Index
A
Abbreviations, used in this book, 321
Accelerated learning, in Big Room Training, 278
Acceptance tests, user stories, 108
Accepted risk, ROAM, 131
Activity, user story voice, 108
Adaptability, team commitment and, 137
Agendas
final plan review of, 129
post-PI planning meeting, 201
pre-PI planning meeting, 199
standard PI planning meeting, 117
architectural runway implementing, 149
define and build solutions via, 178
documentation of solution intent, 189
software quality practice using, 142
supports hardware/software quality, 18
vision and development practices, 119
Agile capitalization strategies, 244–247
Agile development
SAFe improves outcomes via, 9–10
transform system development to, 5
Agile Lifecycle Management (ALM), 247
embrace Agility via, 33
focus on quality, 141
in Lean-Agile mindset, 30
Agile Release Trains. See ARTs (Agile Release Trains)
Agile teams
ART launch and, 272–273, 277–278, 280
ARTs powered by, 105–106, 271–272
Big Room Training benefits for, 278–279
as cross-functional, 98
as essential SAFe element, 306–307
estimates using story points, 109
improve flow with kanban, 143–146
readiness for PI planning, 115
user stories in team backlog, 109–110
Alignment
as core value of SAFe, 23
development manager provides, 56
of SAFe instances to enterprise portfolio, 212–213
ALM (Agile Lifecycle Management), 247
Analysis
kanban for program level, 148
kanban for value stream flow, 180
portfolio kanban for epics, 224
Annual performance reviews, eliminate, 31
Apply cadence/synchronize with cross-domain planning, Lean-Agile principle, 83–87, 305
Apply systems thinking, Lean-Agile principle, 70–74, 303
Architectural runway, 108, 149–150
Architecture. See Agile architecture
Artifacts
develop solution intent, 188
develop value stream level, 20
implement continuous delivery pipeline, 152
launch more ARTS in value stream, 282–283
spanning palette containing, 24–25
value stream planning outputs, 204
apply Agile Manifesto at scale, 39–40
balance work with capacity allocation, 110–111
capitalization strategies, 245–246
deliver value via series of PIs, 135
develop on cadence, release any time, 100–102
as essential SAFe element, 306–307
execute capabilities, 176
functional organization of, 97–98
kanban teams participate in, 146
leaders consolidate gains/produce more wins, 46
leaders create vision for change via, 44
leaders generate short-term win for first, 45–46
Lean-Agile program management, 219
PI planning in value stream context, 200–201
powered by Agile teams, 105–107
program backlog, 104
roles, 99
SAFe implementation. See Implementation, SAFe
SAFe value stream level, 20–21
and suppliers in solution development, 185
user stories and team backlog, 107–110
value stream execution, 202–206
ARTs (Agile Release Trains), implementing
launch more ARTS in value stream, 282–283
launch more value streams in portfolio, 284–285
quick-start approach to ART launch, 280
train teams and launch ART, 277–279
ARTs (Agile Release Trains), managing value flow
overview of, 146
program backlog and kanban, 147–148
Release Management, 149
Sync meeting, 148
Assume variability/preserve options, Lean-Agile principle, 74–76, 303
Automation
build, 153
deployment process, 153
Autonomy, workplace, 89
B
Backlog
classes of service execute items in, 145–146
create improvement items, 166
portfolio. See Portfolio backlog
program. See Program backlog
reduce length of queue in, 83
team. See Team backlog
Base milestones on objective evaluation of working systems, Lean-Agile principle, 79–80, 304
Batch size, Lean-Agile principle of reducing, 32, 81–83, 304
BDUF (Big Design Up Front)
caused by firm fixed-price contracts, 238
caused by software requirements, 35
software quality and, 142
Behaviors, of Lean-Agile leaders, 41–42
Benefits, Feature and Benefit (FAB) matrix, 103–104
Bids, firm fixed-price contracts based on, 237–238
Big Room Training, benefits, 278–279
Big Visible Information Radiator (BVIR), 46–47, 139
applying, 5
books for lifelong learning, 47–48
required to implement Lean-Agile development, 15
Budgeting. See Lean-Agile budgeting
Build
apply Lean UX at enterprise scale, 151
automated for deployment pipeline, 153
incrementally with fast/integrated learning cycles, 76–79, 151, 304
as core value of SAFe, 23
development manager support for, 56
SAFe practices for, 11
software and hardware, 18
Business
align each portfolio vision to strategy of, 213
apply Agile Manifesto at scale, 39
PI objectives expressed in terms of, 126
PI planning session, 118
readiness for PI planning, 115
SAFe portfolio level objectives, 21
sustain and improve. See Sustain and improve
value stream pre-PI planning, 199
challenges of system development, 4–5
establish sense of urgency for change, 43
improve system development outcomes, 9–10
Business Owners
agreement with final plan summary review, 129–130
as essential program role, 99, 311
negotiate final team PI objectives, 126
