Building Your SAFe Implementation Strategy
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The document discusses strategies for building a SAFe implementation, including defining the enterprise vision, creating an incremental rollout strategy, building a guiding coalition of leaders, organizing around value streams, executing the rollout incrementally, and addressing mindset and culture changes. It provides guidance on establishing a transformation team, training stakeholders, advocating for the changes, and focusing initially on the most important mindset issues.
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Building Your SAFe Implementation Strategy
- 1. © 2016 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2016 Scaled Agile, Inc. All Rights Reserved. Building Your SAFe Implementation Strategy Alex Yakyma, Fellow and Principal Consultant at Scaled Agile, Inc. @AlexYakyma
- 2. © 2016 Scaled Agile, Inc. All Rights Reserved. Agenda Defining the SAFe Enterprise Creating the rollout strategy Building a powerful guiding coalition Organizing around value Incrementally executing the rollout Addressing mindset and culture
- 3. © 2016 Scaled Agile, Inc. All Rights Reserved. Defining the SAFe Enterprise
- 4. © 2016 Scaled Agile, Inc. All Rights Reserved. But we can also take a simplistic view of “Essential SAFe”
- 5. © 2016 Scaled Agile, Inc. All Rights Reserved. Creating the rollout strategy
- 6. © 2016 Scaled Agile, Inc. All Rights Reserved. Implementing SAFe® 1-2-3
- 7. © 2016 Scaled Agile, Inc. All Rights Reserved. Typical questions What people should become SPC? What leaders to train and when? How to reach the SAFe tipping point? What are the actual boundaries of the Value Streams and trains? What trains do we launch first? How to sustain the implementation? How to build a Lean-Agile governance model? When do we address the portfolio? . . .
- 8. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. More questions? What questions resonated most on the previous slide? What other important questions regarding Lean-Agile implementation arise in your enterprise’s context Pair with a neighbor for this exercise 5 min
- 9. © 2016 Scaled Agile, Inc. All Rights Reserved. Patterns and Anti-patterns Incremental rollout - Learning from early wins - Building a community Having concrete vision and roadmap - Adjusting as you go Involving leadership from day one Relentlessly pursuing systemic issues Waterfall approach to the rollout - No learning - No incremental goals No strategy, chaos Avoidance of systemic impediments - Organized around anything but value - Multimodal approaches - Unaddressed leadership mindset Patterns Anti-patterns✔
- 10. © 2016 Scaled Agile, Inc. All Rights Reserved. Building a powerful guiding coalition
- 11. © 2016 Scaled Agile, Inc. All Rights Reserved. Why Agile implementations fail Version One, Ninth Annual State of Agile Survey Executive support is crucial for successful Lean-Agile transformations at scale; executives who are not part of the initiative often stall it Leaders need to know what it is they must do SPCs educate the leaders and build the case for SAFe
- 12. © 2016 Scaled Agile, Inc. All Rights Reserved. Establish a sense of urgency If there’s no problem, there’s no need for a solution!
- 13. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. Sense of urgency What creates sense of urgency in your environment? What problems would Lean-Agile transformation solve. 5 min
- 14. © 2016 Scaled Agile, Inc. All Rights Reserved. The role of SPCs SPCs are knowledgeable change agents. Communicate the transformation need and vision Form the transformation team Teach leaders and the other stakeholders Train the Teams and launch ARTs Coach ARTs Scale wins to Value Stream and portfolio Connect the dots in the enterprise
- 15. © 2016 Scaled Agile, Inc. All Rights Reserved. Many Change Agents are needed Implementing SAFe at scale requires many SPCs A critical mass of change agents is needed to reach the tipping point Some train at the start, others later SPCs coach all levels of the SAFe
- 16. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. Exercise: Advocating the change As a group, brainstorm key messages you would deliver to describe why to adopt SAFe. 5 min
- 17. © 2016 Scaled Agile, Inc. All Rights Reserved. Training the stakeholders scaledagileframework.com/foundations SAFe Foundations Leading SAFe
- 18. © 2016 Scaled Agile, Inc. All Rights Reserved. Form a transformation team Have an actual dedicated team, not a bunch of hobbyists Interface with all key stakeholders - If you miss out someone important, it will fire back Cultivate ultimate respect for stakeholders but also courage in achieving transformation goals Understand your main subject
- 19. © 2016 Scaled Agile, Inc. All Rights Reserved. Patterns and Anti-patterns Team members are fully dedicated or close to that Have tie-ins into most of the programs Know where to compromise and where to hold their ground at all cost Frequently interact with key stakeholders face-to-face Spend more time in Gemba than doing paperwork Underpowered Loosely coupled bunch of individuals Overly political Lacks systems thinking and visibility into enterprise bottlenecks Lacks understanding of Value Streams’ and Programs’ context Puts process detail over people, mindset and culture Patterns Anti-patterns✔
- 20. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. Exercise: Identifying the Transformation Team Do you have a Transformation Team now? If not, how would you go about creating one? What key stakeholders would the transformation team have to interface with on the regular basis? 5 min
- 21. © 2016 Scaled Agile, Inc. All Rights Reserved. Organizing Around Value
- 22. © 2016 Scaled Agile, Inc. All Rights Reserved. Organizing Around Value V A L U E S T R E A M AGILE RELEASE TRAIN 50-125 practitioners. May include different disciplines. Define Design Code Integrate Test Deploy
- 23. © 2016 Scaled Agile, Inc. All Rights Reserved. Billing Value: Order delivered Customer order Shipping/ Tracking CRM Operational Value Stream (Example: Order processing) Example 1: Internal software development organization
- 24. © 2016 Scaled Agile, Inc. All Rights Reserved. If it only was 1-to-1… Sometimes a single development value stream supports multiple operational value streams Customer Enrollment Order Processing Loyalty Program Enrollment
- 25. © 2016 Scaled Agile, Inc. All Rights Reserved. Generally we are dealing with a matrix Customer Enrollment ART 1 ART 2 ART 3 ART 4 Order Processing Loyalty Program
