Enterprise Scaled Agile

Overview
Overview of Enterprise Scaled Agile methodology, the SAFe
framework and IBM’s tooling support in the Continuous
Engineering solution

Amy Silberbauer
Executive IT Specialist, Solution Architect
Enterprise Scaled Agile, Watson IoT ALM Offering Management Team
[email protected]
Agenda
Run in slide show mode to view
the topics you’re interested in…
Why Scale Agile?
IBM’s Point of View The (home) button will
Scaling Agile – The Recipe bring you back!
SAFe® Overview
IBM’s Support for SAFe
5 Simple Value Propositions
Evolving to SAFe
How IBM uses SAFe to deliver ALM tooling
Summary

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Myths debunked

Why Scale Agile?

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Look familiar?

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The Myths (or excuses)
We can’t do agile because…
We have zero risk tolerance
We must have requirements documents
We work with suppliers
We are driven by quality over schedule
Our cost of failure is too high
Our products/systems/applications are just “too big to fail”
We have too much complexity
Blah blah blah …

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What’s wrong with waterfall?
Idea

Weeks or months Nothing really

Requirements to validate code
matches original
except…
requirements delayed learning
Development which leads to
slower feedback
response times and
Integrated test
that negatively
impacts your
Release organization’s need
Months or years to learn if
ideas / requirements match
to achieve faster
the market need time to value

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Agile in a bi-modal environment?
Multiple development patterns are becoming the norm

API Catalog
Digital Applications
Accelerate Innovation

Think Code Deliver iv Production

Run

Systems of engagement: Explore, adopt, quick feedback, pivot and re-pivot

Shared Services
Enterprise
Operational Excellence Applications

Think Code Deliver iv Production

Run
Systems of Records: Always on, always available, compliance, control, and governance
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IoT adds additional layers of complexity

• Connected devices need to support multiple usage patterns and workflows

• Proliferation of variants often implies meeting multiple regulatory requirements
• Variants of devices can’t be developed using Paste & Own
• Strategic Reuse / PLE for all artifacts is a major IoT enabler

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Lean and Agile @ an Enterprise level needs more than just SCRUM
Get visibility into
Manage development
development and non- Balance Speed and Work together across
and delivery across
development tasks in a Quality distributed teams
teams
single place

Outsource some work

Maintain process of
Deliver Quality Manage dependencies in order to deliver
formal governance
more quickly

Collaborate
Orchestrate deliver
effortlessly and
across teams
support the principles
delivering at different
of independent, self-
speeds
governing teams

CHALLENGE - How do we orchestrate all of this consistently?

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Scaled Lean-Agile Principles
Address aspects of waste and ineffectiveness in traditional processes
Take an economic view

Apply systems thinking

Assume variability; preserve alternatives

Manage risk and efficacy with fast, synchronous learning cycles

Develop systems incrementally; integrate and test frequently

Facilitate flow by limiting WIP, reducing batch sizes and manage queue lengths

Base milestones on objective evaluation of working systems

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 Enterprise Agile

IBM’s Viewpoint

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General Industry Trends
Business Models
• Products turning into Services

Core Competencies
• Cloud Transformation
• DevOps in IT, and Integration between Engineering, Manufacturing & Operations in IoT

End to End Optimizations

• Leverage the full lifecycle to further optimize, reduce cost and improve quality

Business Analysts and Systems Engineers

• Becoming key orchestrators across the full lifecycle

Cognitive
• Game changer for predictive analysis and business transformation

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Enterprise Agile – Our Viewpoint

• Regardless of agile maturity Application

Complexity
Lean Startup
Orchestration • Regardless of process,
speed
Simple Agile
Cloud /
Mobile
• Focus on user experience Native
Design Cloud
• Modeling, requirements,
Thinking governance as necessary
Enabled
Business
Traditional Aligned
Complex

• Economic thinking and Delivery

Slower Rapid
Continuous prioritization
Value Delivery • Maximizing value delivery
with each iteration

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 The relationship between Lean, Agile and DevOps

LEAN MULTI-SPEED DELIVERY

• Eliminating waste PURPOSE

• Visual workflow management

• Different speeds needed for
Capability to

• Root-cause problem solving PEOPLE

ID & solve
problems
PROCESS
different value propositions
• Leaders engagement
• Adaptive business mind-set
AGILE
• Independent, self-governing teams
• Multi-platform,
• Faster feature cycle time Multi-technology,
• Embrace change Multi-process
• Varied development and
DEVOPS deployment environments
• Automation
• Continuous delivery
• Continuous feedback
• Engineering components of Lean IT

