Index
A
Accelerate. See Measure and Grow
Accelerate: Building Strategic Agility for a Faster-Moving World (Kotter), 5
Accelerated Learning, benefits of ‘big room’ training, 238
Adapt. See I&A (Inspect and Adapt)
Agile
architecture, 87
enterprise solutions, 122
goal of SAFe, 11
mindset. See Lean-Agile mindset
portfolio operations. See Portfolio operations
SAFe drawing from, 12
testing, 87
Agile Manifesto
training teams, 237
Agile Product Delivery
CD (Continuous Deployment), 114–115
CDP (Continuous Delivery Pipeline), 112
CE (Continuous Exploration), 112–113
CI (Continuous Integration), 113–114
core competencies in SAFe, 16
customer centricity, 91
defined, 267
developing on cadence and releasing on demand, 98–99
features, 78
I&A (Inspect and Adapt), 109–110
identifying personas, problems, and goals, 95
market and user research, 93–94
PI planning as ongoing process, 109
PI planning inputs/outputs, 103–104
PI planning overview and benefits, 102–104
PI planning two-day agenda, 104–107
prototyping for design feedback, 98
refining personas and establishing empathy, 95–96
RoD (Release on Demand), 115–116
SoS and PO sync events, 108
summary, 119
Agile Product Management (APM). See also Product management, 243
Agile Program Management Office. See APMO (Agile Program Management Office)
Agile teams. See also Lean-thinking people and Agile teams
blending Agile methods, 79
defined, 267
DSU (Daily Stand Up) events, 81
estimating work, 80
in learning organizations, 190
overview of, 76
powering ART, 226
reinforcing the basics, 261
self-organizing, 233
specialty roles, 77
technical and business teams, 170–172
value delivered and process improvement, 81–82
Agility
business. See Business agility
organizational. See Organizational Agility
strategic. See Strategic agility
Team and Technical Agility. See Team and Technical Agility
Alignment
SAFe core values, 68
in vision for change, 209
ALM (Application Lifecycle Management), 178
Analysis
of Business agility assessment, 256
of core competency assessment, 258–259
in portfolio Kanban, 159
APM (Agile Product Management). See also Product management, 243
APMO (Agile Program Management Office)
LACE and, 210
leading transformation, 249
LPM roles and responsibilities, 146
supporting Agile portfolio operations, 161–162
Application Lifecycle Management (ALM), 178
Architects
enterprise architect, 146, 269
pre-PI planning, 134
roles and responsibilities, 146
Architectural runway
defined, 267
reinforcing the basics, 263
Architecture
CE (Continuous Exploration), 113
for enterprise solutions, 128–129
technical practice supporting built-in quality, 87
vision in PI planning, 105
ART (Agile Release Train)
advancing leadership of ART servants, 264–265
ART canvas, 230
building and integrating components and capabilities, 131
comprehensive economic framework, 41
creating implementation plan, 225
defined, 267
design patterns, 222
establishing portfolio flow, 160
extending to portfolio, 248–252
organizing structure in Essential SAFe, 17
planning, 227
in pre-PI planning, 134
realizing value streams, 60
reinforcing the basics, 261
Solution Train with multiple, 223–225
strategic themes, 150
ART implementation/launch
assessing and evolving launch readiness, 235
establishing Agile teams, 232–234
extending ARTs and value streams to portfolio, 248–252
introduction to, 229
launching more value streams, 246
leading transformation, 249
preparing program backlog, 236
SAFe implementation railway, 247
setting launch date and program cadence, 231–232
training leaders and stakeholders, 232
ART Readiness Workbook, 235
Authenticity, qualities of generative cultures, 71
Authority, earned by generative leaders, 71
Automation
built-in quality, 86
embracing DevOps, 111
Organizational Agility and, 178
Autonomy, motivation of knowledge workers, 56
