SAFe For Teams Digital Workbook (5.0.1) [PDF]

Zitiervorschau

®

SAFe for Teams Establishing Team Agility for Agile Release Trains 5.0.1

SAF e® C ourse - Attending this course gives students acc ess to the SAF e Pr acti tioner exam and r elated prepar ati on materials . 5.0.1

SAFe® Course - Attending this course gives students access to the SAFe Practitioner exam and related preparation materials.

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

Hidden Topic Title Text

.....

. .. .

.

... ...

. ..

Access the SAFe Community Platform Mange your member profile, access videos and training resources, jo in

Communities

of Practice, and more .

.:. ef ·. . your learning p lan featuring your digital workbook, study mater ials, and . .. Access certification practice test ... . . Become a Certified SAFe Professional : certified to validate your know ledge, expand your professiona l capab il ities , and .. -0 ..: Get open the door to new career opportun ities. Prepare Yourself

.ffeJ.

... . ..-~· .. .

·. . v :

...

Access SAFe Content and Tools Access professional development resources and your trainer enab lement p lan to teach SAFe instructor-led courses .

...

in real time with your team and others :· 0 ·.. Collaborate C hoose from ready-made temp lates to easi ly set up events like Pl Planning • 0 0 ·..[] [] .:• and retrospectives-all with SAFe Co llaborate .

... ...

Showcase SAFe Credentials D isplay your digita l badge to promote your SAFe capabi lities and proficiencies

...

throughout

your career .

community.scaledagile.com ~ SAFe · scA LEo AGILE · 0

1

Continuous Leaming Culture

Team and Technical Agility

Agile Product Delivery

Enterprise . S 0 IUt IOn Delivery

Lean Portfolio Management

Organizational Agility

ij!a,,i.J 1i

.

Business

11

..

'

'

I Dev I Ops I Support

1111 1 Scrum Master

Product Owner

•

Agile Teams

1r.~

I MM •

Product Mgmt

RTE

System Arch/Eng

•

Business Owners

&

Solution Mgmt

Architect

--

..

•

-

•

NFRs

Program Backlog

NFRs

1- 1 Core Values

::,::

Design Thinking

@ 00

HFRs

Lean Budgets

XP

• Execute

•Plan

~

=>2

~=

Dn

Lean-Agile Mindset

Kanban

Scrum

....

•Review • Retro

Value Streams

Delivery Pipeline

0

AGILE RECEA~E~ TRAIN

---

EID

C, Goals

Continuous

( ___

ProgramIncrement

0

]

I

I

I

I

,,

Agile. Inc.

Built-In Quality

DevOps

Consultant

•

Metrics

Leanux

Team

~

System

CoP

:.:.:.

Services

Shared

MIiestones

♦

Roadmap

Vision

I ()..... ~ I• I

0 0 G,-0

• =- SAFe Program

:~~~ i:;- ural

I

'@,

. e,

Solution Context

-

ESSENTIAL

LARGE SOLUTION

I

~ SAF e..scALEo AGILE ·

Implementation Roadmap

•-=->

CE

""

"""""

Cl

~ """"" ~

m:im

mmm

System Demos

Deployment

'@, !11111111

Leadership

ProgramIncrement

Lean-Agile

SAFe Principles

CE

""

• ll'l!lm

Iterations

mmll

""""" """""

Cl

111111111

Goals

•

Integration

Exploration System Demos

Continuous

Continuous

Pl Objectives

~

n

Release on Demand

:,o~~~~

········ ► ······:•:· "········· ·'::-:..·•·........

•

NFRs

Program Backlog

NFRs

-•

ws.1,

...

Values

:...+

~~

Mindset

111[ Lean-Agile

Kanban

s

Scrum

-

•

Iterations

ml

mm

•

Lean-Agile

Cl

•( __

CE

;A,..

j e-

al. @

Built-In Quality

1

I

I

I

~ I

DevOps

o-d

SAFe Program Consultant

Pl

Runway

0

. 8 --..

0

Solution Context

-

ESSENTIAL

KPls

Architectural

on Demand

Release

]

Measure & Grow 0 0RTFOLI □

,I l

....

•

•

Metrics

LeanUX

f)

Team

System

A•

CoP

:.:.:.

Services

Shared

,..

MIiestones

♦

Roadmap

SAFe · scALE□ AGILE ··

Implementation Roadmap

ProgramIncrement

I 1 ,,,...,.,,

mm

ma ,,,...,.,,

@ --.

Leadership

Program ln SAFe• for Architects

:· ~·►-~

-)

((

-~-

♦

Lean Portfolio Ma nagement

Train Executives, Managers, and Leaders

I

•

Leading SAFe•

Lean-Agile Center of Excellence

Train Teams and Launch ART

.:.,.:.

Launch More ARTs and Value Streams

I

>>

.-

..... •

'

PAR T NER NE T WORK

SCALED AGILE '

Train Lean-Agile Change Agents

-

T

Imp lementing SAFe•

scaledagileframewo rk.com/implementation-roadm ap

~o

~

;

0(:-

~

~

Manage ment

Agile Product

Waterfall/ Ad hoc Agile

•• ·•·'

(Reach the tipping point)

Leading SAFe• for SAFe• Government

SAFe®Implementation Roadmap

Hidden Topic Title Text

Strategy with Execution

I Aligning I Delivering I Using Design Thinking to Create Valuable Products in the Lean Enterprise I •