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How is the market evolving?
Public Private
Business models: changes fueled Dedicated and
by digital services and the API Local
economy

Users: expectations are defined by

the last interaction

Technology: devices, unstructured

data, open source, mix of public,
private and hybrid cloud models

Digital is a land grab for those that On-premise IT

move fast
• Deliver apps for Multi-speed IT with DevOps
• Optimize and cloud-enable existing applications
• Ensure operational excellence across all platforms

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How is the practice evolving?

Line-of- Development Customer

business Program “Deliver a “Awesome
“Need a feature” “Plan a feature” feature” feature”

Lean and agile Not just about

Shift from “make
adoption regardless of engineering, business
money” to “delight
teams’ agile maturity critical to influence
customers”
and speed notion of value
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The recipe

Scaling Agile

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Addressing the Enterprise Challenge

Ensure transformation
Shift how you act and Adopt an economic
addresses all aspects
make decisions view to deliver value
of the environment

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Shift how you act and make decisions

Value Delivery Management’s Collaborate

First Role Everywhere!
• Making money is the • Enable those doing • Avoid exclusively top-
result, delighting the the real work to be as down or bottom-up
customer is the goal efficient as possible planning – neither
• Take an economic by identifying and leads to success
view removing
impediments

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Transform the environment

People: Establish an organization-wide culture with the

right set of skills to embrace lean and agile values –
everywhere, across all teams, every day

Process: Apply lean and agile principles in the

planning, development, deployment and delivery of
value and then monitoring feedback to improve –
continuously

Tools: Provide a framework that enables the

implementation of lean and agile practices – easily –
while also providing traceability and visibility of work
across multi-disciplinary teams

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Adopt an economic view to deliver value

ROI
Ranking
Value
Kanban
Estimating
(Lean)
& Tracking

Value
Delivery

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What is “Value”? Depends on who you ask

As a Business Owner, I must

understand what will delight my
customers and deliver on that!

As a Product Manager, I must

respond to customer feedback
to deliver differentiating
capabilities for my product

As a Customer, I will pay for

something I actually use – and
LOVE to use!

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 Maximizing Value Delivery

Apply Economic
Invest “Just Enough” “Capacity Rules”
Thinking

Invest only as much as necessary to Only utilize resources for estimating,

Ranking based on “biggest bang for
get feedback quickly and then “rinse analysis and solution exploration as
the buck” (ROI)
and repeat” we have capacity to work on ideas

Move ideas through to Lightweight, relative ranking that

Reduce or eliminate wasted resources
implementation as teams have favors lower investment in analysis
consumed too early in the process
capacity over precision until later

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Focus on people, process AND tools…

Orchestrate
•Unite the tribes •Adopt Agile and Lean
•Speak the same language, use practices, regardless of
the same vocabulary •Unify delivery of value “process”
•Let the tools do their thing •Teams can deliver at •Reduce batch size uniformly,
and leave the teams alone! different speeds, but the develop and deliver more
cadence of delivery is unified quickly
•Use tooling to enable •Govern where necessary,
visibility and eliminate simplify where possible

Collaborate waste
Leverage

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The Scaled Agile Framework®

SAFe® Overview

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Recipe: Based on SAFe “Core Values”
Execute: Plan &
Align Build quality in Be transparent
Adjust
• The best agile • Align • Develop a “single • Deliver value
teams do not make requirements, source of truth” for predictably and
a successful, agile construction and solution intent and continuously
business test context improve
• Adopt lean and • Validate quality at • Record knowledge • Plan for change
agile principles every increment • Instill trust through and respond
everywhere! Top- • Leverage MBSE visibility and quickly
down, bottom-up and design collaboration • Reduce time to
• Unify the cadence thinking • Reduce waste! feedback by
to reduce • Build with Enablers • Evaluate progress working with
variability and risk (exploration, of solution AND smaller batch sizes
infrastructure, progress toward • Demonstrate value
architecture) compliance at each increment

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Industry-Leading Scaled Agile Framework®

