Tired of the claims that Scrum, XP, and kanban don’t scale beyond a few teams? Overwhelmed by management’s resistance to the organizational changes needed to really follow agile principles? Concerned with the lack of proven practices required to scale agile methods to the next level? Exploring the Scaled Agile Framework™, Dean Leffingwell dispels these claims and answers these questions—and more. A publicly available set of practices for agile teams, projects, architectures, programs, and portfolios, this framework helps organizations scale lean and agile development from several small teams to hundreds—and even thousands—of practitioners. Working at companies including BMC Corporation and John Deere, Dean has discovered what works and what doesn’t work. He focuses on the critical role software development managers, leaders, and executives play in implementing and supporting the framework to achieve the full business benefits of enterprise agility.

1.
KW2
Keynote
6/5/2013 12:45 PM
"Know the Way, Show the Way,
Go the Way:
Scaling Agile Development"
Presented by:
Dean Leffingwell
Leffingwell, LLC
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073
888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com

2. Dean Leffingwell
Leffingwell, LLC
A renowned methodologist, author, coach, entrepreneur, and executive, Dean
Leffingwell founded Requisite, Inc., which was acquired by Rational Software. As a vice
president at Rational (now part of IBM), Dean’s responsibilities included the Rational Unified
Process. As chief methodologist at Rally Software, he worked with large enterprises to achieve
the business benefits of agility by helping to define and implement the tooling and practices
needed to support large-scale agile development. Dean is the author of Agile Software
Requirements, Scaling Software Agility, and Managing Software Requirements. His most recent
project is the Scaled Agile Framework (scaledagileframework.com) which describes a
comprehensive system for scaling lean and agile practices to the largest software enterprises.

3. Scaling Agile Development:
Know the Way
Show the Way
Go the Way
By Dean Leffingwell
Agile Development
g
p
Conference West
Las Vegas, NV
June5, 2013
© 2008 - 2013 Leffingwell, LLC. & Scaled Agile, Inc. All rights reserved.
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
1
Keeping Pace
Our methods must keep pace with an increasingly complex world
Our modern world runs on software. What doesn't
doesn t
now, likely will soon.
We’ve had Moore’s Law for hardware, and Moore’s
Law+ for envisioning what software could do
But our prior development practices – waterfall, RAD,
iterative and incremental – haven’t kept pace
Agile shows the greatest promise, but was developed
for small team environments
We need a new approach – one that harnesses the
power of Agile and Lean – but applies to the needs of
the largest software enterprises
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
2
1

4. The Scaled Agile Framework® (SAFe)
The Scaled Agile Framework is a proven, publicly-facing framework
for applying Lean and Agile practices at enterprise scale
Synchronizes alignment,
collaboration and delivery
Well defined in books
and now on the web
Scales successfully to large
numbers of practitioners and
teams
Core values:
1.
2.
3.
4.
Alignment
Code Quality
Program Execution
Transparency
http://ScaledAgileFramework.com
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
3
Framework Creator: Dean Leffingwell
Creator: Scaled
Agile Framework
Agile Enterprise
Coach
To some of the
world’s largest
enterprises
Agile Executive Mentor
BMC, John Deere
Chief Methodologist
Rally Software
Cofounder/Advisor
Ping Id tit Roving Planet,
Pi Identity, R i Pl
t
Silver Creek Systems, Rally
Software
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
Founder and CEO
ProQuo, Inc., Internet
,
,
identity
Senior VP
Rational Software
Responsible for Rational
Unified Process (RUP) &
Promulgation of UML
Founder/CEO
Requisite, Inc.
Makers of RequisitePro
Founder/CEO
RELA, Inc.
Colorado MEDtech
4
2

5. Contributors
Associate
Methodologist
Principal
Contributors
Drew Jemilo
Colin O’Neill
Alex Yakyma
Alan Shalloway
Acknowledgements
Enterprise
Adopters
Community
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
5
SAFe Delivers Business Results
Significant
increase in
employee
engagement
Agile teams
average 37-50%
faster to market
− QSM research
- John Deere
Our agile
programs
introduced 50%
less defects into
production
We experienced a
20-50% increase
in productivity
− BMC Case Study
− Confidential
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
6
3