- 26. © 2016 Scaled Agile, Inc. All Rights Reserved. It visualizes business demand and delivery capability Customer Enrollment ART 1 ART 2 ART 3 ART 4 Order Processing Loyalty Program Order Processing Loyalty Program
- 27. © 2016 Scaled Agile, Inc. All Rights Reserved. Simplifies coordination of cross-cutting epics Epic Customer Enrollment ART 1 ART 2 ART 3 ART 4 Order Processing Loyalty Program
- 28. © 2016 Scaled Agile, Inc. All Rights Reserved. Demonstrates challenges in org design Op. VS 1 Op. VS 2 Op. VS 3 ART 1 ART 2 ART 3 ART 4 vs. Op. VS 1 Op. VS 2 Op. VS 3 ART 1 ART 2 ART 3 ART 4 A) B)
- 29. © 2016 Scaled Agile, Inc. All Rights Reserved. Patterns and Anti-patterns Organize trains around capability areas whenever possible Consider other options: services, domain entities, Factor in variable business demand Run a VS workshop with key stakeholders Trains organized around - Functions - Tightly coupled services, layers or subsystems Heavy reorg Lack of coordination across trains Patterns Anti-patterns✔
- 30. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. Exercise: Value Streams and ARTs Are you organized around value? What relationship do you have between ARTs (programs) and Operational Value Streams? 5 min
- 31. © 2016 Scaled Agile, Inc. All Rights Reserved. Incrementally executing the rollout
- 32. © 2016 Scaled Agile, Inc. All Rights Reserved. A rollout example Tipping Point LS VS Workshop Built-in Quality ART Coordination Portfolio Flow D CA P D CA P D CA P D CA P D CA P D CA P D CA P
- 33. © 2016 Scaled Agile, Inc. All Rights Reserved. Patterns and Anti-patterns Build learning into the model Invite reps from other programs to the first launch Continuously Inspect & Adapt the transformation Build and interact with CoPs “Waterfalling” the rollout Addressing portfolio flow prior to program transformation Ignoring quality practices, architecture, devops, etc. Big ”step functions” in built-in quality and other practices Patterns Anti-patterns✔
- 34. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. Exercise: Incremental Rollout Where are you currently in your transformation journey? What your incremental strategy would look like? 5 min
- 35. © 2016 Scaled Agile, Inc. All Rights Reserved. Addressing mindset and culture
- 36. © 2016 Scaled Agile, Inc. All Rights Reserved. There are ample opportunities
- 37. © 2016 Scaled Agile, Inc. All Rights Reserved. Mindset rests on a belief system Causes of the traditional mindset problem: Learning cycles are too long (=don’t exist) Lack of empirical evidence Watermelon metrics Lack of direct communication with engineers Misconceptions about complexity RATIONAL EMOTIONAL MINDSET
- 38. © 2016 Scaled Agile, Inc. All Rights Reserved. Patterns and Anti-patterns Continuously working with leaders to address mindset challenges; establishing partnership Emphasizing systems thinking in all aspects of product development Creating the environment for Leaders and Engineers to communicate face- to-face New method, old metrics Top people never trained in a new way of thinking Managing by numbers, fearing Gemba “Semiconductor” communication Failure to embrace uncertainty and build a learning organization Patterns Anti-patterns✔
- 39. © 2016 Scaled Agile, Inc. All Rights Reserved. Typical diseases of implementation Not organized around value No all-hands- on-deck planning No regular system demo Business Owners not involved No Inspect & Adapt No slack
- 40. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. © 2016 Scaled Agile, Inc. All Rights Reserved. Exercise: Addressing mindset issues What mindset issues would you focus on first? Think about one top one for leaders and teams. 5 min
- 41. © 2016 Scaled Agile, Inc. All Rights Reserved. 411. Gain the Knowledge Explore the SAFe knowledge base and find free resources at: ScaledAgileFramework.com Leading SAFe® 4.0 with SA Certification Implementing SAFe® 4.0 with SPC4 Certification Find SAFe training worldwide at: ScaledAgile.com
Notas del editor
- Welcome/intros Housekeeping “Our job is to help you help other organizations” To paraphrase Deming, “Our problems might be different, but the solutions can be universal” We’re working together to solve problems Why are we here? Better software makes the world a better place. (Bring up an example)… Thus we’re motivated for same purposes.
- We lean heavily on Reinstein’s book in our thinking. ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading. Book starts with same principle: Decisions are based on economics. Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad. TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
- We lean heavily on Reinstein’s book in our thinking. ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading. Book starts with same principle: Decisions are based on economics. Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad. TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
- We lean heavily on Reinstein’s book in our thinking. ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading. Book starts with same principle: Decisions are based on economics. Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad. TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
- We lean heavily on Reinstein’s book in our thinking. ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading. Book starts with same principle: Decisions are based on economics. Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad. TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
- We lean heavily on Reinstein’s book in our thinking. ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading. Book starts with same principle: Decisions are based on economics. Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad. TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.
- We lean heavily on Reinstein’s book in our thinking. ASK: Who’s read the book? If you haven’t, note that its an important book and provides good information. But beware, it’s dense information. It might take a couple of reads. Not what you’d call light reading. Book starts with same principle: Decisions are based on economics. Avoid the trap of: “We have to do this because we’ve already made an investment in it!” Don’t throw good money after bad. TAKEAWAY: We’re not basing decisions on if you should be doing something or not. But rather looking at the sequence of events. Do this by quantifying the Cost of Delay.