacklog

..{•' 6•

Lean Budgets

Guardrails

Q~0 I ' ij!a,,i.J 1i

Full Configuration

Government

Al Lean Portfolio Management

Lean Enterprises

&

Solution Arch/Eng

Solution Mgmt

•• STE

~ . •• •

•

r s't => i;= c,,,,;,.,; =>2

KPls

I

Vision

Value Streams

Solution Demo

~

compliance MBSE set-Based

PORTFOLIO

:,o~~~~

0

n

LARGE SOLUTION

I

Roadmap ♦

; .... .c ; • • -•• NFRs :.: SolutionBacklog

,,

MIiestones

SOLUTION TRAIN

Shared

Agile Product Delivery

.

Business Owners

11

Product Mgmt

'

Team and Technical Agility

C ra

Business

•

..

::,::

'

Product Owner

•

I Dev I Ops I Support

ESSENTIAL

]

---

-

- ·.-............ ...: : : .......... •► ··=•: ... ...

At;JLE'JlELEA-SE';TRA

~

Continuous

Continuous

Continuous

Exploration

Integration

Deployment

-

Release on Demand

JDl Lean-Agile ~=

Mindset

Pl Objectives Goal s

System Demos

•

----

•

•

l!!l!!I ----. ----.

mm

----

!!,

"

Cl

mma ~

"

CE

Program ln_i:_rement

ml

0

~~'!!~turat

Built-In Quality

Program Increment

---)

C_

Implementation Roadmap

I

I

System Team

t) ,,_ Lean UX

•

Metrics

Pl 31. @

SAFe Principles

I

G I

!!,

ml

I :.la.\ ,_. CoP

G,

DevOps

0

~:

Services

"-0

C

~

Iterations

CE

@

c@ ~- ~

Cl

0

Goals

li!l!D

CD

"

System Demos

•

61 Shared

Solution Context

Design Thinking

~

Agile Teams

Continuous Delivery Pipeline .•·.: · ..•• -~· ...... _;•.; .: 4• •••.•.• ~

.,...•••••.•.••. ·"-·:•: ••..••.••. ·• · ::-:·••· oduc,t '\/lc1 ge; n ot nte co c,oc, 1hze and u~t bute to Bu in 5 Va

~ m nd P,o r P Object vc ard F ogr :n Boarc!

39

Cl Scaled Agile.Inc.

Notes:

How much preparation is enough? Both too much and too little preparation can cause problems ►

More preparation may be needed if creating entirely new Features or Architectural Runway

►

Too much preparation can inhibit exploration, interaction, and emergent designs/solutions during Pl Planning

►

Ongoing socialization of Features and Enablers as well as adequate backlog refinement influence preparedness

SCALED AGILE •

40

Cl Scaled Agile.Inc.

Notes:

33 | © Scaled Agile, Inc.

2.1 Describe the Program Increment

Duration

~ ~

Discussion: Just enough pre-planning ►

As a class, discuss how the amount of pre-Pl Planning you do can have positive and negative outcomes.

►

The instructor will capture your thoughts on a flip chart in the quadrants shown at right.

►

Consider how the Lean-Agile mindset and SAFe practices influence and enable Pl Planning preparedness.

SCALED AGILE ·

More pre-planning

_____

.,.. ___

zCD ...,. cg

-~-

Less pre-planning

41

Cl Scaled Agile.Inc .

Notes:

34 | © Scaled Agile, Inc.

2.2 Describe the Vision 2.2 D escrib e th e Vision

2.2 Describe the Vision

SCALED AGILE .

Notes:

Portfolio Strategic Themes guide the Vision Product Management collaborates with Lean Portfolio Management to ensure the Vision and the Program/Team Backlogs are aligned to Strategic Themes.

PortfoliDV11iort

Vakle S1re1m 8ud09 t1 andGu11dr11ill

li

Vllion1ndSolution.Pn,gram,1ndTffm8'c:k

logs

Product Management SCALED AGILE ·

43

Cl Scaled Agile.Inc.

Notes:

35 | © Scaled Agile, Inc.

2.2 Describe the Vision

Duration

Video: Terrific Transport Corporation Strategic Themes

~ ~

Anthea Bowen, CEO of the Terrific Transport Corporation (TTC), and Pat Bakker, Solution Manager, review TTC's Strategic Themes.

Click to here to play video https ://vimeo .com /310890102 /890a0eaa12 SCALED AGILE ·

44

Cl Scaled Agile.Inc .

Notes:

1~

~

Video link: https://vimeo.com/310890102/890a0eaa12

36 | © Scaled Agile, Inc.

2.2 Describe the Vision

Duration

Discussion: Van Program Strategic Themes

•

Truck Program

~ ~

STRATEGIC THEMES

•

- Increase Truck Program sales volume by 15%

~

- Obtain gold safety standard status with Van Program

Autonomous Vehicle Program

- Triple Autonomous Vehicle Program revenue within 18 months through commercial expansion

Autonomous Delivery Program

- Capture dominant autonomous delivery market share in zones 1 and 2 within 18 months - Expand the Giving-1 Program to all Terrific Transport locations

As a class , discuss how these Strategic Themes will influence the work of POs and PMs on the Van Program. SCALED AGILE ·

45

Cl Scaled Agile.Inc .

Notes:

Prepare the Vision The Vision is a description of the future state of the product or Solution. ►

Where are we headed with this product or Solution?

►

What problem does it solve?

►

What Features and benefit hypotheses do we think it provides?

►

For whom does it provide them?