 Orchestrate
 Collaborate
 Unify
 Learn
 Respond
 Improve

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The Levels
The People
The Backlogs
The Cadence
Quality
Relentless Improvement
Value Delivery
SAFe 4.0 Summary

Portfolio Value Stream Program Team

• Strategy formulation • Solution Intent & • Teams of Agile Teams • Scrum, Kanban,
and portfolio Management that build solution hybrid processes
communication • Engineering and capabilities and • Delivery of technology
• Organizing and Architecture subsystems • Organized by feature
funding Value • Customer and • Common mission or component delivery
Streams Supplier relationships • Architectural & User
• Managing the flow of • Program (ART) Experience
larger initiatives coordination governance
• Governance and • Unified Vision & • Evidence of progress
cross-Value Stream Roadmap and delivery of value
orchestration • Organized by solution
or subsystem delivery

Foundation
Core Values, Lean-Agile Principles, Center of Competency
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CLM & CE tooling instrumented for scaled agile

IBM’s Support for SAFe

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Continuous Engineering Powered by SAFe

The IBM Continuous

Engineering solution is an
enterprise capability for
continuous delivery of
value that enables clients
to seize market
opportunities and reduce
time-to-customer
feedback
The SAFe methodology
supported by the IBM CE
solution enables
continuous business
planning to manage and
drive change throughout
the product and software
delivery lifecycles

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 IBM Watson IoT Landscape Cross-domain
end-to-end
Field Operations / Deployment collaboration
Asset Preventative Real Time Cognitive Machine
Management Maintenance Analysis services Learning

Maximo PMQ RTI

• Operational Insights • Operational Insights
• Engineering insights • Engineering insights
• Cognitive Analytics • Cognitive Analytics

BackEnd/OnBoard (“SoR”) Powered by Cloud Services (“SoE”)

IBM Watson
Requirements Change and Model Based Eng. Quality and
Management Configuration Mgmt Simulation Management
SAFe 4.0

API Cloud DevOps IoT Platform

Lean Management logic Services Services
DOORS NG
Team Concert &
IoT Rhapsody Quality Manager
Development
Git Enterprise
Orchestration
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 IBM Collaborative Lifecycle Management
Continuous Collaborative Quality Management Project Analytics
Business Planning Development

Synchronizes teams by…

 Planning based on a single, cross-domain source of truth
 Automating full traceability s

 Managing with dashboards and reports

 Demonstrating compliance
 Orchestrating multi-speed IT
 Supporting multiple platform / processes / languages “With IBM’s solution, we already realize that the different
roles within the development lifecycle are cooperating much
 Enabling simple collaboration closer ”
Christof Hammel, Product Manager, Automotive ALM at Bosch
Automotive
IBM is a Leader! Gartner Magic Quadrant for Application Development Life Cycle Management (Feb 9, 2015) referencing IBM Rational solution for CLM

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SAFe 4.0 support Get your SAFe Portfolio
up and running in an hour!

 Tooling configuration
 Artifacts and attributes
 Key concepts: Economic
ranking, lean thinking,
value-based delivery
 Plans to support key
activities: Roadmap,
Kanban, WSJF Ranked List
 Agile Team-based Planning
 Reports
 Built-in process guidance

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Using Collaborative Lifecycle Management for
Enterprise Scaled Agile Transformations

Organizational Lean: Invest Focus on client Measure, learn Get Up and

alignment within capacity value and improve Running
•Real-time to deliver •ROI ranking using •Dashboards for Quickly
consolidated quickly auto calculated visibility •Templates speed-up
Roadmap at all
•WIP-limited
WSJF •Align work based on the creation project
SAFe levels •Value tracking at all business strategy areas
•Reports that provide •Enforced workflow levels aligned to and priorities
•WSJF triage and •Starter sets to create
insight into work changes delivered •Value-based Dashboards
driven from business sorting portfolio metrics
•“Soft” dependency •Structure
strategy and •Track value delivery
priorities identification •Artifacts
and trends •Attributes
•Activities/Workflow

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… And more…

Address Align teams Build in quality Requirements Configure for

cultural with different •Manage Test Assets governance as “practical”
transformation processes and and Test results needed SAFe adoption
challenges speeds mapping to all levels
of SAFe •Solution modeling •Take what is
•Process guidance •Programs provide and design valuable, ignore the
embedded in the the framework to •Non-Functional, rest
tooling through work coordinate individual System, User •Customize for
item templates and teams requirements organization needs
links for common •Standards •Flexible
SAFe activities implementation
patterns to fit
‘structure’ and ‘size’

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Why CLM for enterprise scaled agile?