set business value for team PI objectives, 127–128
Business value
calculate cost of delay, 66–67
final plan review of, 129
set for each objective in team PI, 127–128
user story voice format, 108
BVIR (Big Visible Information Radiator), 46–47, 139
C
Cadence
apply, synchronize with cross-domain planning, 83–87, 305
determine calendar for ART launch, 271
develop on; release any time, 100–102, 310
as essential SAFe element, 308–310
kanban team participation in, 146
PI providing for ART, 113
Capabilities
defined, 176
kanban for value stream level, 178–179
organize ARTs into, 189, 264–265
value stream backlog and, 176–177
Capacity allocation
balance types of work with, 110–111
forecasting with, 236
PI planning with, 121
Capacity-based PI planning, draft plans, 121–122
Capitalization, Agile strategies for, 243–247
CFD (Cumulative Flow Diagram), kanban, 145, 146
Change
Agile Manifesto at scale, 39
create coalition for, 255
embrace in innovation, 32
tipping point as imperative for, 253–255
train Lean-Agile agents in, 255–256
welcome vs. following a plan, 36
systems thinking/management in, 73–74
training, 256
Checklist, ART launch readiness, 275–276
Checkpoints, PI planning hourly, 122
for Agile at scale, 278
coaching teams in, 281
mastering, 296
measure progress using, 19
reduce batch size via, 82
role of System Team in, 25, 99
software quality via, 141
Classes of service, manage work with, 145–146
Coaching ART execution, 281–282
Coalition, lead change with powerful, 43, 255
algorithm for job sequencing, 65
create implementation plan, 266
economic framework decisions in, 174
Lean-Agile budgeting and, 175
Collaboration
Agile contracting and, 239–240
ART sync meetings for, 148
build larger solution with team, 267
define strategic themes for portfolio via, 213–214
develop solution intent via, 189
ensure solution correctness with continuous, 195
favor customer, 36
Collective ownership, software quality, 142
Communication channels, facility readiness for PI planning, 116
Communities of Practice. See CoPs (Communities of Practice)
Competitive bids, firm fixed-price contracts, 237–238
Components
frequent system integration of, 143
organize Agile teams for ART launch, 273
system thinking for optimizing, 7, 71–72
Conceptualization, of mission and vision, 58
Confidence vote, value stream post-PI planning, 203
Conformance to plan, respond to change vs., 36
Constraints, minimized by leaders, 52–53
Content readiness, in PI planning, 116
Continuous delivery pipeline
DevOps in ART value flow, 152–153
not optimal in some environments, 101
sustain and improve with focus on, 297–298
built-in quality resulting in, 23
keys to ensuring, 304
Lean-Agile PPM, 219
as Second Pillar of Lean, 32
sequence jobs for, 65
Continuous improvement, Kaizen, 8
Continuous integration. See CI (continuous integration)
Contracts. See Lean-Agile contracting
Coordination of value streams, portfolios, 225–228
CoPs (Communities of Practice)
improve Agile architecture with, 295–296
lead change with guiding coalition, 43
as spanning palette element, 25
sustain and improve with role-based, 290–291
Cost of Delay. See CoD (Cost of Delay)
Costs
benefits of Big Room Training, 278
of change for software, firmware, and hardware, 142
ignore sunk, 68
reduce batch size to implement flow, 81
in traditional stage-gated development, 76
Cross-functional organizations, 97–98, 306–307
Cross-value stream program management, 227
Cumulative Flow Diagram (CFD), kanban, 145, 146
Current states, solution intent, 187
Customer
ART role of, 99
ensure continuous collaboration with, 189, 195
as essential program role, 311
favor collaboration over contract negotiation, 36
SAFe managed-investment contracts and, 240–241
solution development and, 185
validate innovation with, 32
at value stream pre-PI planning, 198–200
Cyber attacks, 4
D
Daily Stand-Up (DSU), iteration cycle, 139
Date, set ART launch, 270
Decentralize decision-making
economic frameworks and, 174
as essential principle of SAFe, 89–91, 305
Lean-Agile budgeting and, 175
in Lean-Agile leadership, 53–54, 318
Decision-making
centralize strategic, 90
economic framework for fast/effective, 173–174
framework for, 91
influence of strategic themes on portfolio kanban, 214–215
Definition of Done (DoD), 153
Delay
cost of. See CoD (Cost of Delay)
manage flow in Lean-Agile mindset, 32
software requirements causing, 35
Delivery incrementally, early, and often, 63–65
Demand management, Lean-Agile PPM, 219
Deming, Edwards W., 4, 7–8, 29
Deployment, portfolio, 228
Design
hardware/firmware practice of verifying, 143
for implementation. See Implementation, SAFe
solution intent, 187
using IP iterations for, 155
Develop on cadence, release any time, 310
Develop people, Lean-Agile leadership, 48–52, 318
Development
Agile capitalization strategies for, 243–247
build deployment pipeline with deployment/test environments, 153
economic trade-off parameters, 68–69
evolving role of managers, 55–58
Development Team