►

What nonfunctional requirements (performance, reliability, platforms, etc.) does the Solution deliver?

SCALED AGILE •

( Common formats: ►

Rolling-wave briefings

►

Vision document

►

Preliminary data sheet

►

Draft press release

46

Cl Scaled Agile.Inc .

Notes:

37 | © Scaled Agile, Inc.

2.2 Describe the Vision

Product Management creates the Vision for the ART Product Management creates the Program Vision, which evolves through Customer feedback and learnings of the ART

Feedback evolves the Vision

AG/L_E RELEASE

Vision guides the train

..

Agile Teams

~~

la Product

•

Agile Teams

•

1 •

Pr!t'uct

•

SCALED AGILE ·

•

Owner

la

~

Product

•

Product Manager

hi

Scrum Master

Agile Teams

11

Owner

TRAIN

Owner

hi

Agile Teams

~

•

Scrum Master

Pr:uct

•

Owner

ihl

hi

Scrum Master

Scrum Master

47

Cl Scaled Agile.Inc.

Notes:

Vision: Postcard from the future

- Aspirational, yet realistic and achievable - Motivational enough to engage others on the journey

' Wish we ' were here!

-

---------------------

Result: The teams start thinking about how to apply their strengths in order to get there Heath, Chip and Dan Heath. Switch : How to Change Things When Change Is Hard. New York : Broadway Books , 2010

SCALED AGILE •

48

Cl Scaled Agile.Inc .

Notes:

38 | © Scaled Agile, Inc.

2.2 Describe the Vision

Van Maintenance Advisor postcard from the future

POSTCARD DearTTC, Thank you for creating the Van Maintenance Advisor. Customized maintenance schedules for each van has reduced our repair costs, increased driver safety , and increased revenue because our vans are on the road and functional.

To:TTC

-- Local Courier Services, Inc.

SCALED AGILE ·

49

Cl Scaled Agile.Inc.

Notes:

Summary of SAFe requirements An Epic is a container for a significant Solution development initiative that captures the more substantial investments that occur within a portfolio . A Feature is a service that fulfills a stakeholder need. Each Feature includes a name , a benefit hypothesis , acceptance criteria , and is sized or split as necessary to be delivered by a single ART in a Pl. Stories are short descriptions of a small piece of desired functionality , written from the perspective of the user.

SCALED AGILE •

• NFRs

Program Backlog

An Enabler supports the activities needed to extend the Architectural Runway to provide future business functionality .

11!1!1111!1!11

Enablers are captured in various backlogs throughout SAFe .

11!1!11 elm'.~ Wi ""

NFRs

Team Backlog s

---

-

-

Gm:11

50

Cl Scaled Agile.Inc.

Notes:

39 | © Scaled Agile, Inc.

2.2 Describe the Vision

Activity:Create Epics to fulfillthe Vision ►

►

The Van MaintenanceAdvisor is a substantialnew offering. It will consistof several Epics representing significantdevelopment initiatives. Working as a team, review these three Epics that supportthe Van MaintenanceAdvisoroffering.Can you add one additional Epic?

~~ ~~ Epic: Develop nextgeneration van hardware to capture additional data on van performance

Epic : Maintenance programs tailored for each van based on sensor data

Epic : Au t omated electronic inspections and tracking

SCALED AGILE ·

51

Cl Scaled Agile.Inc .

Notes:

40 | © Scaled Agile, Inc.

Create Epics Instructions: Working as a team, review these three Epics that support the Van Maintenance Advisor offering. Can you add one additional Epic? Use the Epic Hypothesis Statement to document the description and requirements of your Epic. Epic: Develop nextgeneration van hardware to capture additional data on van performance

Epic: Maintenance programs tailored for each van based on sensor data

Epic: Automated electronic inspections and tracking

Epic Hypothesis Statement Funnel Entry Date:

Epic Name:

Epic Owner:

For who

Epic Description:

the is a that unlike our solution

Business Outcomes:

Leading Indicators:

Nonfunctional Requirements (NFRs):

Create Epics Instructions: Working as a team, review these three Epics that support the Van Maintenance Advisor offering. Can you add one additional Epic? Use the Epic Hypothesis Statement to document the description and requirements of your Epic. Epic Hypothesis Statement Funnel Entry Date: Epic Name: Epic Owner:

Epic Description:

Business Outcomes:

Leading Indicators:

Nonfunctional Requirements (NFRs):

2.3 Forecast work through Roadmaps 2.3 For ecast work through Road map s

2.3 Forecast work through Roadmaps

SCA LED AG ILE .

Notes:

Create forecasts through Roadmaps ►

The Enterprise and its stakeholders need to plan for the future

►

Roadmaps enable the Enterprise to make forecasts about the future while adapting to changing market opportunities

-

...,..,

..

auppliers

v,

.-...

♦

01

02

"'

03

....... ..., """"'

(Bralung•l'ld

H1

•

trade •how

V2

~=~

(E~"':)tal

Sensor suppliers

V3

selected

♦

♦ H2

=

Medicalmarket

--

NlfW WW.,.fiWi

■lm-.■ ~~!II ".tt:M.;iUltE !!!1 ■O!Mll;.■ l!IBllllll!llll -· :f;M ll111i:;i:J■ 1

Solution Roadmaps promote clarity in long-range planning and help Product Managers collaborate with Portfolio Management SCALED AGI LE ·

lnslall sensors111 lab vehicles • Analyze weight sensors • Characterizebraking under dcfferentloads ► Environment sensor trade study ►

ReteiJMarlcet

M#M

Pl1

V,

"

♦---­

Pl2

Pl 3

Select environment sensorsuppher

►

►

Prototypechassis

►

►

Characterize accelerahonunder

►

mountmgpofnts

Selectweigh! sensor supplier Include brakingand acceleratingin vehicle analytics

different loads

- Uncommitted ObjKtivH ►

Sensorimpact on manufaduring

Comm/lied

~----

F,xec,,s,

-----

The Pl Roadmap provides additional detail for near-term Pis 53

Cl Scaled Agile.Inc.