5 Simple Value Propositions

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Top 5 Quick Start Demonstrations
1. Organizational Alignment
Value Proposition: Cross-domain collaboration and end-to-end visibility

2. Invest Within Capacity to Deliver Quickly

Value Proposition: Adopt lean principles at all levels, rank smarter to deliver the right things right

3. Focus on Client Value

Value Proposition: Elaborate solutions by applying design thinking methods to get feedback early
and often

4. Measure, Learn and Improve

Value Proposition: Demonstrate measured improvement and plan more effectively

5. Get Up & Running Quickly

Value Proposition: Complete SAFe 4.0 alignment out of the box
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1. Organizational Alignment

Complete cross-domain lifecycle support

Change Management Requirements Quality Management
(RTC) Management (RDNG) (RQM)

Cross-domain reporting for planning & execution status

End-to-end Execution Status &
Planning Progress
traceability reports Risk

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 Taxonomy
Solution Intent, Solution Context,
Requirements (System, User, Non-
Functional), Lifecycle Scenarios
(Acts, Scenes, Roles), Graphics
(wireframes, architecture), Models
Solution
(link to Rhapsody/DM) Elaboration
Artifacts
(RDNG) Strategic Themes,
Lightweight Business
Business Cases, Value Streams,
Programs, Vision
Artifacts
(RDNG)
Epics, Capabilities, Test Suites,
Features, Learning Test Plans,
Milestones, PI Change Quality Test Cases
Objectives Artifacts Artifacts
(RTC) (RQM)

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Portfolio Business Artifacts

Strategic Themes

Business Cases

Value Streams
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Portfolio Budget Disbursed

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Strategic Theme – Links Explorer View

(Portfolio Epics)
Initiatives
Strategic Theme

Value Stream

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Strategic Theme – Links Explorer View

Strategic Theme

(Portfolio Epics)
Initiatives

Business Case
Value Stream

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Work Alignment with Business Strategy

Strategic
Themes

Target Team-
Iteration Level work
items

Features

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Progress Reports (Epic, Capability, Feature)

Click on any bar to view the

details…

Quick visualization of Work

by state, as well as any
Blocked work.

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Dependencies
“Hard”
Blocked dependencies
Program between work items

“Soft” Dependencies
Blocking – Blocked for a
Program reason

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“Definition of Done”

A query widget on a
dashboard alerts you to
the status – and
violations! -- of your
“definition of done”

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2. Invest Within Capacity to Deliver Quickly

•Define iterative delivery plan

Lean •Invest “just enough”

•Abide by “work in progress” (WIP) limits
•Adopt economic thinking from multi-year initiatives through execution
priorities

Agile •Get early feedback through requirements

•Deliver the “right” stuff based on feedback
•Iterate, embrace changing requirements and execution plans

Value •Identify “MVP”

•Articulate vision outside-in
•Apply design thinking

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Kanban Planning
SAFe Kanban
“queues”

Kanban process enforced

through:
• WIP Limits: Warning
shown in red, Error
WIP Limits prevents violation
(green = ok, • Workflow: Inability to
move Epics in violation of
red = violation!)
the process
• Calculated WSJF that
automatically sorts
Business
(blue) and
Enabler
(yellow) Epics

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WSJF Ranked Backlog
User/Business Value
+ Estimate the Story
Time Criticality Cost of Delay Investment Job Size
Points during
+ planning
Risk Reduction/Opportunity
Enablement

Set WSJF Component Values -

WSJF automatically recalculates
and list of Features is resorted
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Tracking Value

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3. Focus on Client Value
What is “Value”?
Depends on who you
As a Business Owner, I must ask
understand what will delight my
customers and deliver on that!

As a Product Manager, I must

respond to customer feedback
to deliver differentiating
capabilities for my product

As a Customer, I will pay for

something I actually use – and
LOVE to use!

