1. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 1 Foundations of the Scaled Agile Framework ® Values, Principles, Practices, Implementation www.scaledAgile.com V3.0.3

2. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 2 Important Notice: Please Read Usage Restrictions  This material is the property of Scaled Agile, Inc. and is protected by U.S. and International copyright laws.  It is provided solely to promote adoption and use of the Scaled Agile Framework ® (SAFe ® ) for the benefit of the enterprises and individuals who apply it.  You may reproduce, distribute, and use this material for informational purposes only, and always free of charge.  You may not modify any slides, or use anything from the slides to create derivative works, or remove any trademark or copyright notice.  You may add slides unique to your specific context, but such content shall not change the meaning, purpose, or intent of the original material.

3. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 3 We thought we’d be programming like this:

4. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 4 But sometimes it feels like this: Library of Congress

5. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 5 Problems discovered too late No way to improve systematically Hard to manage distributed teams Late delivery Too little visibility Too early commitment to a design that didn’t work Poor morale Massive growth in complexity Phase gate SDLC isn't helping reduce risk Under- estimated dependencies And our retrospectives read like this:

6. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 6 The Management Challenge 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. —W. Edwards Deming “…and if you can’t come, send no one” —Vignette from Out of the Crisis, Deming,1986

7. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 7 What it is they must do  Embrace Lean-Agile Values  Apply Lean-Agile Principles  Implement Lean-Agile Practices  Lead the Implementation

8. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 8 Embrace Lean-Agile Values LEADERSHIP Respect for people and culture Flow Innovation Relentless improvement VALUE

9. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 9 Value in the Shortest Sustainable Lead Time There is only one boss. The customer. And he can fire everybody in the company. —Sam Walton ‣ Achieve the sustainably shortest lead time with ‣ Best quality and value to people and society ‣ High morale, safety, customer delight LEADERSHIP Respect for people and culture Flow Innovation Relentless improvement VALUE

10. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 10 Apply Lean-Agile Principles #1-Take an economic view #2-Apply systems thinking #3-Assume variability; preserve options #4-Build incrementally with fast, integrated learning cycles #5-Base milestones on objective evaluation of working systems #6-Visualize and limit WIP, reduce batch sizes, and manage queue lengths #7-Apply cadence, synchronize with cross-domain planning #8-Unlock the intrinsic motivation of knowledge workers #9-Decentralize decision-making Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 10

11. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 11 Build Incrementally: Accelerate Value Delivery   Documents Unverified SystemSystem

12. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 12 Take an Economic View: Increase Value Early delivery provides fast value with fast feedback Time Value Delivery Fast feedback 12

13. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 13 Implement Lean-Agile Practices

14. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 14 SAFe is an online, freely revealed knowledge base of proven success patterns for implementing Lean-Agile development at enterprise scale. 14

15. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 15 Agile Systems Engineering Lean Product Development Lean Thinking 201220132014 2.0 3.0 1.0 Field Experience at Enterprise Scale 4.0 2015 Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The SAFe ® Journey

16. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 16 3.0

17. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 17 Nothing Beats an Agile Team ▸ Cross-functional Agile Teams deliver working software every two weeks ▸ Scrum roles and project management practices, XP-inspired technical practices; Kanban for flow ScrumXPKanban

18. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 18 Except a Team of Agile Teams ▸ Cross-functional teams-of-agile-teams deliver working system increments every two weeks ▸ Operate with common Vision, architecture and UX guidance ▸ Collaborate, align, and adapt with face-to-face planning and retrospectives

19. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 19 Executing Strategy in an Agile Portfolio ▸ Organize Agile Release Trains around Value Streams ▸ Centralize strategy; decentralize execution ▸ Empower decision makers with Lean-Agile budgeting ▸ Provide portfolio visibility and WIP limits ▸ Leverage objective metrics for governance and improvement

20. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 20 That Delivers Business Results Happier, more motivated employees 20–50% increase in productivity 30–75% faster time to market 50%+ defect reduction See ScaledAgileFramework.com/case-studies

21. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 21 Lead the Implementation

22. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 22 Leadership People are already doing their best; the problems are with the system. Only management can change the system. —W. Edwards Deming ‣ Lead the change ‣ Know the way; emphasize life-long learning ‣ Develop people ‣ Inspire and align with mission; minimize constraints ‣ Decentralize decision-making ‣ Unlock the intrinsic motivation of knowledge workers Respect for people and culture Flow Innovation Relentless improvement VALUE LEADERSHIP

23. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 23 Achieve Success One Train at a Time Train internal SAFe change agents Train leadership, management, execs and stakeholders Train Agile Teams and launch Agile Release Trains Deliver results: Coach the train Train specialist roles 1 34 Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 2 SAFe Program Consultants

24. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 24 You can do it

25. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 25 20–50% Productivity increase 76% Decrease in response time to customer requests 20–25% Increase in client satisfaction SAFe adoption leads to Barron’s award 50% Warranty expense down 95% Decrease in product defects Dramatic improvement in quality Better alignment to common vision Cost down 50% Better business-IT collaboration Dependencies and risks revealed far in advance with SAFe Increased efficiency with aligned teams

26. Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 26 Questions? Browse the Framework ScaledAgileFramework.com Learn How to Implement ScaledAgile.com/training Find a Partner ScaledAgile.com …or visit ScaledAgile.com for links to everything