Notes:

43 | © Scaled Agile, Inc.

2.3 Forecast work through Roadmaps

V1 (Braking and acceleration)

Sensor suppliers selected

♦ 01

02

♦

♦ 04

03

V2 V3 (Environmental Hl~PA (Driver conditions) comp ,ance habits)

Delivery vehicle trade show

H1

H2

Y4

Y3

Retail Market Medicalmarket Prototype weight sensors

Mount sensors on chassis

Characterize braking

Measure cargo weight/distribution

Measure road conditions

3,d part analytics engine

Measure engine conditions

Ensure HIPPA data protections

Medical cargo spike

Select environment sensors

Customer-specific dashboards

Engine maintenance algorithms

Sensor suppliers selected

♦

Pl 1 ► ►

► ►

-

Install sensors in lab vehicles Analyze weight sensors Characterizebraking under different loads Environmentsensor trade study

► ► ►

Pl2

Pl3

Select environment sensor supplier Prototypechassis mounting points Characterize accelerationunder different loads

Select weight sensor supplier Include braking and acceleratingin vehicle analytics

Uncommitted Objectives ►

Sensor impact on manufacturing Committed

Forecast

44 | © Scaled Agile, Inc.

2.3 Forecast work through Roadmaps

Roadmaps link strategy to tactics

Vision Strategic Themes

Strategic Themes can span many years

Solution Roadmap

Typically 1 - 3 years in duration

Less fidelity

More episod ic

More fidelity

More continuous

1 - 3 Pis in duration 8 - 12 weeks in duration 1 - 4 weeks in duration

54

Notes:

Solution Roadmaps provide a longer-term view V1 (Braking and acceleration)

Sensor suppliers selected

Delivery vehicle trade show

♦

a,

02

Markets

Q3

V2 (Environmental

conditions)

H1

H2

V3 (Driver

♦

♦ Q4

Hl~PA

comp iance habits)

Y4

Y3

Retail Market Medical market Prototype weight sensors

Epics , Features and Enablers

Engine mai ntenance algorith ms

sensors

Note that the timeline changes : as we forecast further into the future , fidelity decreases SCALED AGILE •

55

Cl Sealed Agile.Inc .

Notes:

45 | © Scaled Agile, Inc.

2.3 Forecast work through Roadmaps

Pl Roadmaps are shorter-term with more fidelity

Sensor suppliers selected

Pl 1

Pl2 Select environment sensor supplier

Select weight sensor supplier

Analyze weight sensors

Prototype chassis mounting points

Include braking and accelerating in vehicle analytics

Characterize braking under different loads

Characterize acceleration under different loads

Environment sensor trade study -

Pl3

Install sensors in lab vehicles

Uncommitted Objectives -

Sensor impact on manufacturing Committed

SCALED AGILE ·

Forecast

56

Cl Scaled Agile.Inc.

Notes:

What are market rhythms and market events? Market events are ad-hoc and often unpredictable

Market rhythms are cyclical and predictable 828 Retail Software

Value

--

B2C Social Media

--

ToyMa ker

Impact To~Susneu

toCuSI~ , Partne,s ,

theBuMen

I !=='-----------------

cu

Ql

Time When $/JOvld -

QJ

Time release?

..

mi.tlit/hi$pr0i(,cl"7 Wqtif/Mf/(ffiSit)tl

& acaneyolou,ptfli0dion1

57

Notes:

46 | © Scaled Agile, Inc.

2.3 Forecast work through Roadmaps

Solution and Pl Roadmaps are influenced by external factors

.... ~~ .E. -=-=-= = ♦

♦

•

♦

•

•

~

lli3liilli!iB!ill E.2:531llilii!!a E311E531El:51111iiE31~ lii1i!iil .

Market Rhythms

Wk QI

CU

QJ

-

·lvttitfle'11'9911-

·---

,cr.~br91ong uncletdil'IDl81'11109ct5

-

°'

U.C-01,jo,c-

• Sensor~on

Market Events

-

SCALED AGILE ·

Pl2

, lllsilllsensorsnli!lb

L

58

Cl Scaled Agile.Inc .

Notes:

Activity: Consider market rhythms for optimum release timing

~i>

~~

►

The System Architect has informed the Product Management team that Customers will have to take their vans out of service for approximately one day to install the new hardware required by the Van Maintenance Advisor.

►

Approximately 1/3 of your van Customers are serving the the local retail market while 1/3 are serving the medical specimen market. - Step 1: Draw a market rhythms chart with one line for each market segment to help determine when you could release the new hardware to minimize disruptions to your customers . - Step 2: Be prepared to share with the class .

SCALED AGILE •

59

Cl Scaled Agile.Inc .

Notes:

47 | © Scaled Agile, Inc.

Market Rhythms Chart Instructions: Use the Adobe Markup tool to draw a market rhythms chart with one line for each market segment to help determine when you could release the new hardware to minimize disruptions to your customers.

Q1 Notes

Q2

Q3

Q4

2.4 Create beneficial Features 2.4 Cr eat e b en eficial F eatur es

2.4 Create beneficial Features

SCALED AGILE .

