AGILE
Agile is a MINDSET and an iterative approach to project management and
software development that helps teams deliver value to their customers faster
and with fewer headaches.
A methodology is a set of principles, tools and practices
which can be used to guide processes to achieve a
particular goal.
A framework is a loose but incomplete structure which
leaves room for other practices and tools to be included but
provides much of the process required.
• SCRUM Complex Projects
• EXTREME PROGRAMMING Product Development
• KANBAN Service/Support
Agile Model
Agile KANBAN
Agile KANBAN
What is SAFe ?
®
© Scaled Agile, Inc. 17
The world’s leading framework
for business agility
SAFe for Lean Enterprises is a knowledge base of
®
proven, integrated principles, practices, and
competencies for achieving Business Agility by
implementing Lean, Agile, and DevOps at scale.
scaledagileframework.com
The seven core competencies
of Business Agility
© Scaled Agile, Inc. 19
The seven core competencies of Business Agility
Why Lean-Agile
Leadership?
An organization’s managers,
executives, and other leaders
are responsible for the
adoption, success, and ongoing
improvement of Lean-Agile
development and the
competencies that lead to
business agility. Only they have
the authority to change and
continuously improve the
systems that govern how work
is performed.
Lean-Agile Leadership
The Lean-Agile Leadership
competency describes how
Lean-Agile Leaders drive
and sustain organizational
change and operational
excellence by empowering
individuals and teams to
reach their highest
potential.
MINDSET
House of LEAN
Embrace the Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
While there is value in the items on the right, we value the items on the left more.
agilemanifesto.org
Apply SAFe Lean-Agile Principles
Why Team and
Technical Agility?
Agile teams and teams of Agile
teams create and support the
business solutions that deliver
value to the enterprise’s
customers. Consequently, an
organization’s ability to thrive in
the digital age is entirely
dependent on the ability of its
teams to deliver solutions that
reliably meet a customer’s needs.
Team and Technical Agility
The Team and Technical Agility
competency describes the critical
skills and Lean-Agile principles
and practices that high-
performing Agile teams and
Teams of Agile teams use to
create high-quality solutions for
their customers.
Agile Teams
Cross functional teams have all the skills they need to define, build, deliver and sustain value
Teams iterate with Scrum, Kanban, XP, and SAFe scaled practices
Feature teams deliver end to end value
Component teams build specialized components
Other teams may help flow by supporting DevOps, site reliability, and specialty services
Agile Business teams define, enable and support business solutions
Teams of Agile Teams
Agile Release Trains (ARTs) are
cross-functional, cross-
component, business and
technology teams of Agile
teams
Software, hardware, firmware,
security, compliance and more
Organized around Value
Streams
Virtual organizations (typically
50 – 125) people that define,
build, deliver and operate
business solutions
Why Agile Product
Delivery?
In order to achieve Business
Agility, enterprises must rapidly
increase their ability to deliver
innovative products and
services. To be sure that the
enterprise is creating the right
solutions for the right
customers at the right time,
they must balance their
execution focus with a customer
focus.
Agile Product Delivery
Agile Product Delivery
is a customer-centric
approach to defining,
building, and releasing
a continuous flow of
valuable products and
services to customers
and users.
Customer Centricity and Design Thinking
Problem Space Solution Space
Epics &
Features
Journey
Gemba Walks
Maps Prototyping
Personas Empathy Story
maps Mapping
A clear and continuous understanding of the target market, customers,
the problems they are facing and the jobs to be done
DevOps and the Continuous Delivery Pipeline
DevOps
Continuous Delivery Pipeline
Workflows, activities, and automation needed to
shepherd a new piece of functionality from
ideation to an on-demand release of value to the
end user
Culture of shared responsibility
Automate everything
Lean Flow
Measure flow
Recovery
Agile Release Trains (ARTs) continuously deliver value
A virtual organization of 5 – 12 teams (50 – 125+ individuals)
Synchronized on a common cadence, a Program Increment (PI)
Aligned to a common mission via a single Program Backlog
Synchronize with PI Planning
There is no magic in SAFe … except maybe for PI Planning
All stakeholders face-to-face (but typically multiple locations)
Management sets the mission, with minimum possible constraints
Requirements and design emerge
Important stakeholder decisions are accelerated
Teams create—and take responsibility for—plans
For a short PI Planning
example, see:
https://bit.ly/2Y9cQQ2
Why Enterprise
Solution Delivery?
Humanity has always dreamed big;
and scientists, engineers, and
software developers then turn those
big dreams into reality. That requires
innovation, experimentation, and
knowledge from diverse disciplines.
