Introducing

SAFe 5 ®

• Plaats
Your Operating System for
• Datum
Business Agility
What is Business Agility?
 Business Agility as the ability to compete and thrive
in the digital age by quickly responding to market
changes and emerging opportunities with innovative,
digitally-enabled business solutions.
 Prepare Share

5 5
Activity: What is business Agility
min min

Step 1 Step 2 Step 3

With your team, discuss what do

How can you unlock Present your thoughts
you think is business agility
business Agility to the class
for your bank
Business Agility requires technical agility

and a business-level commitment to

product and value stream thinking.

And it requires that everyone

involved in delivering business

solutions use Lean and Agile practices.

Rethinking the organization
The business environment, Customer
preferences are changing at a furious pace
Businesses start with a network

Customer
Centricity

© Scaled Agile, Inc.

Hierarchy is for stability and execution
Guess what happens?
What should we, the business do?
We need a dual operating system for Business Agility
Efficiency and stability

Speed of innovation
And we have just such an operating system
at our fingertips

Value Stream network Functional hierarchy

SAFe for Unlocking Business Agility
in Scaled Delivery
SAFe is one of the frameworks for Agile at Scale
 Prepare Share

5 5
Activity: SAFe house of Lean
min min

Step 1 Step 2 Step 3

With your team, discuss how What would you focus on to Present your thoughts
SAFe house of Lean makes implement SAFe house of Lean to the class
sense to businesses
Configure SAFe to meet your needs

Full Configuration

Large Solution Configuration

Portfolio Configuration

Essential Configuration
 The Seven Core Competencies of
Business Agility and SAFe house of Lean
The Seven Core Competencies of Business Agility
The Target Operating Model for CIB
Pilot is Essential SAFe
Competencies in Essential SAFe
 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.
Why Customer Centricity?
Customer-centric Enterprises deliver whole-product Solutions that are designed with a deep
understanding of Customer needs.

Enterprise Government

Customer-centric Customer-centric
businesses generate: governments and nonprofits
▪ Greater profits create:
▪ Increased employee ▪ The resiliency, sustainability,
engagement and alignment needed to fulfill
their mission
▪ More satisfied customers
Customer
Centricity
Customer Centricity is a mindset
Whenever a customer-centric Enterprise makes a decision, it fully considers the effect it will
have on its end users.

Understand the
Everything
Customer’s needs is about the
Customer!

Focus on the
Customer Build whole-product
Solutions

Customer
Centricity
Think like the Know Customer
Customer lifetime value
What is Design Thinking?
Problem space Solution space
Epics and
Features

Understand Design the

the problem right solution

Gemba walks Personas Journey maps Prototyping

Empathy Story mapping
maps

Design Thinking is a clear and continuous understanding of the target market,

Customers, the problems they are facing, and the jobs to be done.
Use personas to understand Customers
Personas are fictional characters that Cary the Consumer
represent the different people who might use Age: 36
your product. Personas: Location: Reno, Nevada, USA
Time in App: 10 minutes

► Convey the problems they’re facing in

context and key triggers for using the “I’m a working dad with three children ages 3, 6, and 10. I’m also
in a band, which means I want to spend as much time as possible
product
with my kids and my band. I need my package delivered on time
so that I can maximize time with my family.”
► Capture rich, concise information that
inspires great products without
I like technology! I have an I’d rather order online
unnecessary details iPhone, iPad, and nice home
I am not home on
than dial the phone and
some weekends
Wi-Fi setup talk to somebody

My wife also works during Text is my favorite

the week, so she doesn’t form of I don’t own a computer,
have much spare time to communication with only tablets and phones.
help suppliers
Use empathy Who are we What do they
maps to identify empathizing with? need to do?

with Customers
▪ The empathy map is a tool
that helps teams develop
What do they What do they
hear? see?
deep, shared understanding
and empathy for the
Customer

▪ Use it to design better user

experiences and Value What do they What do they What do
Streams do? think and feel? they say?
 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.
Roles in a Program (Team of Agile
Teams)
Program
Roles

Team
Roles
Team and Technical
Agility activated by PI
planning and
Execution
• Program Increment (PI) Planning is a two
full day planning event by ALL teams and
stakeholders
• Plan work for a quarter of a year to
generate customer value
• Execute and continuously modify the plan
to adapt to market reality/changes
 Duration

3
min

Activity: Identify ART roles

Step 1
Simulation role Assigned to

Identify ART roles for the simulation

Executive Volunteer

Step 2 Product Manager Volunteer

Ensure that you have all key roles required
for the PI Planning simulation System Architect, UX,
Volunteer
Development Manager

Your Instructor will be the RTE.

Simulation: Day 1 agenda
Business context 8:00 – 9:00 • State of the business

Product/Solution Vision 9:00 – 10:30 • Vision and prioritized Features

Architecture Vision and development • Architecture, common frameworks, etc.