Lean Portfolio Management

SAFe" Product Owner/Product Manager

Agile Product Management

Lean-Agi le Program Execution

for Continuous Value Flow with SAFe®

Your Value Stream

Team Agility for Agi le Release Trains

I Facilitating I Architecting

I Optimizing I Establishing

I Enabling Technical Agility

SAFe" Release Train Engineer

SAFe" for Architects

SAFe" DevOps

SAFe" for Teams

Agile Software Engineering

for the Lean Enterprise

Scrum Master Servant Leadership with SAFe®

I Advancing

SAFe" Advanced Scrum Master

the Scrum Master Role within a SAFe® Enterprise

I Applying

SAFe" Scrum Master

Value through Effective Program Increment Execution

Lean-Agile Practices in the Public Sector with SAFe®

I Applying

SAFe" for Government

I•

I♦

I•

I•

with SAFe® 5 Agile Software Engineer Certification

with SAFe® 5 Practitioner Certification

with SAFe® 5 DevOps Practitioner Certification

with SAFe® 5 Architect Certification

with SAFe® 5 Release Train Engineer Certification

with SAFe® 5 Advanced Scrum Master Certification

I•

I♦

with SAFe® 5 Scrum Master Certification

with SAFe® 5 Agile Product Manager Certification

with SAFe® 5 Product Owner / Product Manager Certification

with SAFe® 5 Lean Portfolio Manager Certification

with SAFe® 5 Government Practitioner Certification

with SAFe• 5 Program Consultant Certification

with SAFe® 5 Agilist Certification

I•

I♦

I•

I•

I♦

Business Agi lity with the Scaled Agile Framework

I Achieving

I•

Implementing SAFe"

in the Digital Age with Business Agility

I Thriving

Leading SAFe"

SAFe® Courses and Certifications

Hidden Topic Title Text

SAF e® C ourse Attending this c ourse gives students acc ess to the SAFe® Pr acti tioner exam and r elated prepar ati on materials .

Table of Contents Privacy Notice .......................................................................... 1 Digital Workbook User Guide................................................... 2

Lesson 1:

Introducing SAFe ....................................................... 5

1.1 Connect with the Scaled Agile Framework ........................ 6 1.2 Explore Lean, the Agile Manifesto, and SAFe Principles ............................................................................... 16 1.3 Identify Scrum, Kanban, and Quality Practices ................ 31

Lesson 2:

Building an Agile Team ............................................ 39

2.1 Build your team ................................................................ 40 2.2 Explore the Scrum Master and Product Owner roles ....... 50 2.3 Meet the teams and people on the train .......................... 53

Lesson 3:

Planning the Iteration ............................................... 59

3.1 Prepare the backlog ......................................................... 60 3.2 Plan the Iteration .............................................................. 70

Lesson 4:

Executing the Iteration ............................................. 85

4.1 Visualize the flow of work................................................. 86 4.2 Measure the flow of work ................................................. 88 4.3 Build quality in.................................................................. 90 4.4 Continuously integrate, deploy, and release .................... 95 4.5 Improve flow with communication and synchronization .................................................................... 103 4.6 Demonstrate value ......................................................... 107 4.7 Retrospect and improve ................................................. 110

Lesson 5:

Executing the PI ..................................................... 117

5.1 Plan Together ................................................................ 118

i | © Scaled Agile, Inc.

5.2 Integrate and demonstrate together ............................... 139 5.3 Learn together ................................................................ 142

Lesson 6:

Becoming a Certified SAFe Practitioner ................. 149

6.1 Becoming a Certified SAFe Professional ....................... 150 Glossary ...................................................................................... 155

ii | © Scaled Agile, Inc.

Privacy Notice Your name, company, and email address will be shared with Scaled Agile, Inc. for course fulfillment, including testing and certification. Your information will be used in accordance with the Scaled Agile privacy policy available at https://www.scaledagile.com/privacy-policy/.

1 | © Scaled Agile, Inc.

Digital Workbook User Guide Frequently Asked Questions Q: How can I take notes in my digital workbook? A: After each lesson, there is a notes page that allows you to type notes directly into the workbook. Remember to save your workbook to your personal computer to save any content you may have added. If you open the digital workbook with a product like Adobe Acrobat, there are functions that allow you to add your own text boxes, add bookmarks, highlight text, and add comments. Remember to save your workbook to your personal computer to save any content you may have added. For additional assistance in annotating your digital workbook, please refer to the tutorials and support articles for the PDF reader of your choice. Q: What other features are included in the digital workbook? A: Action plan slides are followed by editable digital action plan worksheets. All videos have a hyperlink directly below the slide that will take you to the correct URL. If you click on assets in the front matter, you will be taken to resources on the Scaled Agile Framework website, like the Implementation Roadmap and course certification pages. Q: How do I fill out the action plan in my digital workbook? A: To add text to a blue text field, click within the blue box and type. Remember to save your workbook to your personal computer to save any content you may have added. Q: Is my digital workbook saved on the community platform? A: The original digital workbook file will always be available to you in your Learning Plan on the SAFe Community Platform. However, any text or content added to your digital workbook must be saved on your personal computer. Remember to save your workbook to your personal computer to save any content you may have added. Q: Can I share my digital workbook with my coworkers? A: No. You cannot share your digital workbook. It is for personal use only, so you may not reproduce or distribute it. Q: Can I print the digital workbook? A: Yes. You may print the digital workbook for your personal use. The file is letter sized and full color, so make sure to adjust your printing preferences accordingly.

2 | © Scaled Agile, Inc.

Logistics ►

Class times

►

Breaks

►

Lunch

►

Restrooms

►

Accessing Wi-Fi

►

Working agreements

SCALED AGILE •

Cl Scaled Ag ile . Inc .

Notes:

Course goals At the end of this course you should be able to: ►

Apply SAFe to scale Lean and Agile delivery in your Enterprise

►

Know your team and its role on the Agile Release Train

►

Know all other teams on the train, their roles, and the dependencies between teams

►

Plan Iterations

►

Execute Iterations and demonstrate value

►

Plan program increments

►

Integrate with and work with other teams on the train

SCALED AGILE ·

Cl Scaled Agile . Inc.

Notes:

3 | © Scaled Agile, Inc.

Course map ►

Lesson 1: Introducing SAFe

►

Lesson 2: Building an Agile Team

►

Lesson 3: Planning the Iteration

►

Lesson 4: Executing the Iteration

►

Lesson 5: Executing the Program Increment (Pl)

►

Lesson 6: Becoming a Certified SAFe Practitioner

SCALED AGILE •

Cl Scaled Agile.Inc.

Notes:

Activity: Introducing the SAFe Practitioner Action Plan ►

Step 1: In your workbook you will find the SAFe Practitioner Action Plan

►

Step 2: At the end of each lesson, you will have an opportunity to add ideas, insights, and improvement items as a takeaway from each of the lessons

SCALED AGILE ·

Cl Scaled Agile.Inc.

