2. Breaking the Scaled Agile Framework into simple parts
S.A.F.e Demystified
Breaking the Scaled Agile Framework into simple parts
DATE: October 10, 2016
PRESENTED BY: Robert Shaw
PRESENTED TO: Agile Philly Group
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

3. About Me Robert Shaw 21 + Years in Software Development
Strong Background in Test Automation and Performance Engineering
5+ years Building and Leading Agile Teams
Current Role: Lead Agilest & QA Architect
Certifications:
SAFe Program Consultant (SPC)
Certified Scrum Master (CSM)
Certified Lean Kanban Practitioner (CLKP)
Certified Scrum Professional (CSP – Pending Review)
LinkedIn:
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

4. Frameworks vs. Rulebooks01
Quick Background
SAFe & Reasons for Scaling
Frameworks vs. Rulebooks
Teams & Ceremonies at Scale
Cadence and Problem Solving at Scale
Questions? 02 03 04 05
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

5. Quick Background SAFe and Common Scaling Problems
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

6. So… What is SAFe At First Glance It Appears Messy Confusing
And Kind Of Cool!
Most Folks are Familier with This.... The Big Picture..
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

7. YUP!
This was me the First Time I tried to figure our the Big Picture..
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

8. So then what is it?
Framework and Patterns to better align Strategy to Execution
Portfolio
Value Streams
Programs/Trains
Teams
Based on a combination of Lean and Agile principles
It is NOT A PURE Agile Framework -- GASP! (Oh the horror!)
Point 1
Start be effective for groups of with a simple implementation.
Capable of Scaling across multiple groups of that size technical professionals
Point 2
They Acknowledges that Not Every Level of a Company WANTS or SHOULD be Agile. (DUCK AND COVER)
Has a Large LEAN influence especially in the Higher ‘Executive Planning’ levels.
** SAFe Does not expect your C-Suite To start Running Scrum
** SAFe Does not rely on one Agile Framework (SCRUM ALONE)
** In Fact it has very little impact at the team levels.. (But not NONE)
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

9. Business Results over Method Debates
Scaled Agile Discussion Ground Rules
There are other Frameworks available
LeSS, DaD, Nexus, Scaled Scrum etc..
Any discussion about scaling agile is highly polarized.
Everyone HATES everyone else's scaling ideas.
Point 1
Many of these rely on a Higher Degree of Agile purity or Adoption At and Above the TEAM level.
To Start, I agree in Theory – That many organization can benefit from Embracing Agility at the TOP
I also know that some top level leaders see agile as that Hippie/Voodoo Stuff that development does.
I also Recognize that in many companies Executive Meetings don’t look like this..
The folks over at Scaled Agile Framework – Openly Embraced and Acknowledged this….
And decided NOT to Force or Expect Adoption at more SR. levels.
Choosing to Leveraging a HIGHER percentage of LEAN Practices

10. Roots, Past, Present and Future
Agile
Systems
Engineering
Lean Product Development
Lean Thinking
2012
2013
2014
2.0
3.0
1.0
Field Experience at Enterprise Scale
4.0
2015
Initial Version 1.0 – Created by Dean Leffingwell, Requirement Guru, Was a driving force behind the Rational Unified Process.
The Intent was to Better Align Strategy to Execution..

11. So Then What is SAFE? For Profit Company
Strong Training and Certification Program
Well designed Support Materials
Well designed Rollout Materials
Field Tested
Invests Heavily in Field Research
Publishes White Papers (Positive and Negative)
Most other Agile Governance Bodies are Non Profit - They are FOR PROFIT –
(Best Practices Suggestions – Gets in the way of the actual framework.. )

12. Reason for Scaling
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

13. Growth & Complexity A FUNDED / CROSS FUNCTIONAL TEAM
WE should all be somewhat familiar with this.. The basic Scrum Team Pattern.
A FUNDED / CROSS FUNCTIONAL TEAM
DELIVERS WORKING SOFTWARE IN SHORT INCRIMENTS
PRIORITY CAN BE Adjusted every 2-4 weeks
Works Very Well for single team performance!

14. ? Growth & Complexity CO. Needs CO. Needs Coordination Coordination
Dependency
Coordination
Dependency
Coordination
Dependency
Coordination

15. Focus & Coordination {Patterns}
Planning Falling /Staying into SILO’s
Dependencies, Dependencies and More Dependencies
What about the bigger picture?
Out of Sync?
Teams are BUSY but Real Value slows
Key Point 1
Silo’s – Team Planning and Focus often narrows to work already on a teams backlog
?? True.. Anyone seeing this..?
Bigger Picture
Increasing LAG develops between what the organization needs vs. time to execute.
Teams are busy, but are they BUSY on the Right Things?

