7. Go Safe: Reaching the tipping point
• The Need for Change
1. A burning platform: The company is failing to compete, and the existing
way of working is inadequate to achieve a new solution in time.
2. Proactive leadership In the absence of a burning platform, leadership must
create the sense of urgency to proactively drive change by taking a stand
for a better, future state.
• Establish the Vision for Change
1. Purpose
2. Motivation
3. Alignment
• Take an Economic View
8. Train Lean – Agile Change Agents
SPCs(SAFe® Program Consultants) are knowledgeable change agents. Many are typically
required.
9. Train Executives, Managers, Leaders
• Only management can change the system. - It is not enough
that management commit themselves to quality and productivity,
they must know what it is they must do. Such a responsibility
cannot be delegated.
10. Identify Value Streams and
ARTs(Agile Release Trains)
A Value Stream is a fundamental thinking construct in Lean. Each Value
Stream is the sequence of steps used to deliver value to the Customer.
Organizing around the flow of value:
• Fewer handoffs, faster value delivery
• Easier to build in quality
• Built-in alignment between the business and development
• Optimizing the system as a whole
Result: Faster delivery, higher quality, higher customer satisfaction
11. Identify Value Streams and
ARTs(Agile Release Trains)
Steps
• Identifying the operational value streams
• Identifying the systems that support the operational value stream
• Identifying the people who develop and maintain those systems
• Defining the development value streams that contain the systems
and people
• Identifying the ARTs that realize the development value streams
12. Create the implementation Plan
Three activities:
• Pick the first value stream
• Leadership support
• Clarity on product and solutions
• Has good team
• Many good challenges
• Select the first ART
• Create a preliminary plan for additional ARTs and value streams
13. Prepare for ART Launch
No matter who leads, the larger activities in preparing the launch
include:
• Define the ART
• Set the launch date and end date for the program calendar
• Train ART leaders and stakeholders
• Establish the Agile teams
• Train Product Managers and Product Owners (POs)
• Train Scrum Masters
• Train System Architects/Engineers Assess and evolve launch
readiness
• Prepare the program backlog
14. Train Teams and Launch ART
• The Benefits of Big Room Training
• Launch the ART
• One week activity
• SAFe for Teams – 2 days followed Program Increment (PI) planning – 2
Days, Remaning one day for workshop
16. Coach ART Execution
• Help teams plan, execute, review and retrospect the first several
iterations of the PI
• Manage and improve flow
• Keep the focus on delivering value vs. simply completing tasks
• Coach new Scrum Masters and Product Owners
• Continuously Improve with Inspect & Adap