Notes:

4 | © Scaled Agile, Inc.

Lesson 1

Introducing SAFe

Learning Objectives: 1.1

Connect with the Scaled Agile Framework

1.2

Explore Lean, the Agile Manifesto, and SAFe Principles

1.3

Identify Scrum, Kanban, and Quality Practices

SAFe® Course Attending this course gives students access to the SAFe® Practitioner exam and related preparation materials.

5 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework 1.1 C onnect with the Sc aled Agile Framewor k

1.1 Connect with the Scaled Agile Framework

SCALED AGILE ·

Notes:

How do we keep pace? Our development methods must keep pace with an increasingly complex world. ►

We've had Moore's Law for hardware, and now software is eating the world

►

Our development practices haven't kept pace; Agile shows the greatest promise but was developed for small teams

►

We need a new approach, one that harnesses the power of Agile and Lean and applies to the needs of the enterprises who build the world's most important software and systems

SCALED AGI LE ·

6

Cl Scaled Agile.Inc.

Notes:

6 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

Notes:

Notes:

7 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

But sometimes, it feels like this.

Notes:

Agile doesn't fit our large complex and heavily regulated solutions

DevOps and Continuous Delivery are impossible in our environment

No way to improve systematically

Our leadership style and company culture clashes with Agility

Underestimated dependencies

Quality is low

Technical debt is growing

Budget processes inhibit Agility and innovation

Late delivery

Team-level Agile

Problems discovered too late

value when customers need it

Poor morale

or ad hoc Agile

Notes:

8 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

11

Notes:

Why SAFe? SAFe business benefits are derived directly from case studies written by SAFe customers

10-50% happiermore motivatedemployees

30 - 75%faster time-t0-01arket

20 - 50% increase in productivity

25-75% defectreduction

Source : https ://v5.scaledagileframework .com/case-studies SCALED AGILE •

12

Cl Seale d Agile.In c.

Notes:

9 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

SAFe: Roots, past, present, and future 2011

Field experience at enterprise scale

Lean product development

SCALED AGILE ·

I Agile

development

Now ...

I DevOps I Systems thinking 13

Cl Scaled Agile . Inc.

Notes:

Seven Core Competencies of Business Agility

>---->---

-- Execution

~

Ent~rprise

~ Delivery

~ Agi!e

Strategy

Solution

Product ~ Delivery

•

Cen;c ~ us om

~

Organizational Agility 'Qf!;'

Continuous Learning Culture

14

Notes:

10 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

Lean-Agile Leadership provides the foundation ►

Inspire others by modeling desired behaviors

►

Align mindset, words, and actions to Lean-Agile values and principles

►

Actively lead the change and guide others to the new way of working

Leading by Example

Mindset & Principles

••

iii SCALED AGILE ·

·---, -Leading Change

(

---❖

15

Cl Scaled Agile.Inc .

Notes:

Team and Technical Agility is the engine ►

High-performing, cross-functional Agile teams

►

Business and technical teams build business Solutions

►

Quality business Solutions delight Customers

Agile Teams

Teams of Agile Teams

AGILE REJ.EA SE

SCALED AGILE •

Built-In Quality

RA/

16

Cl Scaled Agile.Inc .

Notes:

11 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

Agile Product Delivery provides the focus on Customer and execution ►

The Customer is the center of your product strategy

►

Develop on cadence and Release on Demand

►

Continuously explore, integrate, deploy, and innovate

Customer Centricity and Design Thinking

Develop on cadence and release on demand

DevOps and the Continuous Delivery Pipeline

@

llllll

00 SCALED AGILE ·

AGILE RELEASE

TIIAIN

17

Cl Scaled Agile.Inc .

Notes:

Organizational Agility provides the flexibility to change ►

Create an enterprise-wide, Lean-Agile mindset

►

Lean out business operations

►

Respond quickly to opportunities and threats

Lean-thinking People and Agile Teams

•••••

MNNN 1'4

--SCALED AGILE •

Lean Business Operations

Strategy Agility le:

···-(!)

---

e-----· ·-•

18

Cl Scaled Agile.Inc .

Notes:

12 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

Continuous Learning Culture transforms the culture ►

Everyone in the organization learns and grows together

►

Exploration and creativity are part of the organization's DNA

►

Continuously improving solutions, services, and processes is everyone's responsibility

Learning Organization

SCALED AGILE ·

Innovation Culture

Cl Scaled Agile.Inc .

Relentless Improvement

•

19

Notes:

Enterprise Solution Delivery drives delivery of highly complex systems ►

Apply Lean system engineering to build really big systems

►

Coordinate and align the full supply chain

►

Continually evolve live systems

Lean System and Solution Engineering

Coordinate Trains and Suppliers

Continually Evolve Live Systems

----------SCALED AGILE •

20

Cl Scaled Agile.Inc .

Notes:

13 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

Lean Portfolio Management aligns execution to strategy ►

Align strategy, funding, and execution

►

Optimize operations across the portfolio

►

Lightweight governance empowers decentralized decision-making

SCALED AGILE ·

21

Cl Scaled Agile.Inc .

Notes:

SAFe configurations Four configurations provide the right Solution for each Enterprise.

Full Configuration Large Solution Configuration Portfolio Configuration Essential Configuration

SCALED AGILE •

22

Cl Scaled Agile.Inc .

Notes:

14 | © Scaled Agile, Inc.

1.1 Connect with the Scaled Agile Framework

Positioning an Agile Team in a SAFe Enterprise

T-- T-=T ...._.._ ___

=

..!!.

"=c.,

"'r'"i" oil-

Agile Teams

SCALED AGILE ·

---

-

-

--

·-

"'

.,,

"='

Essential SAFe contains: Roles and activities , and events and processes which Agile Teams use to build and deliver value in the context of the ART

Agile Release Train

23

Cl Scaled Agile.Inc .

Notes:

15 | © Scaled Agile, Inc.

1.2 Explore Lean, the Agile Manifesto, and SAFe Principles 1.2 Expl ore Lean, the Agile M anifesto, and SAFe Principles

1.2 Explore Lean, the Agile Manifesto, and SAFe Principles

SCALED AGILE .