Agile team role of, 107
as essential team role, 310
iteration planning, 137
Development value streams, 5, 260
DevOps pipeline
ARTs build and maintain, 20
as essential SAFe element, 316–317
executing PIs with ART value flow, 152–153
Documentation
of epics, 221
favor working software over, 35
Lean-Agile development decreases, 102
DoD (Definition of Done), 153
Done (kanban step)
for epics, 225
for program level, 148
for value stream flow, 180
Draft plans. See PI planning, draft plans
DSU (Daily Stand-Up), iteration cycle, 139
Dynamic budgeting, for fiscal governance, 234
E
Economic framework
Agile capitalization strategies, 243–247
Agile contract collaboration and, 239
managed-investment contract, 241
solution development governed by, 186
strategic themes influencing, 214–215
value stream level, 20, 173–174
calculate cost of delay, 66
deliver incrementally, early, and often, 63–65
drive change in organization via, 254–255
as SAFe’s first Lean-Agile principle, 62–63, 303
sequence jobs for maximum benefit, 65
support economic principles, 68–70
Economics
make choices continuously, 69
SAFe principle of. See Economic view
understand trade-off parameters, 68–69
use decision rules to decentralize control, 70
80/20 rule (Pareto Analysis), identify root cause, 165
Embrace Agility, Lean-Agile mindset, 30, 314
Emergent behavior, systems thinking, 7
Empathy, of servant leaders, 57
Employee engagement, 11, 45–47
Enabler stories, 108
Engineering managers, value stream pre-PI planning, 199–200
Enterprise Architects, 22, 217–218, 228
Environment, in systems thinking, 7
Epics
defined, 21
enterprise value flow through kanban systems, 223–224
Lean-Agile budgeting for, 234
Lean-Agile planning/forecasting for, 235–237
portfolio. See Portfolio epics
value stream. See Value stream epics
Essential SAFe. See SAFe, essential
Estimates
kanban team participation in, 146
Lean-Agile forecasting via, 235–237
Lean-Agile PPM and, 219
Estimating (planning) poker sizing, user stories, 109
Executive briefing, PI planning, 116
Expedite execution of backlog items, 146
Expert, leader as, 49
Exploration, of enabler stories, 108
Extreme Programming (XP), software quality, 141
F
FAB (Feature and Benefit) matrix, 103–104
Facilitation skills, sustain and improve via, 291–292
Facilitator role, PI planning event, 116–117
Facility readiness, prepare for PI planning, 116
FASB (Financial Accounting Standards Board) regulations, 244–245
Feature and Benefit (FAB) matrix, 103–104
Features
build incrementally, 151
development capital for, 246–247
estimating, 236
final plan review of, 129
in program backlog, 104
splitting capabilities into, 176–177
Fibonacci numbers, 109
Final plan summary review, 129–130
Financial Accounting Standards Board (FASB) regulations, 244–245
Firm fixed-price contracts, 237–238
Firmware, quality practices, 142–143
Fishbone diagram, root-cause analysis, 164–165
“Five whys,” identify root cause, 165
Fixed date execution of backlog items, 145
Flipchart paper, PI planning breakouts, 120
Flow. See also Continuous flow
establish enterprise value, 8, 223–224
Forecasting, Lean-Agile, 235–237
Foresight, of servant leaders, 58
Foundation, core values of SAFe, 22–24
Four-level SAFe, 17
Frequency, of release, 102
Frequent solution integration, value stream execution, 204–206
Funnel (kanban step)
for epics, 224
for program level, 147
for value stream flow, 179
Future states, solution intent, 187
G
Gemba, innovation with, 32
Geographic location, Agile team roster template, 272
Goals
iteration summary review, 140
lead change by communicating, 43
leaders inspire/align with mission, 52–53
Governance
dynamic budgeting for fiscal, 234
Lean-Agile PPM, 220
Release Management, 149
Guiding coalition, implementing SAFe
charter Lean-Agile Center of excellence, 257–258
implementation roadmap, 252–253
introduction, 251
need for powerful coalition, 255
reaching tipping point, 253–255
summary review, 258
train executives, managers, and leaders, 256
train Lean-Agile change agents, 255–256
H
Hackathons, IP iterations for, 155
Hardware
cost of change, 142
quality practices, 18, 142–143
Healing, servant leaders as, 58
Holding cost, 81
Hourly planning checkpoints, PI planning, 122
House of Lean
foundation, as leadership, 33
as foundation of SAFe, 22
goal, as value, 31
Lean thinking represented in, 314
summary review, 40
Human Resources (HR) practices, 292
I
I&A (Inspect and Adapt) workshop
as essential SAFe element, 314–315
final system demo as part of, 154
foster execution of ARTs with, 282
measure and improve via, 293
PI system demo as first part of, 160
quantitative measurement as second part of, 160–162
responsibilities of LACE for, 257–258
retrospective and problem-solving workshop, 162–166
schedule in ART calendar of events, 271
at value stream level, 166–167, 207
what happens without, 314
Implementation
Agile Release Train. See ARTs (Agile Release Trains), implementing
kanban program level, 148