B
Backlog
portfolio backlog, 150, 160, 273
program backlog, 99–101, 117, 236, 274
solution backlog, 132–133, 276
Baselines, LACE metrics, 212
Batches
implementing flow, 181
BDD (Behavior-Driven Development), 87
Behaviors, anchoring new behaviors in culture, 263
Benefits
business benefits of SAFe, 12–13
communicating business benefits, 212
hypothesis in program backlog, 99–100
Big Picture graphic, SAFe website, 13–14
Bradford, David L., 56
Budgets
connecting portfolio to enterprise strategy, 147–148
establishing in portfolio management, 157–158
in SAFe economic framework, 42
strategic themes influencing, 149
Build-measure-learn startup cycle, 182
Build stage, of Continuous Integration, 114
Built-in quality
defined, 267
technical practice supporting, 87
Bureaucratic (rule-oriented) cultures (Westrum), 70–71
Burnout, 251
Business. See also Lean business operations
communicating business benefits, 212
defining business epics, 154
delivering solutions, 169
Business agility
analyzing assessment, 256
defined, 267
overview of, 3
summary, 9
taking action, 257
technology disruption history, 5–7
technology disruption phases, 3–5
value stream network for, 8
Business Owners
ART roles, 231
continuous engagement, 158
defined, 267
LACE metrics, 212
LPM roles and responsibilities, 146
in PI planning, 104
team roles, 83
C
Cadence
cross-domain planning and, 52–54
making time and space for innovation, 192
planning ARTs and value streams, 227
reinforcing the basics, 261
setting program cadence for ART implementation, 231–232
CALMR (Culture, Automation, Lean flow, Measurement, and Recovery), 111–112
Campbell-Pretty, Em, 233
Capabilities
building and integrating, 131
defined, 267
Capacity, aligning demand to, 251
Capacity allocation, optimizing value and solution integrity, 158
CapEx (capital expenses), 163
CD (Continuous Deployment)
ching ARTs, 242
defined, 268
CDP (Continuous Delivery Pipeline)
CD (Continuous Deployment), 114–115
CE (Continuous Exploration), 112–113
CI (Continuous Integration), 113–114
continuously evolving live systems, 139–140
defined, 268
DevOps and, 90
establishing flow, 85
innovations, 122
overview of, 112
RoD (Release on Demand), 115–116
tooling and automation, 178
CE (Continuous Exploration)
coaching ARTs, 242
defined, 268
Center of Excellence. See LACE (Lean-Agile Center of Excellence)
Centralization
LACE organizational models, 212
of strategic decisions, 57
Change
management’s role, 45
responding to vs. following a plan, 33
in strategy, 183
Change agents, training, 207
Change leadership, 72
CI (Continuous Integration)
applying to enterprise solution, 136–137
coaching ARTs, 242
defined, 268
managing batch size, 51
Clone-and-own model, coordinating customers and suppliers, 138–139
Coaching
conducting Inspect and Adapt, 243
Cohen, Allen, 56
Collaboration
CE (Continuous Exploration), 113
cross-team spaces for, 175
over contract negotiation, 33
tooling and automation, 178
Collective learning, benefits of ‘big room’ training, 238
Collective ownership, built-in quality, 85
Communities of Practice. See CoPs (Communities of Practice)
Compensation
in motivation of knowledge workers, 55
people operations, 173
Compliance
continually addressing, 130–131
coordinating, 165
defined, 268
Component teams, 233
Components, building and integrating, 131
Confidence vote
making commitment based on, 135
in PI planning, 107
Configuration options, SAFe
Essential SAFe configuration, 17
Full SAFe configuration, 19–20
Large Solution SAFe configuration, 18
Portfolio SAFe configuration, 18–19
Continuous Delivery Pipeline. See CDP (Continuous Delivery Pipeline)
Continuous Deployment. See CD (Continuous Deployment)
Continuous engagement, people operations, 172
Continuous Exploration. See CE (Continuous Exploration)
Continuous Integration. See CI (Continuous Integration)
