5. Top three
priorities
LEAN AGILE LEAN-AGILE
0
10
20
30
40
50
60
70
80
Faster delivery Adapt priority Productivity
Main drivers and results
Expected Result
6. Do not look at the
people working, look
at the progress
“Organizations with
slack time are faster
than organizations
where the goal is to
keep people busy all
the time.”
Henrik Kniberg
7. Process of new product delivery
Once a
year
1 – 4
per year
Slows
everything
down?
Business case
8. Product
development
in projects
slows down
by waiting
Idea waiting to be explored
and become project
proposal
Project proposals waiting
for budget cycle (often
once per year)
Approved projects wait for
project manager and team
Waterfall:
• Functional analysis waits for
approval by ‘business’
• Technical design waits for peer
review and approval
• Programs wait for testers
Tested programs wait for
deployment into
production
9. Product
development
in agile
projects still
waits a lot
Idea waiting to be
explored and become
project proposal
Project proposals
waiting for budget
cycle (often once per
year)
Approved projects wait
for project manager to
be assigned and team
assembled
Agile project:
• Team delivers in iterations
• Waiting times largely
eliminated
Tested programs wait
for deployment into
production
11. Maintain the
teams
between
projects
Idea waiting to be
explored and
become project
proposal
Project proposals
waiting for budget
cycle (often once
per year)
Teams are long-
living and take up
work as it arrives
Agile teams
deliver in iterations
Tested programs
wait for
deployment into
production
12. DevOps and
frequent
deployment
eliminate
more waiting
Idea waiting to be
explored and
become project
proposal
Project proposals
waiting for budget
cycle (often once
per year)
Teams are long-
living and take up
work as it arrives
Agile teams
deliver in iterations
Integrate DevOps
and continuous
deployment
14. Building
alignment is
a critical
goal • Different groups in the organization have different
goals and direction
• The lack of alignment means their different efforts
cancel each other out
• This creates a feeling of constant work with little
or no progress
16. Fund
development
capacity, not
projects
Idea waiting to be
explored and
become project
proposal
Teams are funded
based on strategy
Teams are long-
living and pull work
in as it arrives
Agile teams
deliver in iterations
Integrate DevOps
and continuous
deployment
20. SAFe: Prioritization of backlogs
Portfolio Backlog Program Backlog Team Backlog
Stories
Feature
Team’s part of a Feature / Enabler
21. Examine
ideas in a
continuous
Kanban flow
Ideas examined and
approved in
Portfolio process
Teams are funded
based on strategy
Teams are long-
living and pull work
in as it arrives
Agile teams
deliver in iterations
Integrate DevOps
and continuous
deployment
23. Continuous
and end to
end flow
increases
speed of
value creation
Strategic themes
translated into
priorities
Ideas examined and
approved in
Portfolio process
Teams are funded
based on strategy
Teams are long-
living and pull work
in as it arrives
Agile teams
deliver in iterations
Integrate DevOps
and continuous
deployment
Scope of SAFe Lean Portfolio Management
33. Top three
priorities
LEAN AGILE LEAN-AGILE
0
10
20
30
40
50
60
70
80
Faster delivery Adapt priority Increase productivity
Main drivers
34. So what are
some of the
challenges
here
Move from Command and Control
to decentralized decision making
Replace yearly budget cycle with a
more flexible system
Make business and IT work together
to create value for the customer
Make agile work at corporate level
instead of just team level
Integrate development and
operations
36. Beyond
budgeting
principles of
Leadership
Purpose - Engage and inspire people
around bold and noble causes; not around
short-term financial targets
Values - Govern through shared values
and sound judgement; not through
detailed rules and regulations
Transparency - Make information open for
self-regulation, innovation, learning and
control; don’t restrict it
37. Beyond
budgeting
principles of
Leadership
Organisation - Cultivate a strong sense of
belonging and organise around accountable
teams; avoid hierarchical control and
bureaucracy
Autonomy - Trust people with freedom to
act; don’t punish everyone if someone
should abuse it
Customers - Connect everyone’s work with
customer needs; avoid conflicts of interest
39. Traditional budgeting
Detailed upfront (financial)
projections and business plans
Use this year or lose next year
Rigidity: budgets are hard to change
Detailed upfront (financial)
projections and business plans
Often complex: one project
touching many cost centers
40. Planning up front in a fast changing world
Reality has a way of surprising us
Plans are useless but planning is
essential (Eisenhower)
The farther away, the less certain
future is
Budget is more detailed than what
we know about the future
We cannot make accurate plan 15
months ahead
41. Follow the plan over adapt to reality
Plan deviations are result of poor
management and execution
On Budget On Scope On Time
Nobody got fired over following a
plan and staying within budget
42. Budget thinking leads to resource utilization
maximization
Financial thinking: best result when
everybody 100 % active
100 % resource utilization leads to
slower flow
Watch the baton, not the runners
Fast delivery has value
44. We focus on
cost far more
than on
creation of
value
IT used to be about ‘cost reduction’ (less administrative
work)
But is now part of value creation
And flexible IT opens new markets (Google self-driving
cars)
IT plays a
major role
now in
company
valuestreams
Budget negotiations made it worse
Companies offering fixed price make money on change
requests
We never
were very
good at
estimating
cost of
projects
Customer has far more information
Major influence of social media
The
customer has
become far
less
predictable
49. What is SAFe
Freely available
Best practices of lean-agile
product development at scale
(> 50 people)
In a model …
50. Spotify
Spotify plays down the role of Scrum Master (team
self-organizing), but calls for an Agile coach instead
51. SAFe caveats
More revolutionary
than it looks
01
Role for management
but important
changes
• Managers try to map their
role on the SAFe-model
02
It is still a big
transformation
03
52. Spotify caveats
Not a model, explicitly stated Developed in specific circumstances
Companies want to adopt the Spotify model in
order to become more like Spotify
53. SAFe provides
a solution for
these topics
Move from Command and Control
to decentralized decision making
Replace yearly budget cycle with a
more flexible system
Make business and IT work together
to create value for the customer
Make agile work at corporate level
instead of just team level
Integrate development and
operations
Notas do Editor
OVERVIEW: Here, you can introduce the Enterprise Backlog Model consisting of the Portfolio, Value Stream, Program, Team, and Sprint backlogs. You can also elaborate on the artifacts and roles which influence the creation and prioritization of the backlog items, such as Strategic Themes, the Vision, and the Roadmap.
SAMPLE SPEAKER NOTES:
There are four levels of backlogs which comprise the Enterprise Backlog Model: the Portfolio Backlog which contains Epics, Solution Backlog which contains capabilities, the Program Backlog which contains Features, and the Team Backlog which contains Stories
The backlogs contain prioritized functionality and enablers. Enablers are the exploration, architecture, and infrastructure needed to support the functionality.
Epics are identified and progressively elaborated as they flow through the Portfolio Kanban System. The Kanban System makes the strategic business initiatives visible and brings a structured analysis process driven by economics. There are Kanban Systems at the Value Stream and Program Levels, as well.
Epics are broken down into Capabilities. Prioritization is guided by the Vision and Roadmap. We’ll take about prioritization later.
Capabilities are broken down into Features.
Features are then broken down into Stories which are executed by the Agile teams.
However, this isn’t a strict hierarchy. A Capability, Feature, or Story may emerge within the context of the Value Stream, Program, or Team and not have a parent.