kanban value stream flow, 180
portfolio kanban step for epics, 225
development value streams cross boundaries, 262
guiding coalition for. See Guiding coalition, implementing SAFe
identify value streams, 261–262
identify value streams and ARTs, 260
overview of, 259
realized value streams with ARTs, 263–264
split large value streams into multiple ARTs, 264–265
types of value streams, 260–261
Improvement, Fourth Pillar of Lean as relentless, 33
Incremental releases, 63–65, 220
Infrastructure, enabler stories expressed by, 108
Innovation and Planning. See IP (Innovation and Planning) iteration
Innovation, as Third Pillar of Lean, 32
Inspect and Adapt. See I&A (Inspect and Adapt) workshop
Inspire and align with mission, Lean-Agile leaders, 52–53, 318
Integration
build incrementally with fast, 76–79
hardware/firmware development via frequent, 143
value stream execution with frequent solution, 204–206
Interconnections, in systems thinking, 7
Investment funding, Lean-Agile PPM, 216, 219
IP (Innovation and Planning) iteration
allocate time for Agile technical practices via, 296
each PI concludes with, 135–136
as essential SAFe element, 315–316
PI planning event in, 115
what happens without, 314
Iron triangle, in firm fixed-price contracts, 238
IT (Information Technology)
DevOps pipeline in ART value flow, 152–153
program execution in SAFe, 12
solution context for deployment, 194
value streams for complex systems, 20, 261
Iterations
applying fixed cadence to, 84
develop ARTs on cadence, release any time, 100–102
final plan summary of all, 129–130
start fast with capacity-based planning, 121
J
Job sequencing, 65–67, 174–175
K
Kaizen, 8
Kanban
analyze/prepare features with ARTs, 147–148
features developed/managed via, 104
improve team flow with, 143–146
manage capabilities through value stream, 178
portfolio. See Portfolio kanban
roles/size limits of teams, 18
Kettering, Charles, 163
Know the way/emphasize lifelong learning, Lean-Agile leaders, 47–48, 318
Knowledge
body of. See Bodies of knowledge, SAFe
convert uncertainty into new, 77–78
estimate work using story points, 108
Knowledge workers
leader as developer of people for, 51
unlock intrinsic motivation of, 54–55, 87–89, 305, 318
L
LACE (Lean-Agile Center of Excellence)
create implementation plan, 266
focus change management activities, 255
lead change with guiding coalition, 43
sustain and improve by advancing role of, 290
Leadership. See also Change leaders; Lean-Agile leadership
causing organization to tip to SAFe, 254
empower in Lean product development, 9
as experts, 49
as foundation of Lean, 33
lead the change, 42–47, 317–318
select initial value stream for implementation, 267
training for ART, 271
“Leadership in Online Labs” article, Harvard Business Review summary, 51–52
Leading Change (Kotter), 42–43
approve epic initiatives, 234
economic framework decisions, 174
evidence of fitness for purpose in, 234
governance with dynamic budgeting, 234
at portfolio level, 22
process of, 175
value stream and, 175
Lean-Agile Center of Excellence. See LACE (Lean-Agile Center of Excellence)
collaborative approach to Agile contracts, 239–240
customer collaboration vs., 36
firm fixed-price contracts, 237–238
range of traditional types, 237
SAFe managed-investment contracts, 240–243
time and materials contracts, 239
decentralize decision-making, 53–54, 318
as essential SAFe element, 317–319
evolve development manager role, 55–58
exhibit Lean-Agile mindset, 42
inspire and align with mission, 52–53, 318
know the way and emphasize lifelong learning, 47–48
know the way/emphasize lifelong learning, 318
lead the change, 42–47, 317–318
unlock intrinsic motivation of workers, 54–55, 318
advance organizational maturity with, 288
Agile Manifesto applied at scale, 37–40
Agile Manifesto principles in, 36–37
Agile Manifesto values in, 34–36
core principle of built-in quality in, 140–141
enterprise leaders must exhibit, 42
of Lean-Agile leaders, 42, 314
summary review, 40
Lean-Agile planning and forecasting, 235–237
apply cadence/synchronize with cross-domain planning, 83–87, 305
apply systems thinking, 70–74, 303
assume variability/preserve options, 74–76, 303
base milestones on objective evaluation of working systems, 79–80, 304
build incrementally with fast, integrated learning cycles, 76–79, 304
decentralize decision-making, 89–91, 305
as essential SAFe element, 303–305
take an economic view, 62–70, 303
unlock intrinsic motivation of knowledge workers, 87–89, 305
visualize and limit WIP/reduce batch sizes/reduce batch sizes, 81–83, 304
when implementation is not based on, 305
Lean product development, 5, 8–10
Learning
leaders facilitate lifelong, 47–48
support meaningful and continuous, 31
Legacy systems, system development and, 4
Levels, SAFe
Life-cycle governance, Lean-Agile PPM, 220
Listening, of servant leaders, 57
Little’s law, queuing theory, 83
M
Managed-investment contracts, SAFe, 240–243
Management