6. Business Results
John Deere ISG
Field Issue resolution time: down 42%
Warranty Expense: down 50%
More responsive to market changes
and customer demands
Time to production: down 20%
Development teams more engaged,
empowered
Time to market: 20% faster
Productivity up 20-50%.
Employee engagement: Up 9.8%
Significantly improved Product
g
p
Management-Development teamwork
Higher returns, reduced investments in
unfinished or unshipped work
Source: Chad Holdorf, John Deere, Intelligent Systems Group.
Dallas, Texas Presentation, Dec 2011
Source: QSM Associates Press Release, Sep, 2007
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
7
Business Results
Productivity has increased by at least
20-25%
Time to market and level of quality has
increased dramatically
Nearly zero defects after each tire store
system release
“No additional headcount and we're
taking on more than we ever have”
Source: Chris Chapman, Director of Product Development,
Discount Tire
March 12, 2012 News Release
“TradeStation Receives Highest Rating In
Barron’s Magazine’s Annual Ranking of
Online Brokerage Firms”
Best Trading Experience and
Technology
Higher star-rating than 23 other
offerings leading brokers including
brokers,
TDAmeritrade, Charles Schwab,
Fidelity, E*TRADE…
Source: Keith Black, CTO and VP, Product Development,
TradeStation Technologies
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
8
4

7. Know the Way
Lean and Agile Development
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
9
Lean Thinking Provides the Tools We Need
Respect for
People
Product
Development
Flow
Kaizen
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
10
5

8. Goal: Speed, Value, Quality
Respect for
People
Product
Development
Flow
Kaizen
All we are doing is looking at the timeline,
from the moment the customer gives us
an order to the point where we collect the
cash. And we are reducing the time line by
reducing the non-value added wastes.
̶ Taiichi Ohno
THE GOAL
Sustainably shortest lead time
Best quality and value to people
and society
Most customer delight, lowest
cost, high morale, safety
We need to figure out a way to deliver
software so fast that our customers don’t
have time to change their minds.
̶ Mary Poppendieck
Most software problems will exhibit
themselves as a delay.
̶ Alan Shalloway
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
11
Respect for People
Your customer is whoever
consumes your work
y
Respect for
People
Product
Development
Flow
Kaizen
Don’t trouble your customers
Don't force people to do
wasteful work
Don't overload them
PEOPLE
Develop individuals and teams;
they build products
Empower teams to continuously
improve
Build partnerships based on
trust and mutual respect
Don't make them wait
p
g
Don't impose wishful thinking
Equip them with problem-solving
tools
Form long-term relationships based
on trust
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
12
6

9. Kaizen
Steady, small improvements
Respect for
People
Product
Development
Flow
C
id
ll data, then implement
t
Consider all d t th i l
change rapidly
Kaizen
Reflect at key milestones to identify
and improve shortcomings
Use tools like retrospectives, root
cause analysis, and value stream
mapping
BECOME RELENTLESS IN:
Reflection
Protect the knowledge b
by
P t t th k
l d base b
developing stable personnel and
careful succession systems
Continuous improvement as an
entreprise value
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
13
Product Development Flow
1. Take an economic view
Respect for
People
Product
Development
Flow
Kaizen
2.
2. Actively manage queues
3. Understand and exploit
variability
4. Reduce batch sizes
5. Apply WIP constraints
6. Control flow under uncertainty:
cadence and synchronization
7. Get feedback as fast as
possible
Reinertsen, Don. Principles of Product Development Flow
8. Decentralize control
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
14
7

10. Take an Economic View
Base your decisions on economics
Develop an economic
framework for
decision making
Understand the full
value chain
Sequence jobs for
maximum benefit
Empower local
decision making
If you only quantify one
thing, quantify the cost
of delay
Do not consider money
already spent
Cost f
C t of
Delay
A
High Weight First
B
C
Reinertsen, Don. Principles of Product Development Flow
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
15
Agile Accelerates Value Delivery
Documents
Documents
Unverified Code
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
Software
16
8

11. Agile Process Movement
SAFe
Enterprises
BMC Software,
TradeStation
Technologies,
John Deere,
Nokia,
Tripwire,
Tripwire
Discount Tire,
Nokia Siemens
Networks,
Nordstrom,
Visa,
Capital One
Enterprise
Agility
Agile (Adaptive)
Processes
Scrum, XP, Lean, Open UP, FDD, Crystal…
Iterative
Processes
Spiral
S i l
RUP…
RUP
RAD
Predictive
Process
1970
1980
1990
2000
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
2010
17
VALUE DELIVERY
Makes Money Faster
TIME
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
18
9

12. Reduces Risk
Deadline
Risk
Waterfall
?
Agile
A il
Time
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
19
Delivers Better Fit for Purpose
agile
(adaptive) plan, result
Measure of
waterfall customer
dissatisfaction
waterfall plan, result
Time
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
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10

13. Show the Way
The Scaled Agile Framework
®
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
21
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
22
11

14. Agile Teams
Empowered, self-organizing, self-managing teams with
developers, testers, content authority
Teams deliver valuable, fully-tested software increments every
two weeks
Teams apply Scrum (and Kanban) project management practices
and XP technical practices
Teams operate under program vision, system, architecture and
User experience guidance
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
23
Scale to the Program Level
A self-organizing, self-managing team-of-agile-teams committed
to continuous value delivery
Organized around enterprise value streams
Aligned to a common mission
Delivers fully tested, system-level solutions every 8-12 weeks
Common sprint lengths and normalized velocity
Face-to-face planning cadence provides development
collaboration, alignment, synchronization, evaluation
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
24
12