Notes:

Epics are decomposed into Features Additional Features and Enablers ...

•

Feature : Online Maintenance programs

NFRs

Program Backlog

NFRs

Team Backlogs

SCALED AGILE ·

Enabler : Architect for over -the-air, inservice updates

Feature: In-service software update

m!J m!J m!J m!J m!J m!J m!J m!J m!J

mmm

Feature: Maintenance and Repair History

61

Cl Scaled Agile.Inc.

Notes:

49 | © Scaled Agile, Inc.

2.4 Create beneficial Features

Analysis and refinement ensure Features are ready for implementation Features may start as a one-sentence overview with more details added in Pl Planning and backlog refinement meetings.

SCALED AGILE ·

Feature: In-service software update

l.

Feature: In-service software update

refined

Feature: In-servicesoftware update Benefit Hypothesis; Reduced errors, faster upgrades, increased automation

Benefit Hypothesis: Reducederrors, feater upgrades,increased automation

l.

refined

Acceptance Criteria: • Ability to rollbackan update • Ability to provide an audit trail of all updates • All enabled services are runningafter the update

62

Cl Scaled Agile.Inc .

Notes:

Features are implemented incrementally by Stories ►

►

During Pl Planning and Backlog Refinement, Features are refined into Stories Stories are short descriptions of desired functionality, written in the user's language and sized to fit a single Iteration for one team

SCALED AGILE •

Business Feature: Feature: In service software update ■

User Stories:

Enabler Stories:

As a dr iver , I want to receive real-time updates so that I have the latest Features ava ilab le to me

over -the -air updates w ith 80bit encrypt ion

As a vehicle owner , I want the latest release so that I comply with government regulations

Ensure secure

.}

Verily bandw idth requ irements for 100 veh ic le fleet

• 63

Cl Sealed Agile.Inc .

Notes:

50 | © Scaled Agile, Inc.

2.4 Create beneficial Features

Design Thinking tools support PMs and POs in creating Features

r

·- -·------

Customer Journey Mappmg (Mortgage Loan)

• -

-----• · -

--1:11!111-ll!!lail-ll___

_

----· ---··::::.:::.. ==

11111111111111111•

Whole-Product Thinking

Fleet Manager Personas

Customer Journey Maps

SCALED AGILE ·

Mike the

64

Cl Scaled Agile.Inc.

Notes:

Customer journey maps can inform operational Value Streams Customer journey maps: ►

Illustrate the user's experience engaging with a company through products, online experiences, and services

►

May document user desires, activities, feelings, questions, pain points, etc.

►

Can help identify gaps and opportunities

SCALED AGILE •

Customer Journey Mapping (Mortgage Loan)

••••••••• -■

........... B!!ll!!l--li!li!!I

-

Journey Maps help design operational Value Streams

65

Cl Scaled Agile.Inc.

Notes:

51 | © Scaled Agile, Inc.

Repayment plus interest

Loan Need

Customer Journey Mapping (Mortgage Loan) DECIDE

LEARN

CHOOSE

APPLY

PURCHASE

COMPL ETE

Acc;eS$ ophons

Clarify goals

Choose what to buy

ID & financial check

Negotiate sale

Celebrate

52 | © Scaled Agile, Inc. :..~ c-

CuSIOfflff

.,;7 SeMCeOffloer • E,,pia--~

· ~loMIKISNI

~-

ro, understandflg

"'°""age opllOnS

• Follllnlll>l)i,Cll,ont«ffl& -

·"'--

n1•-v-

Onlrlead111SOrY , budge!Jog tn.naal management. •nd ~OpllOnS

Cn!drt Depanmen1

Ser,oc;e

l) cat,11

_...,_.

• P!v.-.i-

-data

_,

~IY!Ce

• Prowies uPO-

on lOanMIIUt

· E-1"-'Y • Prwparwappvv,1

Automaocaty ~ dll1a from public dllU,-

end ~le

•Par1orml•of appleanll

[,;~ eu..-

w,lh lOQIIII

Al-

-IS00Uld

rrc,,ove IC)eed •nd ocancy

•-IACallon

BoneltlC elec:lrorocs,gnalunls

°'

Automai.clrefeffa

to~

Journey Maps help design operationalValue Streams

2.4 Create beneficial Features

' @ --

2.4 Create beneficial Features

Personas help understand Customers Person as: ►

Are fictional characters based upon your research

►

Represent the different people who might use your product or Solution in a similar way

►

Convey the problems Customers face in their own context (e.g. their work environment) and key triggers for using the product

►

Capture rich, concise information (photographs, family stories, jobs, etc.) that inspire great products without unnecessary details

SCALED AGILE ·

66

Cl Scaled Agile . Inc.

Notes:

Example persona Mike the Fleet Manager Age: 36 Location: Reno, Nevada , USA Manages: 50 vans , 80 part-time and full-time drivers

"I started my own courier van service when I was 18. I did everything - delivery, managing the vehicles and handling customers. During the last recession I had to shut down my company - but that's OK, because I was getting tired of working alone. I'm now the Fleet Manager for big company. Driver safety is my top prior ity. I have an office but I'm in constant motion - my tablet is more useful than my desktop computer .

I used to be a driver and driver safety is a personal priority.

My vans need to be on the road - a van in the shop doesn 't make me any money!

I need to be able to respond quickly to emergencies .

Reno weather is hard on vans. I think my maintenance schedule is better than what TTC recommends .