Notes:

SAFe House of Lean

~

~a ::::,

....

(.) -0 Q)

C

o. ro (/) Q) Q) -

0::

0. 0

:: 0 u::::

C 0 :;:;

(/)c (/)

a,

ro >

:;::::

C

ai

0

C

C

Q)

Q)

E Q) >

0

0..

o:: E

Q)

0.

SCALED AGI LE ·

25

Cl Scaled Agile.Inc.

Notes:

16 | © Scaled Agile, Inc.

1.2 Explore Lean, the Agile Manifesto, and SAFe Principles

Value Achieve the shortest sustainable lead time with: ►

►

The best quality and value to people and society

C

0

~ LL

~ > 0 C C

High morale, safety, and Customer delight

"'c U)

Q)

w E Q)

;:,

C > Q) 0 ID i5..

a:: E

There is only one boss . The customer. And he can fire everybody in the company -Sam Walton SCALED AGILE ·

26

Cl Scaled Agile.Inc .

Notes:

Respect for people and culture ►

Generative culture

►

People do all the work

►

Your Customer is whoever consumes your work

~! I! ::::s

...

CD C

0. al In CD CD0.

a: ►

Build long-term partnerships based on trust

►

To change the culture, you have to change the organization

SCALED AGILE •

-

C

UJ C

0

~

w Q) E ;:,

C C

ID i5..

~

U)

Q)

C > Q) 0

a:: E

&

Culture eats strategy for breakfast. -Peter Drucker

27

Cl Scaled Agile.Inc .

Notes:

17 | © Scaled Agile, Inc.

1.2 Explore Lean, the Agile Manifesto, and SAFe Principles

Flow ►

Optimize sustainable value delivery

►

Build in quality

C:

0

►

Understand, exploit, and manage variability

►

Move from projects to products

~0

C:

E

enc en a, a,

E

:;::::; Q)

C: Q)

>

0

w c.. a:: E

Operating a product development process near full utilization is an economic disaster. -Don Reinertsen SCALED AGILE ·

28

Cl Scaled Agile.Inc .

Notes:

Innovation ►

Innovative people

►

Provide time and space for innovation

C

0

~ _Q

►

Go see "Gemba"

►

Experimentation and feedback

►

Innovation riptides

►

Pivot without mercy or guilt

..

u.

'

ca > 0

C

.E

en c Q) en Q)

E

Q) 'E > Q) we a. a:: E

Innovation comes from the producer.

SCALED AGILE •

-W

Edwards Deming 29

Cl Scaled Agile.Inc .

Notes:

18 | © Scaled Agile, Inc.

1.2 Explore Lean, the Agile Manifesto, and SAFe Principles

Relentless Improvement ►

A constant sense of danger

►

Optimize the whole

Q) L.. L..

► Problem solving culture

.ea .....

Base improvements on facts

II) II) Cl)

C:

0

:::

(.) 1:l

C:

.Q

en a, Q) 0::::a.

LL

Q)

►

::J

.....

a. ro

:.::;

;.

ro > 0

C: Cl)

C:

C: Cl)

E Cl) >

e

Q) Q.

E

~

0

►

E

Q)

a.

Reflect at key Milestones

Those who adapt the fastest win. SCALED AGILE ·

30

Cl Scaled Agile.Inc .

Notes:

Leadership ►

Lead by example

►

Adopt a growth mindset

►

Exemplify the values and principles of Lean-Agile and SAFe

►

Develop people

►

Lead the change

►

Foster psychological safety

SCALED AGILE •

~

:::J ..........

.E ::i u tlQJ

"O C:

c.. ro

gJ ~

0:: c..

...... C:

0

~ > 0 C: C:

, 0

f! ::::,

8

} 50%

Don't ignore uncertainty




~~

In your team, reenact an Iteration retrospective of this course so far. ►

Step 1: Pick someone in your team to play the role of the Scrum Master and to facilitate the Iteration review

►

Step 2: As a team, participate in the retrospective by discussing the following: - What went well? - What didn't go so well? - What can be done better?

►

Step 3: Share some of your team's insights with the class

SCALED AGILE •

164

Cl Scale d Agile.Inc .

Notes:

111 | © Scaled Agile, Inc.

4.7 Retrospect and improve

Action Plan: Executing the Iteration ►

Step 1: Think about the activities you were engaged in as a team

►

Step 2: Brainstorm one to three actions you could take to improve in any of those areas related to Iteration execution as a team

►

Step 3: Individually write down at least one improvement item

►

Step 4: Share one item you discussed as a team and one item you individually wrote in your Action Plan

SCALED AGILE ·

~~ ~~

165

Cl Scaled Agile.Inc .

Notes:

112 | © Scaled Agile, Inc.

SAFe Practitioner Action Plan

Lesson 4: Executing the Iteration

Step 1: Think about the activities you were engaged in as a team Step 2: Brainstorm one to three actions you could take to improve in any of those areas related to Iteration execution as a team Step 3: Individually write down at least one improvement item Step 4: Share one item you discussed as a team and one item you individually wrote in your Action Plan

© SCALED AGILE, INC.

4.7 Retrospect and improve

Lesson review In this lesson you: ►

Defined and visualized the initial flow of work with your team

►

Explored how to measure the flow of work

►

Recognized techniques to build quality into development process

►

Discussed how to continuously integrate, deploy, and release value

►

Explored how to demonstrate value to team stakeholders

►

Practiced running retrospectives

SCALED AGILE ·

166

Cl Scaled Agile . Inc.

Notes:

114 | © Scaled Agile, Inc.

Lesson 4 notes Enter your notes below:

Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.

This page intentionally left blank.

116 | © Scaled Agile, Inc.

Lesson 5

Executing the PI

Learning Objectives: 5.1

Plan Together

5.2

Integrate and demonstrate together

5.3

Learn together

SAFe® Course Attending this course gives students access to the SAFe® Practitioner exam and related preparation materials.

117 | © Scaled Agile, Inc.

5.1 Plan Together 5.1 Pl an T ogether

5.1 Plan together

SCALED AGILE .