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Lean & Agile practices encourage you to shift your
thinking…

Line-of- Development Customer

business Program “Deliver a “Awesome
“Need a feature” “Plan a feature” feature” feature”

Lean and agile Not just about

Shift from “make
adoption regardless of engineering, business
money” to “delight
teams’ agile maturity critical to influence
customers”
and speed notion of value

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Navigate from a change artifact to the vision

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Solution Elaboration
Elaborate solutions in a Value Stream during Portfolio and Value
Stream Epic Analysis
• Links to change and quality management artifacts
• System, Non-Functional and User Requirements
• Modeling & Architecture
• Design, Usage Models, Scenarios

Scenario
NFR

Scenario Act
System Rqmt

Capability

Test Case
Test Case

Test Case

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Solution artifacts can be used for early feedback

Solution Intent, Solution

Context, Lifecycle Scenario,
Scenario Act, Scenario Scene
…
All of these are a reflection of
the outside-in design from a
user’s perspective and can be
used for early feedback!

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4. Measure, Learn and Improve

Value Delivery Effort

Velocity
Over Time Estimation
Progress Measures
Are we improving
& Alignment with
our velocity?
What is our PI Estimates
Performance in
terms of “achieved
value”? Estimation How many
Improvements Features have we
Over Time delivered?

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Feature Progress and Estimation

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Velocity

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Value Delivery Table view allows you
to drill down into
Average details for each
achieved value achieved value
by PI

What value was

delivered?

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 5. Get Up & Running Quickly

• Out-of-the- RTC
box CLM Complete support for SAFe Programs and Lightweight requirements management (via
templates Teams RTC work items)

allow you to
create a
SAFe-based RTC
Program or Lightweight requirements management (no
Partial SAFe Portfolio/Value Stream
Portfolio formal requirements or solutioning artifacts)
infrastructure
in 10 minutes
• Start simple CLM (RTC + RDNG + RQM)
and evolve Complete support for SAFe, all levels
Cross-domain support for requirements,
change and quality management

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SAFe Project Templates

Structure for all

levels of SAFe

Roles in
Project Area
Configuration 76
Structure, artifacts, attributes…

Artifact Templates

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Implementation considerations

Evolving to SAFe

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One size does not fit all…

Many teams, different needs

Large teams
Small Teams Complex, Regulated Development
Simple Applications
Simple process Multiple processes, rigorous governance and compliance
Cloud-based development and deployment Multi-platform, multi-technology development and
deployment
High risk tolerance
Low risk tolerance
Minimal or no orchestration or planning requirements
Complex orchestration and planning with dependency
management across many teams

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Support for 3- or 4-level SAFe topology

CLM
Portfolio
Lifecycle Project Area

Program 1 Program 2
Portfolio
CLM
RTC Project Areas Lifecycle Project Area
Team 1A Team 1B Team 2A Team 2B Team 2C Value Value
Collapse
Stream 1 Stream 2 one level

Program 1 Program 2 Program 3

RTC Project Areas
Process templates enable
you to set up a SAFe tooling Team 1A Team 1B Team 2A Team 2B Team 2C

infrastructure that supports

best practices out of the box!

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Support for multiple processes, speeds, …

Portfolio
CLM
Lifecycle Project Area Flexible
Value Stream 1 Value Stream 2 Collapse
one level
configuration
options allow
RTC Project Areas Program 1 Program 2 Program 3 you to choose
what works
RTC Project Outsourced for you!
Areas Team 1A Team 1B Team 2A Team 2B Team
(Proxy)
(Third Party Tools)

Multi-speed, mixture of agile and waterfall teams

Outsourced teams

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Typical Adoption Paths: Two Patterns

SAFe Portfolio (with or without Value

Streams)
•How does IT investment support business strategy?
•What is on our delivery roadmap?
•Where do we have delivery risk?
Meet in the Middle
Establish an “orchestration” layer
at the Program or Portfolio Level
Scale from the bottom up or
manage delivery from the top down

SAFe Program (with or without Teams)

•How do we orchestrate delivery of features
across teams?
•How can we support agile and waterfall teams
that need to collaborate?
•What are the dependencies across teams?