I teamed Spanish and some Vietnamese to better communicate with my drivers.

67

Notes:

53 | © Scaled Agile, Inc.

2.4 Create beneficial Features

Whole-product thinking creates a compelling reason to buy Generic Product Minimum to satisfy Customer

Expected Product Features typically found in this type of product

Augmented Product Features that differentiate this specific product from competitive or alternative products

Potential Product Our v1s1on of future Capab1llt1esthat keep Customers LeVitt, Mari, 0

f! ::::,

8

} 50%

Don't ignore uncertainty




~~

►

Step 1: With your table group, use the Estimating Poker cards to estimate the Stories you previously created.

►

Step 2: Share with the class: - Where do you find challenges when engaged in Story estimation? - Are you as a team aligned around the combination of qualities that represent a Story point (volume, complexity, knowledge, uncertainty)?

SCALED AGILE •

178

Cl Scaled Agile.Inc .

Notes:

137 | © Scaled Agile, Inc.

4.2 Plan the Iteration

Iteration goals Iteration goals provide clarity, commitment, and management information. They serve three purposes: Align team members to a common purpose

Align Program Teams to common Pl Objectives and manage dependencies

Provide continuous management information

SCALED AGILE ·

179

Cl Scaled Agile.Inc .

Notes:

Iteration goals: Examples Business Example

Software Example Iteration Goals

Iteration Goals

1. Finalize and push last name search and first name morphology

1. Roll out the GDPR incident report procedures

2. Index 80% of remaining data

2. Prepare for external audit

3. Other Stories: Establish search replication validation protocol

3. Obtain approvals for financial report

Refactor artifact dictionary schema

SCALED AGILE •

180

Cl Scaled Agile.Inc .

Notes:

138 | © Scaled Agile, Inc.

4.2 Plan the Iteration

Commit to the Iterationgoals Team commitmentsare not just to the work. They are committedto other teams, the program, and the stakeholders.

A team meets its commitment : By doing everything they said they would do,

- orin the event that it is not feasible, they must immediately raise the concern .

SCALED AGILE ·

Commitment

Adaptability

Too much holding to a commitment can lead to burnout , inflexibility, and quality problems .

Too little commitment can lead to unpredictability and lack of focus on results .

181

Cl Scaled Agile.Inc.

Notes:

Tips for effective Iteration planning Common anti-patterns

Best approaches Maintain timebox

Delving too deep into technical discussions

Ensure that the team commits to the Iteration goals

Commitment is unrealistic

Verify that the PO or other managers don't influence the team to overcommit

Capacity and load are exactly the same

Challenge the team to exceed their previous accomplishments

Scrum Master is more focused on a technical role than a facilitator's role

Ensure that improvement items from the retrospective are put into effect

The team under commits due to fear of failure

Ensure time is allocated for technical debt activities

No time is reserved for support activities

SCALED AGILE •

182

Cl Scaled Agile.Inc.

Notes:

139 | © Scaled Agile, Inc.

4.3 Manage flow with the Team Kanban 4.3 Manag e flo w with th e T eam K anb an

4.3 Manage flow with the Team Kanban

SC A LED A GILE ·

Notes:

The Team Kanban promotes collaboration and facilitates flow

•

.,• .,... Team

u

•

.,• .,...

u

Product Owner 2

Team Backlog

6

Analyze

4

Review

2

8

Build

6

Integrate and test

Accepted

Ill Ill ◄

SCALED AGILE ·

Average WIP and duration are measured from th e point work is pulled from the backlog until it is accepted.

---

►

184

Cl Scaled Agile.Inc.

Notes:

140 | © Scaled Agile, Inc.

4.3 Manage flow with the Team Kanban

Duration

Video: Running an effective SAFe Daily Stand-up (DSU)

~ ~

Running an Effective

SAFe®Dai~

tand-up

SCALED AGILE . Provider of SAFe·

https ://vimeo .com /289123257 /0de 7 49d63e SCALED AGILE ·

185

Cl Scaled Agile . Inc.

Notes:

Ir-vi ~

Video link: https://vimeo.com/289123257/0de749d63e

141 | © Scaled Agile, Inc.

4.3 Manage flow with the Team Kanban

Product Owners and the DSU ►

As members of the Agile Team, Product Owners should attend the DSU

►

POs should listen carefully to any impediments that they can resolve immediately during the meet-after

►

POs should be ready to clarify Story intent and acceptance criteria

►

POs sometimes unintentionally interfere with the DSU, so don't feel bad if your Scrum Master provides helpful advice

►

The PO should be attentive for opportunities to release value or engage stakeholders based on the team's progress

SCALED AGILE ·

186

Cl Scaled Agile.Inc .

Notes:

Duration

Discussion: PO's role in the DSU

~ ~

In your work as a Product Owner for TTC, you often attend trade shows and industry conferences to support your sales and marketing team, identify industry trends, and assess competitive offerings. You know that you will be gone for two weeks attending a trade show and visiting a few key Customers. How should you and the team handle your absence in the DSU?

SCALED AGILE •

187

Cl Scaled Agile.Inc .

Notes:

142 | © Scaled Agile, Inc.