Engineers and developers bring these
Enterprise Solution Delivery
innovations to life by defining and
coordinating all the activities to
successfully specify, design, test,
deploy, operate, evolve, and
decommission large, complex
solutions.
Courtesy NASA Goddard
Enterprise Solution Delivery
The Enterprise Solution
Delivery competency
describes how to apply Lean-
Agile principles and practices
to the specification,
development, deployment,
operation, and evolution of
the world’s largest and most
sophisticated software
applications, networks, and
cyber-physical systems.
Nine best practices for Enterprise Solution Delivery
Continually refine the fixed/variable Solution Intent
Apply multiple planning horizons
Architect for scale, modularity, releasability, and serviceability
Enterprise Continually address compliance concerns
Solution
Build and integrate solution components and capabilities
Delivery with Agile Release Trains (ARTs) and Solution Trains
Apply ‘continuish integration’
Manage the supply chain with systems of systems thinking
Build a Continuous Delivery Pipeline
Evolve deployed systems
Align business and technology with the Solution Train
Used to build large and complex customer Solutions that require the coordination of multiple Agile
Release Trains (ARTs) and Suppliers
Aligns ARTs with a shared business and technology mission using the Solution Vision, Intent, Backlog,
and Roadmap
Aligned Program Increments, integration, demos, and Inspect and Adapt
Why Lean Portfolio
Management?
Traditional approaches to
portfolio management were not
designed for a global economy
or the impact of digital
disruption. These factors put
pressure on enterprises to work
under a higher degree of
uncertainty, and yet deliver
innovative solutions much faster.
Lean Portfolio Management
The Lean Portfolio
Management competency
aligns strategy and execution
by applying Lean and systems
thinking approaches to
strategy and investment
funding, Agile portfolio
operations, and governance.
Meet business targets with strategy and investment funding
Strategy and investment funding ensures that the entire portfolio is
aligned and funded to create and maintain the solutions needed to meet
business targets.
Connect the portfolio to the Enterprise strategy
Enterprise
Enterprise
Executives
Executives Maintain a Portfolio Vision and Roadmap
Establish Lean Budgets and Guardrails
Business
Business Enterprise
Enterprise
Owners
Owners Architect
Architect Establish portfolio flow
Strategy &
Investment
Funding
Agile
Lean
Portfolio
Governance
Operations
Fund value streams aligned with the business strategy
Funding value streams instead of projects provides the following benefits:
Full control of spend
No costly and delay-inducing project cost variance analyses
No resource reassignments
No blame game for project overruns
Lean Budgets
Guardrails
Why
Organizational
Agility?
Without organizational agility,
enterprises simply cannot
respond sufficiently to the
challenges and opportunities
that today’s rapidly changing
markets present. Without it,
employees and the enterprise
associate an individual’s value
with their functional skills,
rather than business outcomes.
Organizational Agility
The Organizational Agility
competency describes how
Lean-thinking people and
Agile teams optimize their
business processes, evolve
strategy with clear and
decisive new commitments,
and quickly adapt the
organization as needed to
capitalize on new
opportunities.
Strategy Agility
Respond quickly to opportunities and threats
Continuous market sensing
Make strategy changes decisively
Organize and reorganize around value
Innovate like a startup
Implement changes quickly
Ignore sunk costs
Ignore
Sunk Costs
Why Continuous
Learning Culture?
In order to thrive in the current
climate, organizations must
evolve into adaptive engines of
change, powered by a culture of
fast and effective learning at all
levels. Learning organizations
leverage the collective
knowledge, experience, and
creativity of their workforce,
customers, supply chain, and
the broader ecosystem.
Continuous Learning Culture
The Continuous Learning
Culture competency
describes a set of values
and practices that
encourage individuals—
and the enterprise as a
whole—to continually
increase knowledge,
competence, performance,
and innovation.
The management paradigm for the digital age
Measure and grow assessment and practices
Business Agility Self-Assessment
Measure and Grow is
the way portfolios
evaluate their
progress towards
business agility and
determine their next
improvement steps.
• High Output Management
• Measure What matters
• SCALED OKRs Object Key Results
• OBJECTIVES: A Concise statement outlining a broad qualitative goal designed to
propel the organization forward.
• KEY RSULTS: The quantifiable outcomes by which success is measures
Working is lesser thing bug the right thing so that customer will happier
• High Output Management
• Measure What matters
• SCALED OKRs Object Key Results
• OBJECTIVES: A Concise statement outlining a broad qualitative goal designed to
propel the organization forward.
• KEY RSULTS: The quantifiable outcomes by which success is measures
Any Question?
End!