Continuous Learning Culture
as core competency, 16
defined, 268
experimentation and feedback, 193
fact-based improvement, 199
learning organizations, 189–191
optimizing the whole, 196
reflection at key milestones, 198–199
relentless improvement, 195
summary, 199
Contracts
collaboration over contract negotiation, 33
people operations, 172
CoPs (Communities of Practice)
defined, 268
leading transformation, 249
making time and space for innovation, 192
spanning palette elements, 21
Core competencies. See also by individual types
illustration of, 63
running assessment, 258
Core values
defined, 269
foundation elements, 22
Cost centers, measuring portfolio performance, 164
Cost-effectiveness, benefits of ‘big room’ training, 238
Costs, ignoring sunk, 184
Courses
Agile Product Management, 243
training executives, managers, and leaders, 207–208
training product owners and product managers, 234
training Scrum Masters, 235
training teams, 237
Cross-domain planning. See also PI (program incremental)
Cross-functional teams
collaboration spaces, 175
LACE and, 211
realizing value streams, 60
Culture
anchoring new behaviors in, 263
continuous learning. See Continuous Learning Culture
embracing DevOps, 111
hiring for fit with, 172
innovation. See Innovation culture
respect for, 28
Culture, Automation, Lean flow, Measurement, and Recovery (CALMR), 111–112
Customer centricity
in Agile product delivery, 90
as casualty of hierarchical structure, 7
reinforcing the basics, 262
team actions resulting from, 91
Customers
Agile team roles, 83
collaboration over contract negotiation, 33
defined, 269
identifying operational value streams, 216
identifying personas, 95
leaner approach to customer relations, 251–252
making time and space for innovation, 192
pre-PI planning, 134
refining personas and establishing empathy, 95–96
Solution Train roles, 132
visualizing, 177
D
Daily meetings, coaching teams, 240
Daily Stand Up (DSU), Agile teams, 81
DBA (Database Administrators), 84
Decentralization
LACE organizational models, 212
Decision-making
qualities of generative cultures, 71
Definition of Done (DoD), 86
Delivery, early and often. See also Agile Product Delivery; CDP (Continuous Delivery Pipeline), 40–41
Demand, aligning to capacity and forecasts, 251
Deming, W. Edwards, 11, 39, 42, 45, 61, 65, 207, 215, 263
Deployment. See also CD (Continuous Deployment)
Deploy phase of CD, 114
to production, 117
Deployment period, technology disruption and, 4
Design feedback, prototyping for, 98
Design thinking
defined, 269
in learning organizations, 190
Designing the implementation
ARTs that deliver value, 221–222
creating implementation plan, 225
development value streams, 219–220
identifying value streams, 215–216
operational value streams, 216–218
overview of, 215
people for building full business solution, 220–221
people for developing and maintaining systems, 219
planning ARTs and value streams, 227
Solution Train with multiple ARTs, 223–225
summary, 228
systems for operational value streams, 218
Development
aligning development cadence, 53
on cadence and releasing on demand, 98–99
Continuous Development, 114
delivery early and often, 40–41
Develop phase of CI, 113
improving system development, 12
integrated development environments, 178
practices in PI planning, 105
Test-Driven and Behavior-Driven, 51, 87
Development value streams
ART design patterns, 222
overview of, 179
people for building full business solution, 220–221
DevOps
continuous delivery pipeline and, 90
defined, 269
enterprise solutions, 122
goal of SAFe, 11
managing batch size, 51
reinforcing the basics, 262
SAFe drawing from, 12
training, 242
The DevOps Handbook, 110
DevSecOps, 112
Discovery, finding better ways (Agile Manifesto), 32
Documentation
minimal but sufficient, 126–127
Done