4.4 Continuously refine the backlog 4.4 Continuo usly refine th e b acklog

4.4 Continuously refine the backlog

SCALED AGILE ·

Notes:

The backlog refinement event ►

Timebox: 1 - 2 hours

►

Helps the team reconsider new Stories prior to Iteration planning

►

Provides time to identify dependencies and issues that could impact the next Iteration

►

►

Sample Backlog Refinement Event Agenda

Ensures that the PO has a ready backlog for Iteration Planning Agile Team members are in attendance and actively engaged; subject matter experts and other teams ' members are invited as needed

SCALED AGILE ·

1.The PO presents the set of candidate Stories for the next Iteration 2. The team discusses whether the set of candidate Stories should be reduced or increased ; Stories are added or removed 3. The PO guides the team through the candidate Stories one by one : a) The team discusses each Story , estimates it, and splits it if necessary b) The PO clarifies or supplements the acceptance criteria c) The team identifies dependencies on other teams 4. Action items are summarized for all Stories that still require external input or action

189

Cl Scaled Agile.Inc.

Notes:

143 | © Scaled Agile, Inc.

4.4 Continuously refine the backlog

Sample Backlog Refinement Event Agenda 1. The PO presents the set of candidate Stories for the next Iteration 2. The team discusses whether the set of cand idate Stories should be reduced or increased ; Stories are added or removed 3. The PO guides the team through the candidate Stories one by one : a) The team discusses each Story , estimates it , and splits it if necessary b) The PO clarifies or supplements the acceptance criteria c) The team identifies dependencies on other teams 4 . Action items are summarized for all Stor ies that still require external input or action

Tips for more effective backlog refinement Best approaches

Common anti-patterns

Maintain timeboxes

Arriving to the Iteration with non-ready Stories

Maintain the right level of a deep backlog vs ready backlog for two Iterations

Not doing the backlog refinement consistently

Make sure all the team members participate

Team sees Stories for the first time during Iteration or Pl Planning

Invite the right subject matter experts

Feature estimations impact Story estimation

Hold the event at regular intervals

SCALED AGILE •

190

Cl seated Agile.Inc.

Notes:

144 | © Scaled Agile, Inc.

4.5 Participate in the Iteration Review and Retrospective 4.5 Particip at e in the Iter ation Review and Retro sp ect ive

4.5 Participate in the Iteration Review and Retrospective

SCALED AGILE .

Notes:

145 | © Scaled Agile, Inc.

4.5 Participate in the Iteration Review and Retrospective

Duration

Video: How to run an effective SAFe Iteration review meeting

~ ~

https ://vimeo .com/309353242 /e486372f18 SCALED AGILE ·

192

Cl Scaled Agile.Inc .

Notes:

1~

~

Video link: https://vimeo.com/309353242/e486372f18

146 | © Scaled Agile, Inc.

4.5 Participate in the Iteration Review and Retrospective

Iteration Reviews measure team progress Attendees are the team and its stakeholders.

1. How we did on the Iteration

2. How we're doing on the Pl

►

Did we meet the goals?

►

Review of Pl Objectives

►

Story by Story review

►

Review remaining Pl scope and reprioritize if necessary

SCALED AGILE ·

193

Cl Scaled Agile . Inc.

Notes:

Iteration Review guidelines ►

Timebox: 1 to 2 hours

►

Preparation: Review preparation should be limited to 1 to 2 hours. Minimize presentation. Work from the repository of Stories.

►

Attendees: If a major stakeholder cannot attend, the Product Owner should follow up individually.

SCALED AGILE •

Sample Iteration Review Agenda 1. Review business context and Iteration goals 2. Demo and solicit feedback for each story, spike, refactor, and NFR 3. Discuss Stories not completed and why 4. Identify risks and impediments 5. Revise Team Backlog and team Pl Objectives as needed

194

Cl Scale d Agile.Inc .

Notes:

147 | © Scaled Agile, Inc.

4.5 Participate in the Iteration Review and Retrospective

Confirm completion of all required activities against the DoD

• Stories satisfy acceptance criteria • Acceptance tests passed (automated where practical) • Unit and component tests coded, passed , and included in the Build-Verify-Test (BVT) • Cumulative unit tests passed

Stones completed by all teams m the ART and integrated Completed features meet acceptance criteria NFRs met No must-fix defects

• Assets are under version control

Venf1cation and validation of key scenanos

• Engineering standards followed

Included in build definition and deployment process

• NFRsmet • No must-fix defects

Increment demonstrated, feedback achieved

• Stories accepted by Product Owner

Accepted by Product Management

• Capabilities completed by all trains and meet acceptance cntena • Deployed/1nstalled in the staging environment • NFRs met • System end-to-end

1ntegrat1on,venf1cat1on,and vahdat1ondone • No must.fix defects • Included m build definition and deploymenVtrans1tion process

All capabilities done and meet acceptance cntena End-to-end integration and solution V&V done Regression testing done NFRs met

No must-fix defects Release documentation complete All standards met Approved by Solution and Release Management

• Documentation updated • Solution demonstrated, feedback achieved • Accepted by Solution Management

SCALED AGILE ·

195

Cl Scaled Agile.Inc .

Notes:

148 | © Scaled Agile, Inc.

149 | © Scaled Agile, Inc.