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Evolving to Agile Requirements Management
with SAFe

The Basics
Strategic Theme
The Obvious
Value Stream System Requirements
The New Stuff
Program User Requirements Vision
Non-Functional Solution Intent
Requirements
Solution Context
Lifecycle Scenario (Act,
Scene)
Lightweight Business
Case

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Eating our own dog food…

How IBM uses SAFe to

deliver ALM tooling

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Our motivation to change…
Increase efficiency and effectiveness of our continuous delivery process

Pressures Improvements
Wasted time on low-value Adoption of lean and agile
activities principles organization-wide

Feature delivery cycle time too Portfolio-level planning on

slow business release boundary

Data persistence through

No insight into ability to deliver
tooling for visibility, traceability,
value
reporting

But first, we had to address the hardest part 

Change the way we work! 85
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Why SAFe?
•Not vendor-specific, independently developed
86 It’s important to •Based on sound lean and agile principles applied across all layers of an
enterprise organization
our customers •Well-defined
•Addresses issues current enterprises face today

It’s important to •Consistent terminology that is well-defined (so we don’t have to do that!)
•Standard framework known across the industry (so we don’t have to prove
the value!)
us •Experts that can help

Lead by •By leading a SAFe-based transformation internally, we have personal

understanding of the challenges and benefits specifically when applying our
example own tools to address the issues

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Addressing the culture shift – Find our WOW! factor
“What if… ?”
I could get I could clearly
visibility into map my team’s I didn’t have to
which work items work to high spend my days
are proposed for priority business creating
the next few themes? spreadsheets and
iterations? PPTs?
I could show
customers our
roadmap and vision I could see which
based on real-time items are at risk
information? across all of the
teams?
We could
We had a great
streamline the
example of business
arduous internal I could get status
planning and IT
I could see how we are processes? without having to
execution aligned
investing and where I with SAFe to share ask for it?
can re-balance? with clients? Team Lead

What if we
could do
this with our
own tools??

Business Executive Product/Release Manager

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Our SAFe Portfolio
Our SAFe Portfolio environment uses CLM* with SAFe
4.0 to orchestrate the planning and delivery of the CLM
and CE tooling:
RTC
RDNG
RQM
Rhapsody
Rhapsody/DM
RELM
Jazz Foundation
Jazz Reporting Service

* We self-host on the latest CLM environment – always!

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Our evolutionary approach to SAFe adoption
Mapping SAFe’s key concepts to ALM Portfolio processes

Kanban Economic Ranking Value & Quality Solutioning

• Do not use the • Use WSJF to come • Some articulation of • Some articulation of
Kanban view and do up with initial ranked Acceptance/Success solution intent and
not enforce WIP list of Epics and Criteria, not context, lifecycle
limits Capabilities widespread scenarios
• Use Kanban • Apply priority to • Some solution test • Not widespread
workflow and further refine the related to Solutioning • Do not articulate any
Roadmap views to Capability ranked list artifacts other formal
apply workflow and to include those • Not yet capturing the requirements
WSJF “must do” items notion of Value

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Our Portfolio Kanban process
Input:
• Portfolio Epics (business initiatives)

Output:
• Value Stream Epics
Portfolio
Epic • Capabilities  Value Stream Backlog
• (Some “solution level” work)

Funnel Review Analysis Backlog

•Ideas from any •Value Statement •Solution trade- •Approved

stakeholders defined offs and analysis Portfolio Epics
(marketing, sales, •Initial WSJF •Continuous re-
•Customer
support, triage prioritization
feedback (Design
customers) (WSJF)
Partner Program)
•New business
•Refined WSJF
opportunities
•Go/No-Go
•Infrastructure and
decision
architectural
issues
•Cost reduction
initiatives

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Our “next PI” Planning Process
Review Value Stream Epics on roadmap and in backlog

Moving Epics through the Kanban

Funnel Review Analysis Ready (for Approved

Approval)
Epic Owner Solution Solution Epic and Capabilities are
(Portfolio) (Offering (Offering) Capabilities are Ready for
creates initial Mgmt) Team Manager/Archit Proposed on Approval with
Value Stream performs initial ect refines into Value Stream allocated
Epics with triage, sets Capabilities to Roadmap capacity
Value WSJF identify iterative resulting in a
Statement development “green” PI plan
plan
Reviewing -> Analyzing -> Ready -> Approved ->

Capabilities
created in the
Funnel

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 Our “next PI” Planning Process
Review Capabilities on roadmap and in backlog

Moving Capabilities through the Kanban

Funnel Analysis Ready (for Approved Implementing
Approval)