DoD (Definition of Done), 86
establishing portfolio flow, 160
Draft plan, reviewing in PI planning, 105–106
DSU (Daily Stand Up), Agile teams, 81
Dual operating system (Kotter), 7
E
Earned authority, of generative leaders, 71
Economic framework (or view)
comprehensive nature of, 41–42
delivery early and often, 40–41
primary elements, 42
Eight-step model for leading change (Kotter), 23
Emotional intelligence, qualities of generative cultures, 71
Enablers
defined, 269
defining epics, 154
stories in team backlog, 78
End-to-end testing, 114
Engagement
in motivation of knowledge workers, 56
people operations, 172
Engineers. See also RTEs (Release Train Engineers); STEs (Solution Train Engineers)
pre-PI planning, 134
roles on Agile teams, 83
software engineers, 241
solution architect/engineer, 276
system architect/engineer, 178, 277
Enterprise
adding value streams to, 250
applying learning across, 265
connecting portfolio to, 147–148
defined, 269
extending mindset to, 170
Lean enterprise, 272
portfolios, 145
Enterprise
architects defined, 269
LPM roles and responsibilities, 146
Enterprise executives, 146
Enterprise Solution Delivery
applying Large Solution SAFe configuration to other configurations, 141–142
architectural choices, 128–129
CDP (Continuous Delivery Pipeline), 139–140
CI (Continuous Integration), 136–137
connecting portfolio to enterprise strategy, 147–148
coordinating trains and suppliers, 131
core competencies in SAFe, 16
defined, 269
evolving deployed systems, 141
evolving live systems, 139
Lean systems and solution engineering, 123
managing supply chain, 137–139
planning horizons, 128
portfolios in enterprise context, 145
refining fixed and variable solution intent, 123–124
solution Kanban, 133
Solution Train planning, 133–136
Solution Train roles, 132
summary, 142
Epic Owners
defined, 270
LPM roles and responsibilities, 146
Epics
defined, 270
in Lean startup cycle, 155
Essential SAFe configuration
defined, 270
overview of, 17
reinforcing the basics, 260–263
Estimating
in Lean governance, 163
work, 80
Executives
LPM roles and responsibilities, 146
role in PI planning, 104
Experimentation, feedback in continuous learning, 193
Exploration. See CE (Continuous Exploration)
Extreme Program (XP)
blending Agile methods, 79
Scrum XP, 275
F
Facilitation kits, for cross-team collaboration, 175
Fact-based improvement, in Continuous Learning Culture, 199
Feature-area ARTs, 223
Feature teams, 233
Features
defined, 270
innovations as, 195
in program backlog, 99
program Kanban, 116
user stories and, 78
Feedback
from experimentation, 193
prototyping for design feedback, 98
Fishbone (Ishikawa) diagram, for problem-solving, 198
Flexibility, benefits of SAFe, 8
Flow of work
embracing DevOps, 111
forecasting, 118
implementing, 181
visualizing, 177
Ford, Henry, 26
Forecasting
aligning demand to capacity, 251
flow of work, 118
Foundation
defined, 270
overview of, 22
Full SAFe configuration
defined, 270
Funnel
in portfolio Kanban, 159
in program Kanban, 116
Furniture, in collaboration spaces, 175
G
Gates, Bill, 63
Generative (performance-oriented) cultures (Westrum), 70–71
Goals, product delivery, 95
Governance. See Lean governance
Growth. See also Measure and Grow
people operations, 173
qualities of generative cultures, 71
Guardrails
connecting portfolio to enterprise strategy, 147–148
lean budget guardrails, 157–158, 271
in SAFe economic framework, 42
strategic themes and, 149
Guiding coalition
communicating business benefits, 212
creating Lean-Agile Center of Excellence, 208
LACE mission statement, 210
LACE operation and organization, 210–211
LACE team size and distribution, 211–212
overview of, 205
training change agents, 207
training executives, managers, and leaders, 207–208
vision for change, 209
H
Hierarchy, traditional structures vs. entrepreneurial, 6–7