review/problem-solving meeting, 123–124
training in change, 256
Managing for Excellence (Bradford & Cohen), 48–49
Manifesto for Agile Software Development. See also Agile Manifesto, 6–7
Market. See Time to market
Measures
improve team flow with kanban, 144
innovation accounting, 32
lead change with Lean-Agile, 43, 293
quantitative, 313
SAFe portfolio level using objective, 22
as spanning palette element, 25
sustain and improve via, 293–295
Milestones
final plan review of, 129
in Lean-Agile PPM, 220
Lean UX at enterprise scale and, 151
PI planning and, 114
in relentless improvement, 33
as spanning palette element, 25
via objective evaluation of working systems, 78–80, 151, 304
Mindset. See Lean-Agile mindset
Minimum Viable Product (MVP), 8, 77
Mission
for Agile Release Trains, 19
Lean-Agile leaders align with, 52–53, 318
SAFe practice of alignment to, 12–13
Mitigated risk category, ROAM, 131
Model-based systems engineering, 143, 178
Motivation
long queues of work lowering, 83
unlock knowledge worker, 54–55, 87–89, 305, 318
Multisite PI planning, 114–115
MVP (Minimum Viable Product), 8, 77
N
NFRs (Nonfunctional Requirements)
component teams for, 273
deferring, 177
identifying in Agile architecture, 119, 296
in iteration planning, 137
kanban steps for program level, 147
in solution development, 185
solution intent describing, 188
System Architect/Engineer defining, 99
Nonmonetary incentives, 52
O
Objectives, PI
set business value for, 127–128
stretch, 127
summarizing into set of program, 133
Team PI Performance Reports, 161–162
Online resources
SAFe big picture graphic, 15–17
sizing stories, 109
Operating expenses, Agile capitalization, 243–247
Operational value streams, 260
Opportunistic value streams, 266–267
Organizations
advancing maturity of, 288–292
readiness for PI planning event, 115–117
traditional silo vs. ART, 97–98
Outcomes
business benefits of SAFe, 10–13
improve system development, 9–10
Outsourcing, risks and complexities of, 4
Owned risk, ROAM category, 131
P
Pair work, software practice, 141
Pareto Analysis (80/20 rule), identify root cause, 165
PDCA (Plan-Do-Check-Adjust) learning cycle, 78–79, 308–309
People
favor interaction with, 35
First Pillar of Lean as respect for, 31
implement Agile HR practices, 292
lead change by anchoring new approaches in, 46–47
respect in Lean product development, 8
servant leaders committed to growth of, 58
systems thinking and, 72
Performance
Agile HR practices for, 31
sustain and improve. See Sustain and improve
Persuasion, of servant leaders, 58
Phase-gated development
capitalization triggers, 245
economic costs, 76
problem with milestones, 79–80
software quality, 142
PI execution
improve team flow with kanban, 143–146
Innovation and Planning (IP) iteration, 154–155
Inspect and Adapt (I&A), 156
SAFe managed-investment contracts, 242–243
system demo, 154
ART calendar of events setup, 271
ART roadmap for long-term view, 104–105
by ARTs in value stream context, 200–201
ARTs using face-to-face, 19
cadence for ART, 113
efficient communication during, 39
as essential SAFe element, 312
features broken into user stories in, 107
preparation for event, 115–117
quick-start approach to ART launch, 280
reports, 202
SAFe managed-investment contract pre-commitment phase, 241
summary reports, 199
user stories and team backlog during, 107–110
value stream post-PI planning, 201–204
value stream pre-PI planning, 198–200
what happens without, 312
architecture vision/development practices, 119
business context for, 118
hourly planning checkpoints, 122
management summary review/problem-solving meeting, 123–124
product/solution vision, 118
start fast with capacity-based planning, 121
team planning breakouts, 119–121
PI planning, finalize plans/commit
establish business value, 127–128
move forward/final instructions to teams, 133
program risks/impediments, 130
stretch objectives, 127
team breakouts continue, 126
team PI objectives, 126
PI (Program Increment)
consolidate gains/produce more wins, 46
I&A workshop at end of each. See I&A (Inspect and Adapt) workshop
program level organized around, 19
releasing at end of each, 102
SAFe managed-investment contracts execution, 242–243
size features delivered in single, 103–104
synchronize with cross-domain planning, 85–87
for value stream epics, 177
value stream level organized around, 21
Plan-Do-Check-Adjust (PDCA) learning cycle, 78–79, 308–309
Planning
Lean-Agile program management, 219
Program Increment. See PI planning
Planning board, value stream, 204
PMO (Program Management Office), 218, 258–259
Point-based design, vs. set-based, 75
approved epics in, 223
defined, 225
Epic Owner role in, 284
feature estimates in, 236
influence of strategic themes on, 215
advancing solution behavior with, 221–223
capitalization strategies, 246
continually re-prioritized in kanban, 69
enterprise value flow through kanban, 223–224
new capabilities from splitting, 176
in portfolio kanban system, 224–225