Notes:

118 | © Scaled Agile, Inc.

5.1 Plan Together

Duration

Video: Introductionto Pl Planning

SCALED AGILE ·

168

Cl Scaled Agile.Inc.

Notes:

Ir-vi ~

~ ~

Video link: https://vimeo.com/361407444/407333b725

119 | © Scaled Agile, Inc.

5.1 Plan Together

Align to a mission with Pl Objectives Objectives are business summaries of what each team intends to deliver in the upcoming Pl. ►

They often map directly to the Features in the backlog. For example: - An aggregation of a set of Features - A milestone like a trade show - An Enabler Feature supporting the implementation

Team A Pl Objec tives

BV

Proof of concept with mock sounds

10

Help with radar POC

4

Decide to create or buy engine noises

3

Uncomm itted Proof of co ncept with real sounds

7

- A major refactoring SCALED AGILE ·

169

Cl Scaled Agile.Inc .

Notes:

Pl Planning Cadence-based Pl Planning meetings are the heartbeat of the Agile Enterprise. ►

Two days every 8 -12 weeks (10 weeks is typical)

►

Everyone attends in person if possible

►

Product Management owns Feature priorities

►

Agile teams own Story planning and high-level estimates

►

Architect/Engineering and UX* work as intermediaries for governance , interfaces , and dependencies

►

*UX - Lean User Experience on how the user interacts with the system.

SCALED AGILE •

170

Cl Scaled Agile.Inc .

Notes:

120 | © Scaled Agile, Inc.

5.1 Plan Together

Maintain predictability with uncommitted objectives Uncommitted objectives help improve the predictability of delivering business value . Uncommitted objectives do count in velocity/capacity.

Team A Pl Objectives

►

They are planned and aren't extra things teams do just in case you have time

►

They are not included in the commitment, thereby making the commitment more reliable

Proof of concept with mock sounds

10

Help with radar POC

4

If a team has low confidence in meeting a Pl Objective, encourage them to make it an uncommitted objective

Decide to create or buy engine noises

3

►

►

If an item has many unknowns , consider making it an uncommitted objective and planning for early spikes

SCALED AGILE ·

BV

Uncomm itted Proof of co ncept wit h rea l sounds

7

171

Cl Scaled Agile.Inc .

Notes:

SMART team Pl Objectives Teams should write their Pl Objectives in the SMART format. ►

~ pecific - States the intended outcome as simply, concisely, and explicitly as possible (Hint: Try starting with an action verb).

►

Measurable - It should be clear what a team needs to do to achieve the objective. The measures may be descriptive, yes/no, quantitative, or provide a range.

►

~ chievable -Achieving the objective should be within the team's control and influence

►

,Bealistic - Recognize factors that cannot be controlled.(Hint: Avoid making overly optimistic assumptions)

►

Ji me-bound - The time period for achievement must be within the Pl, and, therefore, all objectives must be scoped appropriately.

SCALED AGILE •

172

Cl Scaled Agile.Inc .

Notes:

121 | © Scaled Agile, Inc.

5.1 Plan Together

Duration

~ ~

Activity: Identify program roles ►

►

Step 1: Get excited about the upcoming Pl simulation! Step 2: Make sure all program roles have been assigned.

Simulat ion role

Assigned to

Executive

Volunteer

Product Manager

Volunteer

System Architect , UX and Development Manager

Volunteer

Example: Your Instructor will be the RTE, a volunteer will be the Product Manager, etc.

SCALED AGILE ·

173

Cl Scaled Agile.Inc .

Notes:

What is PI Planning? Program Increment (PI) Planning is a cadence-based, face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART to a shared mission and Vision. The Agile Manifesto states, “The most efficient and effective method of conveying information to and within a development team is a face-to-face conversation.” SAFe takes this to the next level with PI planning, a routine, face-to-face event, with a standard agenda that includes a presentation of business context and vision followed by team planning breakouts—where the teams create their Iteration plans and objectives for the upcoming PI. In the next few hours you will be immersed in a PI Planning simulation. With your teams, you will estimate your starting velocity and you will plan a short Program Increment with two iterations. You will get to observe a Scrum of Scrums event and you will present a summary of your team’s draft PI Objectives. Later, your trainer will demonstrate how business value is assigned to the objectives, how program risks are managed and you will recognize the value of the confidence vote. Get excited!

122 | © Scaled Agile, Inc.

5.1 Plan Together

There is no magic in SAFe . . . except maybe for PI Planning. - Authors

123 | © Scaled Agile, Inc.

5.1 Plan Together

Simulation: Why are we here?

Alignment to a common mission

II

RTE

~

SCALED AGILE ·

'--.

Pl Planning Agenda

We are here to gain alignment and commitment around a clear set of prioritized objectives. I will now review the agenda for the next two days of the Pl Planning Event.

174

Cl Scaled Agile.Inc .

Notes:

Simulation: Day 1 agenda

Pl Planning Agenda

DAY1

8:00 9:00

Business Context

►

State of the business and upcoming objectives

9:00 10:30

Product/Solut1on Vision

►

Vision and prioritized Features

Architecture Vision and

►

Architecture, common frameworks, etc.

development

►

Agile tooling , engineering practices , etc.

►

Facilitator explains planning process

►

Teams develop draft plans and identify risks and impediments

►

Architects and Product Managers circulate

►

Teams present draft plans, risks, and impediments

,

Adjustments made based on challenges, risks,

10:30 11:30

11:30 1:00

1:00 4:00

II

Presented byRTE

4:00 5:00

5:00 6:00

SCALED AGILE •

practices

Planning context

and lunch

Team breakouts

Draft plan review Management review

aa aa g El

and problem solving

and impediments

175

Cl Sealed Agile.Inc .

Notes:

124 | © Scaled Agile, Inc.

5.1 Plan Together

Simulation: Day 2 agenda

Pl Planning Agenda

r-

8:00 9:00

Planmng adjustments

9:00 11:00

Team breakouts

DD

Final plan review

~

DD

►

Planning adjustments made based on previous day 's management meeting

►

Teams develop final plans and refine risks and impediments

►

BusinessOwners circulate and assign business value to team objectives

DAY2

L~

11:00

Presented -

1:00

and lunch

1:00 2:00

Program risks

2:00 2:15

Pl confidence vote

2:15 ???