Highsmith, Jim, 167
House of Lean, 27
HR (human resources), 172
Hub-and-spoke, LACE organizational models, 212
Hypothesis
CE (Continuous Exploration), 113
epic hypothesis, 154
Lean business case, 155
treating art design as, 225
I
I&A (Inspect and Adapt)
coaching ARTs, 241
conducting, 243
defined, 270
following PI planning, 109–110
reinforcing the basics, 262
setting launch date and program cadence for ART implementation, 232
IDEs (integrated development environments), 178
Implementation. See also Designing the implementation
plan for, 225
in program Kanban, 117
Implementation railway, 247
Implementation roadmap
for Agile Release Trains. See ART
implementation/launch
defined, 275
design process. See Designing the implementation
foundation elements, 22
guiding coalition. See Guiding coalition
measuring, growing, and accelerating. See Measure and Grow
Improvement. See also Relentless improvement
fact-based, 199
Incentives, people operations, 173
Incremental development, SAFe principles, 46–47
Individuals, over processes and tools (Agile Manifesto), 32
Influence, fosters motivation and empowerment, 56
Initiatives, approving, 158
Innovation
in continuous delivery, 122
in Lean-Agile mindset, 29
reinforcing the basics, 262
Innovation accounting
measuring portfolio performance, 164
Innovation and Planning (IP)
defined, 270
reinforcing the basics, 262
Innovation culture
dimensions of continuous learning culture, 188
experimentation and feedback, 193
time and space for, 192
Inspect and Adapt. See I&A (Inspect and Adapt)
Installation phase, technology disruption, 3
Integrated development environments (IDEs), 178
Integration. See CI (Continuous Integration)
Integration points, creating knowledge from uncertainty, 46–47
Interactions, over processes and tools (Agile Manifesto), 32
Investments. See also Strategy and investment funding
guardrails, 158
IP (Innovation and Planning)
defined, 270
reinforcing the basics, 262
Ishikawa (Fishbone) diagram, for problem-solving, 198
Iteration execution, 271
Iteration goals, 271
Iteration planning
coaching teams, 240
defined, 271
Iteration retrospectives. See also Retrospectives
coaching teams, 241
defined, 271
overview of, 198
Iteration review
coaching teams, 240
defined, 271
Iterations
defined, 271
delivering value and improving process, 81–82
integrating learning cycles with incremental builds, 46–47
PDCA cycle, 80
reinforcing the basics, 262
setting launch date and program cadence for ART implementation, 231–232
J
Job sequencing, in SAFe economic framework, 42
K
Kaizen, 195
Kanban
blending Agile methods, 79
implementing change in strategy, 183
implementing flow, 181
portfolio Kanban. See Portfolio Kanban
program Kanban. See Program Kanban
SAFe implementation railway, 247
solution Kanban, 133
team Kanban, 278
training teams, 237
visualizing and limiting WIP, 49–50
visualizing flow, 177
Kanban board, in Daily Stand-Up meeting, 81
Key Performance Indicators. See KPIs (Key Performance Indicators)
Knowledge, creating from uncertainty, 46–47
Knowledge workers
decentralizing decision-making, 57
unlocking intrinsic motivation of, 55–56
Kotter, John, 5, 7, 23, 58, 72–73, 202, 205, 208–209, 213, 240, 245, 248
KPIs (Key Performance Indicators)
connecting portfolio to enterprise strategy, 148
fostering operational excellence, 162
informing LPM of progress, 160
measure portfolio performance, 164
L
LACE (Lean-Agile Center of Excellence)
assessing business agility, 254
creating, 208
fostering operational excellence, 161–162
LPM roles and responsibilities, 146
mission statement, 210
operation and organization, 210–211
planning ARTs and value streams, 227
team size and distribution, 211–212
Large Solution SAFe configuration
applying to other configurations, 141–142
defined, 271
overview of, 18