solution intent driven by, 194
value stream epics from, 177
Agile development capitalization strategies, 246
decision filters, 215
enterprise kanban system, 223–224
Epic Owners role with, 216
launch more value streams in portfolio, 284
portfolio epics initially captured in, 222–223
program epic section, 147
value stream epic section, 179
Portfolio roadmap, 228
Portfolios
connecting to business, 213
coordinate value streams with, 225–228
establish enterprise value flow using, 223–225
launch more value streams in, 284
Lean-Agile budgeting and, 231–232
manage multiple solutions in, 186
PPM (Program Portfolio Management)
Agile PMO assisting, 218
defined, 21
establishing, 284
evolving traditional mindsets to Lean-Agile, 289
fiscal governance with dynamic budgeting, 234
funding for value stream, 186
portfolio role of, 216
Pre-commitment phase, Lean-Agile contracts, 240–241
Predictability, 85–87, 161–162
Principles
Lean-Agile. See Lean-Agile principles
Principles of Product Development Flow (Reinertsen), 65
Proactive leadership, tipping organization to SAFe, 254
Problem-solving
I&A workshop for, 163–166, 313
management review of PI plan, 123–124
Product costs, economic trade-offs, 68–69
Product Management
collaborating for solution intent, 189
as essential program role, 311
in PI planning, 118, 126, 129–130
preparing for ART launch, 274
responsibility for features, 104
Product Owners
Agile team role of, 106
as essential team role, 310
executing PIs with ART sync meetings, 148
iteration planning, 137
as owner of team backlog, 109–110
preparing for ART launch, 274
Product/solution vision, PI planning session, 118
driving innovation from, 155
each ART aligns teams to mission/vision via single, 26
preparing for ART launch, 276–277
prioritize for PI planning, 241
Product Management role for features in, 99
refining in IP iterations, 154
solution behaviors influencing, 189
understanding, 104
Program epics, 147–148, 216, 223–224
Program execution
as core value of SAFe, 24
development manager assistance with, 57
SAFe practices for, 12
Program management, Lean-Agile, 219
Program Management Office (PMO), 218, 258–259
Program Portfolio Management. See PPM (Program Portfolio Management)
Program roles, essential, 311
Progress, measure against strategic themes, 215
Prototypes, integration points as, 77
Q
Q&A (Questions and Answers), draft plan, 123
Quality. See Built-in quality
Quantitative measurement, I&A workshop, 160–162, 313
Queue lengths, manage flow, 32, 81–82, 304
Quick-start approach to ART launch, 280
R
R&D (Research and Development), 12, 308–310
Readiness, assess and evolve ART launch, 275–276
Refactoring, as software quality practice, 141
Release
any time; develop on cadence, 100–102
portfolio, 228
Release Management, 149, 199–200
Release Train Engineer. See RTE (Release Train Engineer)
Relentless improvement, as Fourth Pillar of Lean, 33
Research and Development (R&D), 12, 308–310
Resolved risk, ROAM category, 131
Retrospectives
iteration, 140
value stream post-PI planning, 204
Revision, value stream post-PI planning, 203
Risks
addressing program, 130
as business context for planning session, 118
calculating cost of delay, 66–67
economic trade-offs and, 68–69
in final plan summary review, 129–130
long queues of work increasing, 82
move to ROAM category, 130–131
set-based design managing, 76
in value stream post-PI planning, 203
Roadmap
longer-term view of solution with ART, 104–105
portfolio, 228
as spanning palette element, 25
strategic themes influencing program, 214–215
ROAM categories, moving risks to, 130–131
Role(s)
determine individual ART, 273–274
essential team and program, 310–311
launch ARTS with value stream, 282–283
spanning palette containing, 24–25
vision for change and, 44
Rolling-wave planning, Lean-Agile program management, 219
Rollout strategy
vision for change, 44
advance facilitation skills of, 292
create program board for PI planning, 128–129
creates set of program PI objectives, 133
as essential program role, 311
facilitate PI planning event, 117
lead PI planning event, 114–115
quantitative measurement for I&A, 160–162
value stream post-PI planning, 202
value stream pre-PI planning, 199–200
S
cadence and synchronization, 308–310
essential team and program roles, 310–311
Inspect and Adapt (I&A) workshop, 314–315
Lean-Agile leadership, 317–319
Lean Agile principles, 303–305
PI planning, 312
summary review, 319
system demo, 313
SAFe Program Consultants. See SPCs (SAFe Program Consultants)
business need for. See Business need for SAFe
graphical diagram of, 1
managed-investment contracts, 240–243
Scale
apply Lean UX at enterprise, 150–151
applying Agile Manifesto at, 37–40
centralize decisions providing economies of, 90
Scaled Agile Framework. See SAFe (Scaled Agile Framework)
Scientific industrial principles of management (Taylor), 54–55
Scope, PI planning, 115
Scrum
iteration cycle as activity in, 136–140
roles and size limits of teams, 18