Plan rework

1fnecessary

byRTE After commitment

SCALED AGILE ·

Planning retrospective and moving forward

el

► Teams present final plans , risks , and impediments

►

Remainingprogram-levelrisks are discussed and ROAMed

i& DD

►

Team and program confidence vote

►

If necessary , planning continues until commitment is achieved

DD r-

► ► ►

Retrospective Moving forward Final instructions

176

Cl Scaled Agile.Inc.

Notes:

Simulation: Briefings

Executive

SCALED AGILE •

Product Manager

System Architect

177

Cl Scaled Agile.Inc.

Notes:

125 | © Scaled Agile, Inc.

5.1 Plan Together

Simulation: Planning guidance

Expect this first Pl Planning to feel a bit chaotic . Future Pl Planning meetings will become more routine. Product Owners: You have the content authority to make decisions at the user Story level

u

Scrum Masters: Your responsibility is to manage the timebox, the dependencies, and the ambiguities

1h11 t ....

SCALED AGILE ·

Agile Team: Your responsibility is to define users Stories, plan them into the Iteration, and work out interdependencies with other teams

178

Cl Scaled Agile.Inc .

Notes:

Simulation: Planning requirements

IFeature 1) IFeature 2]

lter atlon1 .1 ~

--

Pf Objectives

-

,uv

lle ratlon1 .2 ~

Risks

=1

I lter atlon1 .3~

--1 -

lleratlon1 .◄ ~=

lter atlo n1 .5c~

--

•

Iii

Presented byRTE

IP Iteration

..

Focus on the highlighted area for this simulation.

Risks and

dependencies

SCALED AGILE •

179

Cl Scaled Agile.Inc .

Notes:

126 | © Scaled Agile, Inc.

5.1 Plan Together

Simulation: Using historical data to calculate velocity

240 miles

180 Story points

~ --. _. .._. 1#11 . .

4 hours

6 Iterations

Establish velocity by looking at the average output of the last Iterations.

SCALED AGILE ·

180

Cl Scaled Agile.Inc.

Notes:

Simulation: Calculate your capacity Calculating Iteration capacity

Example:

►

For every full-time Agile Team member contributing to Solution development , give the team 8 points (adjust for parttimers).

►

Subtract 1 point for every team member vacation day and holiday.

►

Find a small Story that would take about a half day to develop and a half day to test and validate. Call it a 1.

►

Estimate every other Story relative to that one.

SCALED AGILE •

A ?-person team composed of 3 developers, 2 testers, 1 Product Owner, and 1 Scrum Master

Exclude The Scrum Master, Product Owner, and vacation time from the calculation

Calculated capacity: 5 x 8 points= 40 points per Iteration 181

Cl Scaled Agile.Inc .

Notes:

127 | © Scaled Agile, Inc.

5.1 Plan Together

Estimating velocity and calculating capacity: A brief introduction Agile teams use story points to relatively estimate user stories in story points. With relative estimating, the size (effort) for each backlog item is compared to other stories. For example, an eight-point story is four times the effort as a two-point story. The team’s velocity for an iteration is equal to the sum of all the stories completed in the prior iteration. Knowing a team’s velocity assists with planning and helps limit Work in Process (WIP)—teams don’t take on more stories than their prior velocity would allow. Velocity is also used to estimate how long it takes to deliver Features or Epics, which are also forecasted in story points. Keep in mind, velocity is based on historical data of the team’s completed story points. For the purpose of this PI Planning simulation you will be referring to calculating Iterations capacity, since velocity is not established yet.

128 | © Scaled Agile, Inc.

5.1 Plan Together

Duration

Activity: Calculate your capacity ►

Step 1: Review the example on the previous slide

►

Step 2: Calculate your own capacity for the next two, 2-week Iterations

~ ~

- The first Iteration starts Monday - Use your real availability ►

Step 3: Make sure you have your team's capacity calculated

SCALED AGILE ·

182

Cl Scaled Agile.Inc.

Notes:

Velocity and Capacity What is Velocity? The team’s velocity for an iteration is equal to the sum of the points for all the completed stories that met their Definition of Done (DoD). As the team works together over time, their historical trend of average completed story points per iteration builds a reliable picture of the team’s velocity. What is Capacity? Capacity is the portion of the team’s velocity that is actually available for any given iteration. Vacations, training, and other events can make team members unavailable to contribute to an iteration’s goals for some portion of the iteration. This decreases the maximum potential velocity for that team for that iteration. Example: Assuming a six-person team composed of three developers, two testers, and one PO, with no vacations or holidays, the estimated initial velocity = 5 × 8 points = 40 points/iteration. (Note: Adjusting a bit lower may be necessary if one of the developers and testers is also the Scrum Master.)Using this example, and knowing the number of people on your team (at your table) estimate initial velocity.

129 | © Scaled Agile, Inc.

5.1 Plan Together

Iteration 1 Team Capacity

Iteration 2 Team Capacity

130 | © Scaled Agile, Inc.

5.1 Plan Together

Duration

Activity: Team breakout #1

~ ~

Use Estimating Poker to relatively estimate the mass of a set of animals . ►

Step 1: Setup the team area. Enter the capacity for each Iteration .

►

Step 2: Pick up a Feature from the Product Manager.

►

Step 3: Estimate the Stories using Story Points .

►

Step 4: Load the Stories into the Iterations .

►

Step 5: Write the Pl Objectives using clear statements .

►

Step 6: Identify the uncommitted objectives .

►

Step 7: Identify any program risks and dependencies .

SCALED AGILE ·

183

Cl Scaled Ag ile. Inc.

Notes:

Duration

Activity: Scrum of scrums (SoS) sync ►

Step 1: Observe the Sos sync, conducted by the RTE

►

Step 2: Each team 's Scrum Master provides the team 's current status and addresses the questions from the RTE

►

Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2 topics for the simulation)

~ ~

Have you identified the capacity for each Iteration in the Pl? Have you identi fied most of the Stories for the first two Iteratio ns and begun estimating? Have you begun resolving dependencies with other teams? Are you discussing trade-offs and conflicting priori ties wit h your Busi ness Ow ners? Have you identified any program risks? Will you be ready to start writing Pl Objectives in the next 15 minutes? Is there anything you need to discuss with other Scrum Masters? If so, stay for the meet-after

SCALED AGILE •

184

Cl Scaled Agile. Inc.