• Stories satisfy acceptance criteria • Acceptance tests passed (automated where practical) • Unit and component tests coded, passed , and included in the Build-Verify-Test (BVT) • Cumulative unit tests passed • Assets are under version control • Engineering standards followed • NFRs met • No must-fix defects • Stories accepted by Product Owner

•

Stories completed by all teams in the ART and integrated

•

Completed features meet acceptance criteria

•

NFRs met

•

No must-fix defects

• Verification and validation of key scenarios •

Included in build definition and deployment process

•

Increment demonstrated, feedback achieved

• Accepted by Product Management

• Capabilities completed by all trains and meet acceptance criteria • Deployed/installed in the staging environment • NFRs met • System end-to-end integration, verification, and validation done • No must-fix defects • Included in build definition and deploymenUtransition process • Documentation updated • Solution demonstrated, feedback achieved • Accepted by Solution Management

• All capabilities done and meet acceptance criteria •

End-to-end integration and solution V&V done

•

Regression testing done

•

NFRs met

•

No must-fix defects

•

Release documentation complete

• All standards met • Approved by Solution and Release Management

4.5 Participate in the Iteration Review and Retrospective

□

4.5 Participate in the Iteration Review and Retrospective

What to do when a Story isn't done ►

Split it? - "Well, now that I see it, I've realized that I only really need part of it. The rest is a new Story that we can work on later."

►

Continue it? - "I still need this, and it's still my top priority. Can we finish it in the next iteration?"

►

Delay it? - "This is important to me, but we've discovered it's huge. I'd prefer that we focus on other Stories with better ROI."

►

Abandon it? - "If it's going to be this hard to build, it's not worth it for me anymore. It's just too expensive to justify the value I'd get."

SCALED AGILE ·

196

Cl Scaled Agile.Inc .

Notes:

Update Metrics during Iteration Review to track progress Quality and test automation

Functionality # Stories (loaded at beginning of Iteration)

% SC with test available/test automated

# accepted Stories (defined , built, tested, and accepted)

Defect count at start of Iteration Defect count at end of Iteration

% accepted

# new test cases # not accepted (not achieved within the Iteration) # pushed to next Iteration (rescheduled in next Iteration) # not accepted : deferred to later date

# new test cases automated # new manual test cases Total automated tests Total manual tests

# not accepted: deleted from backlog % tests automated # added (during Iteration ; should typically be 0)

SCALED AGILE •

Unit test coverage percentage

197

Cl Scaled Agile.Inc .

Notes:

150 | © Scaled Agile, Inc.

4.5 Participate in the Iteration Review and Retrospective

Relentless improvement Agile Teams continuously adapt to new circumstances and improve the methods of value delivery ►

Understand where you are

►

Foster the culture of improving everywhere

►

Use retrospectives as summary points but not as limitations

►

Support continuous learning

►

Actively engage with other Scrum Masters to drive improvement on the ART

SCALED AGILE ·

198

Cl Scaled Agile . Inc.

Notes:

Duration

Video: How to Run an Effective SAFe Iteration Retrospective

~ ~

https ://vimeo .com /289517223 /5216eafd10 SCALED AGILE •

199

Cl Scale d Agile.Inc .

Notes:

151 | © Scaled Agile, Inc.

4.5 Participate in the Iteration Review and Retrospective

1~

~

Video link: https://vimeo.com/289517223/5216eafd10

Improving everywhere Ask questions to reflect and address every area that surfaces as a constraint to the team's performance.

Examples Move from manual to automated testing Communication with remote teams, subject matter experts, etc. The team's skill set Preparing and running the demo Nonfunctional requirements (NFR) testing More efficient and disciplined design sessions

SCALED AGILE •

200

Cl scaled Agile.Inc .

Notes:

152 | © Scaled Agile, Inc.

4.5 Participate in the Iteration Review and Retrospective

Iteration Retrospective ►

Timebox: 1 to 1.5 hours

►

Attendees: Just the Agile Team

►

Preparation: Pick 1 - 2 things that can be done better or preserved in the next Iteration. Enter improvement items into the team backlog.

Sample Agenda Part 1 : Quantitative

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. -Agile Manifesto SCALED AGILE ·

1. Review the improvement backlog items targeted for this Iteration . Were they all accomplished? 2. Did the team meet the goals (yes/no)? 3. Collect and review the agreed to Iteration print Metrics Part 2: Qualitative 1. What went well? 2. What didn't? 3. What we can do better next time? What can we preserve?

201

Cl Scaled Agile.Inc.

Notes:

153 | © Scaled Agile, Inc.

4.6 Support DevOps and Release on Demand 4.6 Support D evOp s and R elease on D em and

4.6 Support DevOps and Release on Demand

SCALED AGILE .

Notes:

154 | © Scaled Agile, Inc.

4.6 Support DevOps and Release on Demand

Duration

Video: What is DevOps?

~ ~

https ://vi meo .com /342037390 /3a25026214 SCALED AGILE ·

203

Cl Scaled Agile . Inc.

Notes:

Ir-vi ~

Video link: https://vimeo.com/342037390/3a25026214

155 | © Scaled Agile, Inc.

4.6 Support DevOps and Release on Demand

Duration

Video: The Continuous Delivery Pipeline

~ ~

https ://vimeo .com /342037858 /f1 0a115479 SCALED AGILE ·

204

Cl Scaled Agile.Inc .

Notes:

1~

~

Video link: https://vimeo.com/342037858/f10a115479

156 | © Scaled Agile, Inc.

4.6 Support DevOps and Release on Demand

The Continuous Delivery Pipeline enables the flow of value

. .. .

Relea se on Demand

-

______..

- •- •- •-

-- •--

''''

,/ e

Customer Centric

Continuous Delivery Pipeline

[

'Ji 1'"-............

.... •

••••••••••••

Continuous Exploration

.. . •··•

~

Release on Demand

System Demos

~ --1~ Goals

mm

...... ......

CE

~

mm

Cl

...... ......

Cl

Elli'.I Iteration s

I

mm

Architectural Runway

CE

Program Increment

SCALED AGILE ·

,,, ,---~ System Team

Ir 217

Cl Scaled Agile.Inc.