Launch date, for ARTs, 231–232
Launching ARTs. See ART implementation/launch
Leaders Eat Last (Sinek), 69
Leadership. See also Lean-Agile Leadership
advancing leadership of ART servants, 264–265
advancing leadership of Scrum Master servants, 264
change leadership, 72
environment of mutual influence fosters motivation and empowerment, 56
foundation elements, 22
in learning organizations, 190
mindset, 30
reinforcing the basics, 263
support in selecting first ART, 226
training leaders, 207–208, 232
Leading Change (Kotter), 72, 202, 240
Lean
enterprise solutions, 122
goal of SAFe, 11
House of Lean, 27
Lean-Agile Center of Excellence. See LACE (Lean-Agile Center of Excellence)
Lean-Agile leadership
core competencies in SAFe, 15
defined, 272
foundation elements, 22
overview of, 65
reasons for Lean-Agile leaders, 65–66
reinforcing the basics, 263
SPCs (SAFe Program Consultants), 73
summary, 74
Lean-Agile mindset
applying Agile Manifesto at scale, 35–36
defined, 272
evolving traditional mindset to, 249
extending to enterprise, 170
foundation elements, 22
overview of, 25
summary, 37
Lean-Agile principles. See also Principles, SAFe
defined, 272
reinforcing the basics, 261
Lean budget guardrails
defined, 271
Lean budgets
defined, 271
establishing in portfolio management, 157–158
in SAFe economic framework, 42
Lean business operations
dimensions of organizational agility, 168
implementing flow, 181
mapping value streams, 180
Lean enterprise. See also Enterprise
build-measure-learn startup cycle, 182
building, 72
continuous flow, 49
core competencies, 14
defined, 272
identifying value streams, 180
long-term partnerships with customers and suppliers, 251
organizational change required for, 26
performance review, 172
product management training, 243
SAFe for Lean Enterprises, 11
transforming into, 69
Lean flow, embracing DevOps, 111
Lean governance
capital and operating expenses, 163
coordinate continuous compliance, 165
estimating and forecasting, 163
forecasting and budgeting dynamically, 162–163
measure portfolio performance, 164–165
objective practices, 251
overview of, 162
participatory budgeting, 164
portfolio management, 145
Lean Portfolio Management. See LPM (Lean Portfolio Management)
Lean product development, 12
Lean QMS, compliance issues, 130–131
Lean systems, solution engineering, 123
Lean-thinking people and Agile teams
dimensions of organizational agility, 168
extending mindset to enterprise, 170
PI planning and ART collaboration space, 175–176
technical and business teams, 170–172
tooling and automation, 178
Lean User Experience (UX)
defined, 272
spanning palette elements, 21
Learning. See also Continuous Learning Culture
applying across enterprise, 265
benefits of ‘big room’ training, 238
people operations, 173
qualities of generative cultures, 71
RoD (Release on Demand), 115
Learning cycles, integrating with incremental builds, 46–47
Learning organizations. See also Continuous
Learning Culture
dimensions of, 188
Leffingwell, Dean, 1
Lifelong learning, qualities of generative cultures, 71
Lifetime value, customer centricity, 91
LPM (Lean Portfolio Management)
Agile portfolio operations, 160–162
business agility assessment, 254
core competencies in SAFe, 16
defined, 272
leading transformation, 249
lean budgets and guardrails, 157–158
LPM roles and responsibilities, 147–148
maintaining portfolio vision and roadmap, 150
portfolio canvas, 151
portfolio roadmap, 156
portfolio roles and responsibilities, 146
portfolio states (current/future), 152
portfolios in enterprise context, 145
SAFe Business Agility Assessment, 23
SAFe Lean Portfolio Management course, 208
strategy and investment funding, 146–147
summary, 166
SWOT and TOWS analysis, 152–153
training, 250
M
Management
ALM (Application Lifecycle Management), 178
APMO (Agile Program Management Office), 161–162, 210, 249