Notes:

131 | © Scaled Agile, Inc.

5.1 Plan Together

SoS Sync Question Have you identified the capacity for each Iteration in the PI? Have you identified most of the Stories for the first two Iterations and begun estimating? Have you begun resolving dependencies with other teams? Are you discussing trade-offs and conflicting priorities with your Business Owners? Have you identified any program risks? Will you be ready to start writing PI Objectives in the next 15 minutes? Is there anything you need to discuss with other Scrum Masters? If so, stay for the ‘Meet After’

132 | © Scaled Agile, Inc.

Team 1

Team 2

5.1 Plan Together

Duration

Activity: Draft plan review

~ ~

►

Step 1: Present the summary of your team's first two Iterations and one or more draft Pl Objectives

►

Step 2: Make sure that you have included the following: - Capacity and load for each Iteration - Draft Pl Objectives - Program risks and impediments

SCALED AGILE ·

185

Cl Scaled Agile . Inc.

Notes:

Management review and problem-solving At the end of day 1, management meets to make adjustments to scope and objectives based on the day's planning.

Common questions during the managers' review: ►

What did we just learn?

►

Where do we need to adjust? Vision? Scope? Team assignments?

►

Where are the bottlenecks?

►

What features must be de-scoped?

►

What decisions must we make between now and tomorrow to address these issues?

SCALED AGILE •

186

Cl Scale d Agile.In c.

Notes:

133 | © Scaled Agile, Inc.

5.1 Plan Together

Activities during day 2 Day 1

Day2

8:00 9:00

Product/Solution Vision

9:00 10:30

10:30 11 30

Architecture Vision and development practices

1 00

Planning context and lunch

1:00 4:00

Team breakouts

11:30

4:00 5 00

5 :00 6:00

Management review and problem solving

8:00 9:00

Planning adjustments

9:00 11:00

Team breakouts

~

..

11:00 1:00

Final plan review and lunch

1:00 2:00

Program risks

2 :00 2 :15

Pl confidence vote

i

2 :15 ???

Plan rework if necessary

':,

After commitment

Planning retrospective and moving forward

r

DB

aa

i A 1 i" DB

aa r

187

Notes:

Make planning adjustments ►

Based on the previous day's management review and problem-solving meeting, adjustments are discussed.

►

Possible changes: - Business priorities - Adjustment to Vision - Changes to scope - Realignment of work and teams

SCALED AGILE •

188

Cl Sealed Agile.Inc .

Notes:

134 | © Scaled Agile, Inc.

5.1 Plan Together

Team breakout #2 Based on new knowledge and a good night's sleep, teams work to create their final plans. ►

► ►

►

In the second team breakout, Business Owners circulate and assign business value to Pl Objectives from low (1) to high (10) Teams finalize the Program Increment plan Teams also consolidate program risks, impediments , and dependencies

BV

Proof of concept with mock sounds

10

Help with radar POC

4

Decide to create or buy engine noises

3

Uncommitted

Uncommitted objectives provide the capacity and guard band needed to increase the reliability of cadence-based delivery

SCALED AGILE ·

Team A Pl Objectives

Proof of concept with real sounds

7

189

Cl Scaled Agile.Inc .

Notes:

Final plan review Teams and Business Owners peer-review all final plans. Teams and Business Owners peer-review all final plans .

---- ~ Final plan review agenda :

1. Changes to capacity and load 2. Final Pl Objectives with business value

3. Program risks and impediments 4 .Q&A session

Final plan review Used with permission of SEI Global Wealth Services

SCALED AGILE •

190

Cl Scaled Agile.Inc .

Notes:

135 | © Scaled Agile, Inc.

5.1 Plan Together

Building the final plan ►

Final plans are collected at the front of the room

►

Final plans are reviewed by all teams

►

Business Owners are asked whether they accept the plan

►

If accepted, the team's plan and program risk sheet are brought to the front of the room

►

If not accepted, the plans stay in place, and the team continues planning after the review

SCALED AGILE ·

A team's final plan Used with permission of Discount Tire Corpora tion

191

Cl Scaled Agile.Inc.

Notes:

Confidence vote: Team and program After dependencies are resolved and risks are addressed, a confidence vote is taken by the team and program.

A commitment with two parts: 1.

Teams agree to do everything in their power to meet the agreed-to objectives

2.

In the event that fact patterns dictate that it is simply not achievable , teams agree to escalate immediately so that corrective action can be taken

,,..I ,,.u

• •

No confidenc e

SCALED AGILE •

Cl Scaled Agile.Inc .

Little confidenc e

Good confidenc e

I

High confidence

•

Very high confidence

Notes:

136 | © Scaled Agile, Inc.

192

5.1 Plan Together

Run a planning meeting retrospective The Pl Planning event will evolve over time. Ending with a retrospective will help continuously improve it.

The Planning Meeting retrospective

,...

1. What went well 2. What didn't 3. What we can do better next time

A Team's Retrospective SCALED AGILE ·

193

Cl Scaled Agile . Inc.

Notes:

Program board: Feature delivery, dependencies, and Milestones Iteration 1.1

Iteration 1.2

Milestones/ Events

Iteration 1.3

I

Iteration 1.4

Iteration 1.5 (IP)

Pl 2 »>

A program milestone or event is happening in iteration 1.3 (e.g., a trade show , market release , etc .)

Unicorns Dolphins Bears

This feature cannot be delivered until multiple teams complete their dependencies

Eagles Iguanas Antelope Tarantulas

A feature placed in a team 's swim lane with no strings means that it can be completed independently of other teams

Needs UX Help Needs Sys Arch Help

Blue

=Features

••

=Significant Dependency

=Milestone/ Event

~

Notes:

137 | © Scaled Agile, Inc.

