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The Scaled Agile FrameworkFoundations of the Scaled AgileFramework (SAFe)SDJug – Oct. 15, 2013Armond MehrabianEnterprise Agile Trainer and CoachPMP, CSP, SPC 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.1

Armond Mehrabian Enterprise Agile Trainer and Coach since 2004 25 years in the software development industry Developer, Manager, Consultant, Coach, Speaker Founder of Portofino Solutions, Inc. amehrabian@portofinosolutions.com @armond m 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.2

Ag·ileAdjective: Able to move quickly and easily, well coordinated and adaptable.Synonyms: active, nimble, quick, spry, alert, responsiveAntonym: lethargic, slow, clumsy, awkward 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.44

Organizations want to be Agile“A startup is a human institutiondesigned to deliver a new product orservice under conditions of extremeuncertainty.It has nothing to do with the size ofthe company, sector of the economyor industry.”- Eric Ries 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.77

Agile Process MovementSAFeEnterprisesNordstrom,Visa, Telstra,Nokia, BMCSoftware, nt Tire,Nokia SiemensNetworks,ValPak EnterpriseAgilityAgile (Adaptive)ProcessesScrum, XP, Lean, Open UP, FDD, Crystal IterativeProcessesSpiralRADRUP PredictiveProcess1970198019902000 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.20109

Agile Principles – The Agile Manifesto“We are uncovering better ways of developing software bydoing it and helping others do it. Through this work we havecome to value:Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right, we valuethe items on the left more”http://www.agilemanifesto.org 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.10

Agile Manifesto Principles1.Our highest priority is to satisfy the customer through early andcontinuous delivery of valuable software.2.Welcome changing requirements, even late in development.Agile processes harness change for the customer'scompetitive advantage.3.Working software is the primary measure of progress.4.Deliver working software frequently, from a couple of weeks toa couple of months, with a preference to the shorter timescale.5.Business people and developers must work together dailythroughout the project.6.Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to get thejob done.http://agilemanifesto.org/principles.html 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.11

Manifesto Principles (continued)7.The most efficient and effective method of conveyinginformation to and within a development team is face-to-faceconversation.8.Agile processes promote sustainable development. Thesponsors, developers, and users should be able to maintain aconstant pace indefinitely.9.Continuous attention to technical excellence and good designenhances agility.10. Simplicity – the art of maximizing the amount of work not done– is essential.11. The best architectures, requirements, and designs emergefrom self-organizing teams.12. At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behavior accordingly. 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.12

Roots of SAFeIterative andIncrementalDevelopmentLean ThinkingAgile DevelopmentProductDevelopment FlowField experience at enterprisescale 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.14

SAFe Delivers Business ResultsSignificantincrease inemployeeengagementAgile teamsaverage 37-50%faster to market QSM research- John DeereOur agileprogramsintroduced 50%less defects intoproductionWe experienced a20-50% increasein productivity BMC Case Study Confidential 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.15

Develop on Cadence. Deliver on Demand.Development occurs on a fixed cadence. The business decides whenvalue is eMajorReleaseNewFeatureDeliver on DemandPSIPSIPSIPSIPSIDevelop on Cadence 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.37

The Release Planning MeetingThe Release Planning Meeting is the “pacemaker” of the Agileenterprise. Two days every 10 weeksEveryone attends in person if at all possibleProduct Management owns feature prioritiesDevelopment team owns story planning and high-level estimatesArchitects, UX folks work as intermediaries for governance,interfaces and dependencies Result: A committed set of program objectives for the next PSI 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.39

Sample Agenda for Day 18:009:00 State of the business and upcomingobjectives9:0010:30 Vision and prioritized features10:3011:30 Architecture, common frameworks, etc. Agile tooling, engineering practices, etc.11:301:00 Facilitator explains planning process1:004:00 Teams develop draft plans and identifyrisks and impediments Architects and Product Managerscirculate1 2344:005:00 Teams present draft plans, risks, andimpediments5:006:00 Adjustments made based on challenges,risks, and impediments 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.41

Sample Agenda for Day 28:009:009:0011:00 Planning adjustments made based onprevious day’s management meeting1 23411:001:00 Teams present final plans, risks, andimpediments1:002:00 Remaining program-level risks arediscussed and ROAMed!2-2:152:15?AfterCommitment Teams develop final plans and refine risksand impediments Business Owners circulate and assignbusiness value to team objectives Team and program confidence vote1 234 If necessary, planning continues untilcommitment is achieved Retrospective Moving Forward Final Instructions 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.42

References Leffingwell, Dean. 2011. Agile SoftwareRequirements: Lean Requirements Practices forTeams, Programs, and the Enterprise Leffingwell, Dean. 2007. Scaling Software Agility:Best Practices for Large Enterprises Cohn, Mike. 2009. Succeeding with Agile: SoftwareDevelopment Using Scrum Cohn, Mike. 2005. Agile Estimating and Planning Rally Software. 2013. Scaled Agile Programs withSAFe. 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.43

Other Resources Scaled Agile Framework: ScaledAgileFramework.com Scaled Agile Framework Training and Certification(www.ScaledAgileAcademy.com) LinkedIn Group: Scaled Agile Framework Community(http://www.linkedin.com/groups?gid 4189072&trk hb side g) Agile Release Train supplies (http://amzn.com/lm/R1DH1Z8MIHB44P) 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.44