10:30 – 11:30
practices • Agile tooling, engineering practices, etc.

Planning context and lunch 11:30 – 1:00 • Facilitator explains the planning process

• Teams develop draft plans and identify risks and

Team breakouts 1:00 – 4:00 impediments
• Architects and Product Managers circulate

Draft plan review 4:00 – 5:00 • Teams present draft plans, risks, and impediments

Management review and problem • Adjustments made based on challenges, risks, and
5:00 – 6:00
solving impediments
Simulation: Day 2 agenda
• Planning adjustments made based on previous
Planning adjustments 8:00 – 9:00
day’s management meeting

• Teams develop final plans and refine risks and

impediments
Team breakouts 9:00 – 11:00
• Business Owners circulate and assign business
value to team objectives

Final plan review and lunch 11:00 – 1:00 • Teams present final plans, risks, and impediments

• Remaining program-level risks are discussed and

Program risks 1:00 – 2:00
ROAMed

PI confidence vote 2:00 – 2:15 • Team and program confidence vote

• If necessary, planning continues until commitment

Plan rework if necessary 2:15 – ???
is achieved
• Retrospective
Planning retrospective After
• Moving forward
and moving forward commitment
• Final instructions
Team breakout
#2 Objectives for PI 1 BV AV
Based on new knowledge and a good night’s
sleep, teams work to create their final plans. 1. Show routing calculations between the 5
10
most frequent destinations
► In the second team breakout, Business 2. Navigate autonomously from distribution 8
center to the most frequent destination
Owners circulate and assign business value
3. Parallel park for a delivery 7
to PI Objectives from low (1) to high (10)
4. Return to the distribution center after 10
delivery
► Teams finalize the Program Increment plan 5. Include traffic data in route planning 7
6. Recall a delivery that is already in 7
► Teams also consolidate program risks, progress
impediments, and dependencies Uncommitted Objectives
7. Spike: Reduce GPS signal loss by 25% 2
► Uncommitted objectives provide the 8. Demonstrate real-time rerouting to
capacity and guard band needed to avoid delays (e.g., accident,
5
increase the reliability of cadence-based construction)
delivery
Program Board: Feature delivery,
dependencies, and Milestones
Iteration 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5 (IP) PI 2 >>>

Milestones/
Events
A program milestone or event is
Unicorns happening in iteration 1.3 (example -
Dolphins
a trade show, market release, etc.).

Bears

Eagles This feature cannot be delivered until

multiple teams complete their
Iguanas
dependencies.
Antelope

Tarantulas
A feature placed in a team’s swim
Needs UX Help lane with no strings means that it can
be completed independently of other
Needs Sys Arch
Help teams.

= Significant = Milestone/ Red String = A dependency requiring stories or other

Blue = Features Red/ Pink Orange
Dependency Event dependencies to be completed before the feature can
be completed
Addressing
program risks
R Resolved O Owned
After all plans have been presented, remaining
program risks and impediments are discussed and
categorized.

ROAMing risks:

Resolved - Has been addressed. No longer a

concern.
A Accepted M Mitigated
Owned - Someone has taken responsibility.

Accepted - Nothing more can be done. If risk

occurs, release may be compromised.

Mitigated - Team has plan to adjust as

necessary.
Confidence vote: Team and program
Once program risks have been addressed, a confidence vote is taken by the team and program.

A commitment with two parts:

1. Teams agree to do everything in their power to meet the agreed-to objectives

2. In the event that fact patterns dictate that it is simply not achievable, teams
agree to escalate immediately so that corrective action can be taken

Little Good High Very high

No confidence
confidence confidence confidence confidence
 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.
Leaders provide the organization with
patterns of expected behaviors
Pathological Culture Bureaucratic Culture Generative Culture
Power-oriented Rule-oriented Performance-oriented

Low cooperation Modest cooperation High cooperation

Messengers blamed Messengers neglected Messengers trained

Responsibilities shirked Narrow responsibilities Responsibilities shared

Collaboration discouraged Collaboration tolerated Collaboration encouraged

Failure leads to scapegoating Failure leads to justice Failure leads to improvement

Innovation crushed Innovation leads to problems Innovation implemented

Take the Next Steps
Agile Transformation Roadmap - phase 1
Train Introduction to
Agile (50% of 200) Inspect & Adapt
Workshop
• Identify Pilot
Projects
• Assess Initial Pre – PI Planning
Agile Maturity
Sessions

Train Agile (rest

Conduct Form ACC 50%)
Cultural Survey Re-Assess at end
Phase

Understand Publish Target

current Operating Model • PI Planning
Workflow Workshop

PI Execution
(three months)

Not to Scale Three and half

months
Thank you!