16. Fractals
A fractal is a never-ending pattern. They are created by repeating a simple process over and over in an ongoing feedback loop. Driven by recursion, fractals are images of dynamic systems In SAFe once you see it, there are familiar patterns that work at the team level repeated at a larger scale.
Were not going to get to all of them.. But we will unpack the main ones..
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

17. Framework Fractal ©2016 Frontline Education Confidential & Proprietary
September 17, 2018

18. Why is Scrum considered a Framework and not a process?
Question…
Why is Scrum considered a Framework and not a process?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

19. Frameworks
Def. – Described as the abstract, logical structure of meaning that guide the development of the study.
Scrum Guide is a framework that helps teams learn agile principals
What happens when team mature and need to adapt?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

20. The Bigger Agile Picture
Alignment
Vision
Goals
Strategy
Execution
Architecture
The Bigger Agile Picture
SAFe is a Framework not a Rule Book.
Based on Agile and Lean practices
It’s purpose is to align strategy and execution
Contains Extra Best Practices
Like scrum there are areas you can adapt and and areas better left alone.
Frontline Education

21. TEAM Fractal ©2016 Frontline Education Confidential & Proprietary
September 17, 2018

22. What are the attributes of an agile team?
Question…
What are the attributes of an agile team?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

23. Agile Teams Sticky Team Has Ideal Size: 7 (+/- 2)
Teams often uses a framework (Scrum/Kanban) to estimate, plan and organize work.
Contains the Right members to complete work
Teams uses technical best practices to optimize the speed of deliver (XP, CI, CD, Automation etc..)
Teams are funded vs. projects
Teams delivers value from a prioritized backlog
Teams work to limits technical debt
Teams are empowered to Solve Problems
Keep W.I.P limits in check!
Teams owns how to deliver quality Working Software
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

24. Value Stream And Trains
A Value Stream is aligned unit work or line of business
(Product, Suite, etc)
A Train is a “Team of Teams” aligned to deliver for a Value Stream
One or more trains can work together to deliver inside a Value Stream.
Value Streams are funded to deliver a stream of value.
Trains are long lived and sticky to value streams
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

25. Value Stream And Trains
A Train has an Ideal Size
(50—125)
Trains pull work from a prioritized backlog.
Aligned to Organization Priorities
Teams on a Train use their framework for executing on work.
Scrum / Kanban
Trains invest in engineering practices to improve quality and delivery speed.
Trains keep W.I.P in check
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

26. What are the classic Scrum Team roles?
Question…
What are the classic Scrum Team roles?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

27. Scrum Team Roles Scrum Master Product Owner Scrum Team
They help their team run Scrum
Product Owner
Responsible for the ROI on a teams efforts and prioritization.
Scrum Team
Cross Functions group that gets it done!
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

28. Train Roles RTE – Release Train Engineer
They are like the scrum masters of the train. They help the teams on the train stay in sync. Coordinates train level ceremonies.
System Arch/Eng. – Help the teams on the train align to the Technical Vision.
Project Management - Help the teams on the train align to the Business Vision
Business Owners – A group of 3-5 stakeholders that help support and steer the train.
In the same way that SM, PO & TM stay ahead of the current sprint
The RTE, SA, PM Look at the roadmap ahead of the train at the Value Stream Level.
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

29. Train Roles
At the Team level the Classic Scrum roles are still in Play with the Same responsibilities.
Systems Team – Chartered Teams that support the train with Integration and Deployment Activities
Lean Agile Leaders & Communities of Practice
These are philosophies & best practices (Not People) to develop within your train.
What about shared services? UX
DevOps
Release Management
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

30. Ceremonies Fractal
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

31. What are the ceremonies for a scrum team?
Question…
What are the ceremonies for a scrum team?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

32. Agile Teams Sprint Planning * Backlog Review & Prep Daily Scrum
Team reviews team performance and adapts to get get better
* Backlog Review & Prep
Team agrees on the Goals of the next sprint and pulls the right work to solve them.
Best Practice – Not a Ceremony
Daily Scrum
Investing a % of time to ensure the upcoming work in ready for the team.
Short daily meeting for teams to priorities and progress, making any adjustments as needed.
Sprint Demo
Team reviews the work completed in a sprint with stakeholders for approval and feedback.
Team Retrospective
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