Scrum Master
advance facilitation skills of, 291–292
Agile team role of, 106
as essential team role, 310
iteration planning, 137
train for ART launch, 274
Scrum of Scrums (SoS), 122, 148
Self-assessments, enhance performance, 294–295
Self-awareness, of servant leaders, 58
Sequence jobs, for maximum benefit, 65–67
Sequential/cadence-based rollout, implementation plan, 265–267
Servant leadership, development managers, 57–58
Set-based design
define and build solution via, 178
as hardware/firmware practice, 143
Software
capitalizing development costs, 244–247
cost of change, 142
measure progress via working, 35
quality practices, 18, 141–142
Solution Architect/Engineer
ART role, 21
Release Management governance, 149
value stream role, 173
Solution context
defined, 185
for IT deployment environments, 194
portfolio-level concerns, 194–195
SAFe value stream level, 20
for system of systems, 193
Solution Engineering, 189, 206
Solution intent
aligning solution context with, 192–194
defined, 185
in high assurance environments, 192
moving from variable to fixed, 189–190
SAFe value stream level, 20
Solution Management, 173, 185, 189, 198–201
Solution/System Architects, 22, 189
Solutions
content readiness for PI planning, 116
define and build, 178
portfolio management, 228
select initial value stream in implementation, 267
systems thinking and, 71
value stream execution with frequent integration, 204–206
developing solution intent, 188–191
documenting solution intent, 191–192
fixed and variable solution intent, 187–188
managing multiple solutions in portfolio, 186
overview of, 183
summary review, 196
SoS (Scrum of Scrums), 122, 148
Spanning palette elements, 23–24
SPCs (SAFe Program Consultants)
create implementation plan, 266
create powerful coalition for change, 255
lead change, 43
train ART leaders/stakeholders for launch, 271
train Lean-Agile change agents, 256
Specifications, solution intent, 187
Staging environment, 153
Stakeholders
ART PI planning in value stream, 200–201
deliver value in series of PIs, 135
iteration planning, 137
launch training for ART, 271
system demo sent bimonthly to, 154
training in change, 256
Stand-alone unit, Lean-Agile Program Management Office (Agile PMO), 258
Standard execution of backlog items, 145
Stewardship, of servant leaders, 58
Stories. See User stories
Storyboard, iteration tracking via, 139
Strategic themes
align value streams with, 284
SAFe portfolio level, 21
Strategy, Lean-Agile PPM, 216, 219
Strengths, Weakness, Opportunities, Threats (SWOT) analysis, 118
Stretch objectives, 127, 161–162
Subsystems
assume variability/preserve options, 74–76
build incrementally with fast, integrated learning cycles, 151
design verification between, 143
frequent system integration of, 143
organize ARTs into, 189, 264–265
Sunk cost, ignore, 68
advance organizational maturity, 288–292
focus on DevOps/continuous delivery, 297–298
implement Agile HR practices, 292
improve Agile architecture/technical practices, 295–297
introduction, 287
measure and take action, 293–295
reduce time to market, 298–299
Switch: How to Change Things When Change Is Hard (Heath & Heath), 44
SWOT (Strengths, Weakness, Opportunities, Threats) analysis, 118
Sync meetings, 148
Synchronization
apply with cross-domain planning, 83–87, 305
applying cadence-based, 85
aspects of, 84
as essential SAFe element, 308–310
kanban teams participate in, 146
portfolio cadence and, 226
value stream, 206
System Architect/Engineering
apply Agile Manifesto at scale, 39
development manager works with, 56
as program role, 311
in value stream pre-PI planning, 199–200
as value stream role, 173
System demos
cadence in SAFe with, 84
I&A workshop and, 160
as measure of ART progress, 154, 313
System engineering disciplines, 20
System integration, at ART level, 204
System of systems solution intent, 190–191, 193
Systems
applying cadence in SAFe, 84–85
building large/complex. See Solutions, large/complex
Systems thinking
improved outcomes in SAFe via, 9–10
Lean UX at enterprise scale with, 151
unlock motivation of knowledge workers with, 87
T
Take an economic view, Lean-Agile principle, 62–70, 303
Talent
Agile HR establishing new, 292
development manager recruits/retains, 56
unlock intrinsic motivation of knowledge workers, 54
Tasks, leader as expert defining, 49
Taylor, Frederick, 54
Product Owner maintains, 106, 310
refining in IP iterations, 154
training Agile teams, 277
Team PI Performance Reports, I&A, 161–162
Team planning breakouts
in all PI plans, 126
hourly checkpoints during, 122
start fast with capacity-based planning, 121
Teams roles, essential, 310–311
Technology
Agile technical practices, 296–297
lead change by establishing sense of urgency, 43
leader as expert in, 49
need for rapid response to advances in, 3–4
SAFe practices for, 12
Templates
ART role assignments, 273
Test-first practices, software quality, 141
Tests
anatomy of solution intent, 187