=

Red String A dependency requiring stories or other dependencies to be completed before the feature can be completed 194

5.1 Plan Together

Duration

Video: Program Board

SCALED AGILE ·

195

Cl Scaled Agile.Inc.

Notes:

1~

~

~ ~

Video link: https://vimeo.com/355401474/4ed0fa500e

138 | © Scaled Agile, Inc.

5.2 Integrate and demonstrate together 5.2 Integrate and demonstr ate together

5.2 Integrate and demonstrate together

SCALED AGILE .

Notes:

Program execution Program events create a closed-loop system to keep the train on the tracks. ,.,. ..-------------------1

•===== • , u ..

_____,=-Scrum of Scrums

• •1 ,1 111111

•

Pl Planning

Ii g

1h11 I 1h11 1h11 Iteration Planning

~

Iteration

Retro

~

Inspect & Adapt •~

SCALED AGILE ·

~

Program events Team events

I PO Sync

U . .. . U U

Daily Stand-up

Iteration Review

System Demo

Backlog Refinement

''

=• = •

: I Planning

197

Cl Scaled Agile.Inc.

Notes:

139 | © Scaled Agile, Inc.

5.2 Integrate and demonstrate together

ART sync is used to coordinate progress

•

ART Sync

1~ 11li 1 --------------------------------I _____________________________ _ 1111 11 1111

Scrum of scrums ►

Visibility into progress and impediments

►

Facilitated by RTE

►

Participants : Scrum Masters, other select team members , SMEs if necessary

►

Weekly or more frequently, 30-60 minutes

►

Timeboxed and followed by a 'Meet After'

SCALED AGILE ·

►

Visibility into progress , scope , and priority adjustments

►

Facilitated by RTE or PM

►

Participants: PMs, POs , other stakeholders , and SMEs as necessary

►

Weekly or more frequently , 30--60 minutes

►

Timeboxed and followed by a 'Meet After '

198

Cl Scaled Agile.Inc .

Notes:

Demo the full system increment every two weeks ►

Features are functionally complete or 'toggled ' so as not to disrupt demonstrable functionality

►

New Features work together and with existing functionality

►

Happens after the Iteration review (may lag by as much as one Iteration, maximum)

►

Demo from a staging environment which resembles production as much as possible

SCALED AGILE •

• •

Full system

UI

1h11

System team

Ir 199

Cl Scaled Agile.Inc .

Notes:

140 | © Scaled Agile, Inc.

5.2 Integrate and demonstrate together

Discussion: System Demo challenges ►

~i) ~~

Step 1: As a team, discuss the following: - What are challenges to having a new system increment every two weeks?

►

Step 2: On a flip chart or Remote Group Document aid list three to five challenges and some ways to solve them

►

Step 3: Be prepared to share with the class

SCALED AGILE ·

200

Cl Scaled Agile.Inc .

Notes:

141 | © Scaled Agile, Inc.

5.3 Learn together 5.3 Learn tog ether

5.3 Learn together

SCALED AGILE .

Notes:

Innovation and Planning (IP) Iteration Facilitate reliability, Program Increment readiness, planning, and innovation during the IP iteration. ►

Innovation: Opportunity for innovation, hackathons, and infrastructure improvements

►

Planning: Provides for cadence-based planning

►

Estimating guard band: For cadence-based delivery

SCALED AGI LE ·

202

Cl Scaled Agile.Inc.

Notes:

142 | © Scaled Agile, Inc.

5.3 Learn together

IP Iteration calendar Monday

Tuesday

Wednesday

Thursday

Friday

Buffer for leftover work

Final verif1cat1on and vat1dat1on, and documentation

(if

releasing)

Innovation

Pl planning readiness 11

10

12

Pl Planning

Solution Tram pre Pl planmng

Contmumg education

Optional time for d1strtbuted plannmg

Planning

ad1ustments

@#fifrjf Archrtectu,.vmon •nddr1elopment pn1ctlcn

Innovation

Fmalplan,...,1aw and lunch

Plannmg requ,rements

contmues

JM/Hl:i!ihl

andlunch

Inspect and

adapt workshop

Planrawor\r.11 necessary

Pl planning readiness

SCALED AGILE ·

Solution Train post .Pl planning

Pb,nn,ng

Management rev,ewand problemsolv,ng

retrospactrva1nd mov,ngforw,rd

203

Cl Scaled Agile.Inc.

Notes:

Improving results with the Inspect and Adapt event

Three parts of Inspect and Adapt: 1.

The Pl System Demo

-.f...!...!. =

Problem-Solving Workshop

t.1.

n: ~..!..

:b.-

:- -- -

;--==~=--=- =

Timebox: 3 - 4 hours per Pl Attendees: Teams and stakeholders

SCALED AGILE •

204

Cl Sealed Agile.Inc .

Notes:

143 | © Scaled Agile, Inc.

5.3 Learn together

Pl System Demo ►

At the end of the Pl, teams demonstrate the current state of the Solution to the appropriate stakeholders

►

Pl System Demo is often led by Product Management, POs, and the System Team

►

Business Owners, program stakeholders, Product Management , RTE, Scrum Masters, and teams attend.

SCALED AGILE ·

205

Cl Scaled Agile . Inc.

Notes:

Quantitative and qualitative measurement The report compares actual business value achieved to planned business value. Program Pre dictab ility Measure

120

• Target: Effec t ive p rocess cont ro l range

100 "O QI

> QI :i: V -,:

,;

80

;

...... ...

;

;

QI

>

to run th e business

• Handles commo n variations

~

'tl QI :;;

• Predictab ility sufficie nt

60 • Special causes may st ill cause excess variatio n

0 E I!!

40

£

20

en - - - - - Team A : O ut-of-co nt rol development - - - - - Team B: Contro lled developme nt Pro gra m (ART )

0

Pl 1

SCALED AGILE •

Pl 2

Pl 3

Pl 4

Pl 5

206

Cl Scale d Ag ile. Inc.

Notes:

144 | © Scaled Agile, Inc.

5.3 Learn together

The problem-solving workshop Teams conduct a short retrospective to systematically address the larger impediments that are limiting velocity.

.. ..

Agre• on tho problom to solve

Apply root-