33. Value Stream And Trains
Program Increment = Train Sprint
PI Planning- Multi Team planning event where team set Goals and coordinate work.
System Demo – Train Level demo for stakeholders where integrated work from all teams is shown working together.
Inspect and Adapt – Train Level retrospective. Making the Train Better!
Scrum of Scrum / Art Syncs – Quick Team of Teams meeting, Check Progress, Priorities and Make Adjustments
Demos
Retro
Planning
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

34. Time Box Fractal ©2016 Frontline Education Confidential & Proprietary
September 17, 2018

35. What are the most common time boxes? Why are they important?
Question…
What are the most common time boxes? Why are they important?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

36. Scrum has a Cadence Scrum has a Cadence Kicks Off with Sprint Planning
Every Day there is a Daily Scrum
At the end of Sprint we Demo
The Team conducts an inspect and adapt session
Every Sprint –
The priority of the backlog can be evaluated
If work did not fit in this sprint –
The next one starts in 2-4 weeks
Scrum has a Cadence
Sprint Planning
Sprint Demo
Team Retrospective

37. SAFe has a Cadence Scrum has a Cadence Kicks Off with PI Planning
Twice a Week there is a Scrum of Scrums.
Once a Week there is a Release Sync.
At the end of Sprints Integrate and Demo
At the end of a PI we Retro
Every PI –
The priority of the backlog is evaluated and Adjusted
If work did not fit in this sprint –
The next one starts in 4-6 Sprints
SAFe has a Cadence
PI Planning
Systems Demo
Inspect and Adapt

38. Program Increment Planning
Scrum of Scrums
Release Management
Scrum of Scrums
Release Management
Scrum of Scrums
Release Management
Scrum of Scrums
Release Management
Scrum of Scrums
Release Management
Sprint Planning
Sprint Demo
Team Retrospective
Sprint Planning
Sprint Demo
Team Retrospective
System
Demo
System
Demo
Sprint Planning
Sprint Demo
Team Retrospective
Insect and Adapt Session

39. PI Planning Event

40. PI Planning Event Activates
Business Vision
Feature Overview
Architecture Overview
Team Breakout Sessions
Dependency Wall (All Through the Event)
Risk Capture and Mitigation
Confidence Vote
This is a 2 day event..
Day 1
Communication (Business Vision, Feature Overview, Architecture, UX ..)
Team Break Out and Planning
Start Building Dependency Wall
Risk Capture and ROAM (Resolved, Owned , Accepted & Mitigated)
Leadership Re-Work (If Needed)
Day 2
Communicate Adjustments
Break Outs Continue
Confidence Vote

41. Value Stream And Trains
Program Increment = Train Sprint
PI is a Time Box of 4-6 Sprints
The train’s calendar can be published well in advance
Work is planned to fit inside team or team’s capacity
Work is re-prioritized at the Business Owner / Stakeholder level.
Frequent alignment of Execution to Strategy.
Sprint
Sprint
Sprint
Sprint
Plan
Sprint
Sprint
Sprint
Retro
Plan
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

42. Agile Triangle Time is Fixed – PI Cycle Length
Cost is Fixed – We fund the Team of Teams in a Value Stream
Scope – Manage the Team of Teams Capacity with commit and stretch goals.
Best Practice: Like Scrum teams should never commit to 100% capacity.
Do any of these patterns seem familiar?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

43. Problem Solving Fractal
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

44. Question…
All things scale! What types of problems would you expect when scaling up agile?
©2016 Frontline Education Confidential & Proprietary
September 17, 2018

45. Silver Mirror Trick Question
Agile/Scrum wont solve problems on it’s own.
It creates a level of transparency where problems are forced to the surface to be dealt with.
As a SAFe Principle, we want to take an economic view and make sound decisions at all time.
SAFe organizes around Value Streams to understand and deliver value.
Value Streams come from LEAN – Think Concept to Cash or Lines of Business

46. Problems Scale Too
Shifting from Product Planning to Organizational Value Planning
Lack of Modern Testing & Development Practices
Dev. Ops Weakness
Not Respecting W.I.P – Bag Stuffing
Dysfunctional Collaboration
In Scrum … Silver Mirror –
In SAFe the Mirror Still Exists – You have to be willing to Face and Solve organizational problems.
It will buy you some time, but eventually you have to keep adapting…
These are some of the things that will quickly come to the surface, You have to commit to adapt

47. Any Questions? ©2016 Frontline Education Confidential & Proprietary
September 17, 2018