15. Develop on Cadence. Deliver on Demand.
Deliver on Demand
Major
Release
Customer preview
PSI
Customer
Upgrade
QA-Release to MarketGovernance Firewall
Docs and
certs
Docs and
certs
PSI
Major
Release
Feature
Release
PSI
PSI
PSI
PSI
Develop on Cadence
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
25
Scale to the Portfolio
Lean principles emphasize sustainably fastest value delivery
Portfolio vision guides investments and the enterprise architecture
needed to support customer and business needs
Business epic kanban system provides visibility and work in
work-inprocess limits to support continuous product development flow
Enterprise architecture is a first class citizen; architectural epics
are developed and maintained in a kanban system
Objective metrics support governance and kaizen
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
26
13

16. Program Portfolio Management
SAFe patterns provide a transformation roadmap
#1 Centralized control
Decentralized decision-making
#2 Project overload
Continuous value flow
#3 Detailed project plans
Lightweight business cases
#4 Centralized annual planning
Decentralized, rolling-wave planning
#5 Work Breakdown Structure
Agile estimating and planning
#6 Project-based funding
Agile Release Trains
#7 Projects and PMBOK
Self-managing teams and programs
#8 Waterfall milestones
Objective, fact-based measures and
milestones
Legacy PPM
Agile PPM
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
27
Centralized Strategy; Localized Execution
Investment
Themes
Kanban
Market Feedback
Port
tfolio Backlog
Central Decision Making
Strategy
Program Backlog
Themes Drive
Release Train
Operating Budgets
Program Backlog
B
Program Backlog
Local Decision Making
One theme
drives cross
cutting Epics
Value Stream feedback
Value Stream feedback
Value Stream feedback
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
28
14

17. Agile Program Portfolio Management
Agile Program Portfolio Management fulfills key responsibilities
Decentralized decisionmaking
Continuous value flow
Lightweight business
cases
Decentralized, rollingwave planning
Agile estimating and
planning
Agile Release Trains
Agile Program
Management
Objective, factbased measures
and milestones
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
29
Summary – SAFe Core Values
SAFe Scrum
1. Alignment
Sprint and PSI/Program
objectives
Aligned sprints and velocities
Program architecture and UX
Guidance, governance
Lean prioritization
XP Inspired Technical Practices
Continuous
Integration
g
Test‐First:
TDD
ATDD
2. Code Quality
User Stories
Test First: TDD and ATDD
Continuous integration:
component and system
Scalability
Required
XP Inspired
Collective
Ownership
Emergent
Design
Agile
Analysis
Test automation
Fortnightly system
demonstration
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
30
15

18. Summary – SAFe Core Values
3. Program Execution
Economic prioritization
Frequent, evaluable, quality
deliveries
Fast customer feedback
Fixed, reliable cadence
Fast tracking to actual needs
4. Transparency
All backlogs and p g
g
progress
visible to all stakeholders
Objective reporting based on
working code
Everyone understands
capacity, velocity, WIP
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
31
Go the Way
Lean|Agile Leadership
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
32
16

19. Foundation: Leadership
Respect for
People
Product
Development
Flow
Management understands and
teaches lean and agile behaviors
Kaizen
Management is trained in practices
and tools of continuous improvement
Management takes responsibility for
Lean|Agile success
Lean-Thinking ManagerTeachers
Management is trained in
M
ti t i di
lean thinking
Bases decisions on this
long term philosophy
Management teaches employees
problem solving and corrective
action
Managers are expected to see with
their own eyes
Managers develop people. People
develop solutions.
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
33
Inspire, Inform, Educate
Inspire: Expect and challenge management to lead, not follow the
Lean|Agile Transformation
Form and support a
Lean|Agile working group
Lean|Agile leadership
trainings and workshops
Include management
Scaled Agile Framework
Training and Certification
Create and work the
transformation backlog
Lunch and learns:
Principles of Product
Development Flow, Reinertsen
•
Agile Software Requirements,
Leffingwell
•
Implement continuous
communication plan
•
Lean Software Development,
Poppendieck
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
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17

20. Conclusion
The foundation of Lean
is leadership
The foundation of SAFe
is you
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
35
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
36
18

21. Next Steps
Browse the framework at
scaledagileframework.com
Read Agile Software
g
Requirements
Get training, certification,
courseware and
implementation tools through
Scaled Agile Academy
Start/accelerate your
Lean|Agile transformation
now
Implement your first Agile
Release Train
© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
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