Notes:

167 | © Scaled Agile, Inc.

5.2 Participate in the System Demo

Recommended System Demo agenda 5min:

Briefly review the business context and the Pl Objectives

5min:

Briefly describe each new Feature before demoing

25 min:

Demo each Feature Frame each Feature in the context of how a Customer or persona will gain benefit from this Feature or how the Feature will create business value

15 min:

Identify current risks and impediments

10 min:

Open discussion of questions and feedback , summarized progress Apply the meet-after pattern to keep the System Demo focused .

SCALED AGILE ·

218

Cl Scaled Agile.Inc .

Notes:

Tips for effective Team and System Demos Best approaches

Common anti-patterns

Maintain timebox

A lot of time is spent preparing for the demo

Ensure that the team commits to the Iteration goals

Demo is mainly talk/slides as opposed to working software and/or hardware

Verify that the PO or other managers don 't influence the team to overcommit

PO sees things for the first time in the Team Demo

Challenge the team to exceed their previous accomplishments Ensure that the improvement items from the retrospective are put into effect Ensure time is allocated for technical debt activities

SCALED AGILE •

System Demo is not done because "the Team Demo is enough " Team members are not invited to the System Demo to save time Demos are not interesting or relevant to Programlevel stakeholders Using test data

219

Cl Scaled Agile.Inc .

Notes:

168 | © Scaled Agile, Inc.

5.3 Innovate throughout the PI 5.3 Innov ate th roughout th e PI

5.3 Innovatethroughoutthe Pl

SCALED AGILE .

Notes:

Innovation is part of the Lean-Agile Mindset One of the four pillars of SAFe's Lean-Agile Mindset is innovation. ►

Customers want the next thing that will improve their lives, but they may not know what that is

►

Producers innovate; Customers validate

Q) ,._

►

Create time for innovation, exploration, and creativity

-

-

::::,

,._ o..... ::::, u

u "O Q)

C

a. co en a, Q) -

0:: a. 0

C

0

3: 0 U:::

I C C

en C en a, a,

E > 0

:;::::; Q)

C

Q)

©

0..

o::E

Q)

►

Avoid succumbing to the tyranny of the urgent

►

Enable education and learning

SCALED AGILE ·

a.

221

Cl Scaled Agile.Inc.

Notes:

169 | © Scaled Agile, Inc.

5.3 Innovate throughout the PI

Innovation occurs in the development Value Streams Value Stream innovation refers to the innovations we create in the design and implementation of Value Streams and the Solution Context.

Can we innovate in how a customer completes and subm its his loan application? SCALED AGILE ·

Could the Navigation suppl ier innovate their Solut ion Context by doing such things as 'moving ' the navigat ion system from the console display directly into the steering wheel or into a heads-up display? 222

Cl Scaled Agile . Inc.

Notes:

Innovative ideas come from many sources

Internal sources .-

-- --..

•-

St rateg ic

• --

Themes

--

;"'' :1- - 1

- •

~

External sources

V1s1on A postcard from the future

-

--- --- - -·- -·- -

' : :-:--..!!""'-'= ' Wish we

1

:were here.

Aspirational. yet reahstic and achievable Motivational enough to engage 01herson the journey

Agile Teams

Result : The teams start thinkmg about how to apply their

strengths in Of'der to get there $ ..-ofer, HowlDC/Wlfe

r~K"-Chwlfe/sHMd. HNlhandHNfl.~Bolw.i 2010

SCALED AGILE •

•

Competitors

D

Customer Requests

. . ..

...-· ► · · ··················

"-=· -

Suppliers

..,_,... ··...

·.

__ :i.~ ... :~~ -~-~:~-~-.):j~--~ CoMllluou1&plor8don

223

Cl Scale d Agile.In c.

Notes:

170 | © Scaled Agile, Inc.

5.3 Innovate throughout the PI

SAFe has many ways to promote and capture innovation

Local Context Innovation Riptide

SCALED AGILE ·

224

Cl Scaled Agile.Inc.

Notes:

171 | © Scaled Agile, Inc.

Lean Portfolio Management

172 | © Scaled Agile, Inc.

Local Context

....... Innovation Riptide

lll ~

/

~rise

~~&\ , I

~

Government

~.

Portfolio

T

Backlog

Iii

Epic Owners

•

Portfolio Vision

Lean

Budgets

Guardrails

Enterprise Solution Delivery

c.~• -=-

.z - ~

Sat•BaHd

Customer

Iii

II

Product Mgmt

'

Team and

RTE

Technical Agility

~ hi

Continuous Learning Culture

Scrum Master

Business

I Dev I Ops I Support

C

•

-•

NFRs

Program Backlog

NFRs

-

"olutlon

LAR,

,.mo

Demo

Ill

SOLUTION

Roadmap

•

Milestones

•

Continuous

Centrlclty

C. -

~ ::ii:

-

80tUTIO# TltAI#

Backlog

AGIL~ •

Delivery "R~L~ASE

Pipeline

Continuous Integral Ion

Continuous Deployment

Release on Demand

Sptemoem08

XP

Scrum

~-

Solution

Context

:§

_b_-•""

-

Shared

Services

ESSENTIAL

.TRA/ ,

,.

l• "

Continuous Exploration

Design Thinking

z --

Va,

Solution

-

~

System Arch/Eng

Vision

NFR•

Solution

Agile Product Delivery

..

KPls

0

rmm

a

0

.:a:.:.

.. CoP

r ••

I

5~m Team

Lean UX

OevOps

lli!!:!ll

~

An;hlte