• Capability • Solution • Initial capacity • Planned For is • Confirm (and

created by (Offering) team (estimated set on monitor)
Solution begins effort) Capability tracked
(Offering) conversation assigned, • Committed to Program plan
Manager/Archit with proposed plan next PI items to
ect engineering on is “green” from ensure
top-ranked capacity alignment with
Capabilities, perspective commitment
starts tracking
Program-level
Analyzing -> plan items Ready -> Approved -> Implementing ->

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 Our “taxonomy”

Refinement and re-prioritization is a collaborative effort

Strategic

between Offering Management and Engineering

Portfolio Strategy and Initiatives
Theme
“What” will differentiate us – aligned with business strategy
Offering Management

Portfolio > Value Stream > Program > Team

Breakdown into lower levels of granularity –
“Why” will it do that Portfolio Epic
Definition of solution/project that realizes the value delivery Scope: Cross-Value
and ROI proposition Stream, Multi-year
Economic thinking!!!
Value Stream Epic
Scope: Cross-Program, > 1 Program
Analysis (Solutioning) Increment
Detailed definition of Solution Intent and Context
Formal requirements “live” here (if necessary): System, User,
Non-Functional Requirements
Capability
Use Cases: Scenarios, Roles, Wireframes
Scope: Cross-Program, Program Increment

Refinement of “what” and “how” Top-Level “Plan Item” (any work item type)
Demonstrable value at each iteration Scope: Cross-Team, Program Increment
Engineering

Story (Use Case)

Technology Delivery Scope: Sprint
“How” will we deliver
capabilities
Technology decisions
Task (Technology)
live here
Scope: < Sprint

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High-Level Domain Model
Artifacts in play across RM
and CCM
(QM is separate at the
moment)

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Traceability Model

How our SAFe artifacts “hang together”

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“Working” dashboard for all Stakeholders
Potential issues, scope
changes, planning
Executive Roadmaps – By Current PI status –
discrepancies… thinks
Customer, By The “Execution”
View we want to keep an eye
Program, By PI views
on

Stuff we need to know

about to plan the next
two Pis and watch
planning progress

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Next Steps & Resources

Summary

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SAFe support in CLM - Mapping
IBM Rational Collaborative Lifecycle Management (CLM)

RTC DNG RQM

Tracking & Planning Requirements Management Quality Management
• Value Stream
• Portfolio backlog
Portfolio • Strategic Theme
• Value Stream backlog • Value Stream Test Plan
Value Streams • Lightweight Business Case
• Roadmap & Kanban views
• Solution Content \ Intent

• Program backlog
Program • WSJF Ranked List • Program Test Plan
• Roadmap & Kanban views

• Scrum based: Ranked

Team Backlog, Sprint Planning • Team Test Plan
• Kanban & Taskboard views

Reports and Dashboards

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Enabling key SAFe concepts in tooling

Lean & •Apply leaning thinking across the portfolio – at ALL levels! – to eliminate waste and
Agile respect work-in-process (WIP) limits
•Provided through Kanban planning at each SAFe level
principles
•Avoid the “loudest voice, biggest stick” syndrome
Economic •Rank and prioritize based on “biggest bang for the buck” – greatest value at lowest cost
•Provided through calculated WSJF and WSJF-ranked backlogs for planning at all SAFe
thinking levels

Value-based •Capture the notion of value, track it, report on it – improve it!
•Provided through PI Objective at Value Stream, Program and Team levels with reports
delivery to track value delivery and trends

Process •Help your team learn by doing

•Process guidance embedded in the tooling through work item templates for common
guidance SAFe activities and methodology support

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Where can I learn more?
SAFe Landing Page: http://jazz.net/safe Blogs:
• What’s new with SAFe® in CLM 6.0.3
Videos: • Explore SAFe® quickly, easily and
• Watson IoT Video: Agile and the Scaled Agile cheaply with IBM’s SAFe® in a Box!
Framework® for IoT • Keep your organization on track with
• Enablement Videos CLM and SAFe® 4.0
• New and improved SAFe support is
here!
Enterprise Scaled Agile Reporting: SAFe Reports
• Need SAFe 4.0 Support? Look no
further…
Configuring Existing Environments: Configuring
• Introducing SAFe in CLM V6.0.1
the SAFe Methodology in CLM

One customer’s story: Pole Emploi

Enablement: IBM CLM® for SAFe® Level 1
Program Enablement Course
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