build deployment pipeline for, 153
Thinking Lean
in Lean-Agile mindset, 30, 314
Three-level SAFe, 16
Time and materials contracts, 239
Time criticality
calculate cost of delay, 66–67
decentralize decisions on, 90
Time for innovation, Lean-Agile mindset, 32
driving change for business benefits, 254–255
reduce with value stream mapping, 298–299
SAFe practices for, 12
Tipping point, causes organizations to change to SAFe, 253–255
Tools, individuals/interactions over, 35
Total cost, for batch of work, 81
Toyota Production System, 8
Tracking, iteration, 139
Traditional functional organizations, vs. ART, 97–98
Trailing indicators, strategic themes, 215
Training
Agile teams and launch ART, 277–278
ART leaders and stakeholders for launch, 271
executives, managers, and leaders, 256
Lean-Agile change agents, 255–256
Product Managers and Product Owners for ART launch, 274
quick-start approach to ART launch, 280
Scrum Masters for ART launch, 274
Transaction costs, batch of work, 81
Transparency, 12–13, 23, 56–57
Trust, time and materials contracts, 239
Tyranny of the urgent, avoid in Lean-Agile mindset, 32
U
Uncertainty
estimate work using story points, 108
integration points create knowledge from, 77–78
modified Fibonacci numbers reflecting, 109
Unlock intrinsic motivation of knowledge workers, Lean-Agile, 54–55, 87–89, 305, 318
Urgency, lead change by establishing sense of, 43
User Experience (UX), 20, 39–40
User role, user story voice, 108
capacity-based planning and, 121
capitalizing/expensing software for, 247
create improvement backlog items, 166
team PI planning breakouts using, 119
teams implement, 18
UX (User Experience), 20, 39–40
V
Value
economic trade-off parameters, 68–69
Lean-Agile Mindset of, 31
statement for portfolio epic, 221
capabilities and, 176–177, 178
kanban for value stream flow, 180
value stream pre-PI planning, 200
Value stream board, 202
Value Stream Engineer. See VSE (Value Stream Engineer)
enterprise value flow through kanban, 223–224
Epic Owner role in, 216
overview of, 177
value stream kanban manages flow of, 179
Value stream execution
ART PI planning in value stream context, 200–201
frequent solution integration, 204–206
solution demo, 206
value stream I&A, 207
value stream post-PI planning, 201–204
value stream pre-PI planning, 198–200
value stream sync, 206
Value stream level
build large/complex solutions. See Solutions, large/complex
capabilities and value stream backlog, 176–177
define and build solution, 178
Lean-Agile budgeting, 175
value stream epics, 177
Value stream mapping, reduce time to market, 298–299
Value stream(s)
allocate budgets to, 233
ARTs organized around, 19
coordinate within portfolio, 225–228
create vision for change via, 44
development across boundaries, 262
each portfolio contains set of, 212
as focus of Lean product development, 8
influence of strategic themes on, 214–215
launch more in portfolio, 284–285
manage flow in Lean-Agile mindset, 32
portfolio contains multiple, 186
realize value streams with ARTs, 263–264
in SAFe portfolio level, 21–22
split into multiple ARTs, 264–265
system thinking and optimizing full, 72–73
Velocity
capacity allocation alleviates degradation of, 110–111
defined, 109
kanban teams estimating, 146
PI planning session estimating team, 119
portfolio forecasting with program, 236–237
Verification, hardware/firmware design, 143
Version control, refining in IP iterations, 153
Visibility
Agile contracts, 239
sticky notes in PI planning, 120–121
Vision
content readiness for PI planning, 116
documentation replaced with program, 102–103
leaders must clearly communicate, 44
of product/solution for PI planning session, 118
solution intent begins with, 188–189
as spanning palette element, 25
strategic themes influencing program, 214–215
value stream, 199
Visualize and limit WIP/reduce batch sizes/manage queue length, Lean-Agile principle, 81–83, 304
Vollmer, Peter, 13
Volume, estimate work using story points, 108
ART PI planning in value stream context, 201
facilitates value stream sync, 206
kanban step for value stream flow, 173
value stream post-PI planning, 202
value stream pre-PI planning, 198–200
W
Wait times, reduce queue length to reduce, 83
Waste elimination, 32, 150–151
Waterfall-based development
avoid in iteration execution, 138
capitalization triggers in, 245
challenges of companies using, 4
favor working software over comprehensive documentation, 35
firm fixed-price contracts creating, 238
White elephant sizing, user stories, 109
Win-lose scenario, firm fixed-price contracts, 238
WIP (Work-In-Process)
improve team flow with kanban, 143–146
manage flow in Lean-Agile mindset, 32
value stream backlog and, 178
visualize and limit, 81–83, 304
WSJF (Weighted Shortest Job First)
calculate for job sequencing, 66–67
economic framework decisions in, 174
job sequencing based on cost of delay, 175
manage features in program backlog, 104
X
XP (Extreme Programming), software quality, 141