product management, 83, 100–101, 243, 274
quality management, 130–131, 165
review in PI planning, 106
role in system change, 45
Mapping value streams. See also Roadmaps, 180
Market events, 119
Market research
market sensing, 182
Market rhythm, informing program roadmap, 118–119
Marquet, David, 71
Mastery, in motivation of knowledge workers, 56
MBSE (Model-Based System Engineering), 273
McMunn, David, 11
Measure and Grow
advance leadership of ART servants, 264–265
advance leadership of Scrum Master servants, 264
anchoring new behaviors in culture, 263
applying learning across enterprise, 265
business agility assessment, 255–257
celebrating success, 261
core competency assessments, 257–260
defined, 272
reinforcing the basics, 260–263
Mental models, disciplines of learning organizations, 190
Metrics/measurement
defined, 272
embracing DevOps, 111
innovation accounting, 183–184
LACE metrics, 212
in PI planning, 110
portfolio performance, 164–165
RoD (Release on Demand), 115
spanning palette elements, 21
Milestones
defined, 272
spanning palette elements, 21
Mindset. See Lean-Agile mindset
Minimum Viable Product. See MVP (Minimum Viable Product)
Mission statement, LACE, 210
Model-Based System Engineering (MBSE), 273
Modularity, architectural choices, 128–129
Monitor stage, in Continuous Development, 114
Motivation
in vision for change, 209
Multitasking, aligning demand to capacity and forecasts, 251
MVP (Minimum Viable Product)
building and evaluating in Lean startup cycle, 155
innovation like Lean startup, 182
pivot without mercy or guilt, 193–194
in portfolio Kanban, 159
N
NFRs (Non-Functional Requirements)
component teams and, 233
defined, 273
market and user research, 94
in program backlog, 100
O
Objectives, inputs/outputs of PI planning, 104
Objectivity, evaluation of evidence, 49
OKRs (Objectives and Key Results)
defining strategic themes, 148–149
measure portfolio performance, 164
Operating expenses (OpEx), 163
Operational excellence, fostering, 161–162
Operational value streams
people that develop and maintain systems, 219
systems that support, 218
OpEx (Operating expenses), 163
Opportunities, TOWS analysis, 152–153
Optimizing the whole, 196
Option preservation, assuming variability and, 45
Organization. See also Learning organizations
Organizational Agility
core competencies in SAFe, 16
defined, 273
extending mindset to enterprise, 170
ignoring sunk costs, 184
implementing change in strategy, 183
implementing flow, 181
innovating like Lean startup, 182–183
innovation accounting, 183–184
Lean business operations, 178–179
Lean-thinking people and Agile teams, 169
mapping value streams, 180
market sensing, 182
organizing around value, 184
PI planning and ART collaboration space, 175–176
summary, 185
technical and business teams, 170–172
tooling and automation, 178
Overview tab, SAFe interface, 14–16
Ownership
benefits of ‘big room’ training, 238
collective ownership enhancing built-in quality, 85
TCOO (total cost of ownership), 129
P
P&L (Profit and Loss), 183–184
Pairing, built-in quality, 85
Pathological (power-oriented) cultures (Westrum), 70–71
PDCA (Plan-Do-Check-Adjust) cycle (Shewhart)
assessing and evolving launch readiness, 235
coordinate continuous compliance, 165
faster learning cycles, 47
problem-solving culture, 196–198
working in iterations, 80
Peer reviews, built-in quality, 85
People. See also Lean-thinking people and Agile teams
for building full business solution, 216, 220–221
for developing and maintaining systems, 216, 219
individuals over processes and tools (Agile Manifesto), 32
respect for, 28
Perez, Carlota, 3
Performance, measuring portfolio performance, 164–165
Performance-oriented (generative) cultures (Westrum), 70–71
Persevere cycle, in Lean startup, 156
Personal mastery, disciplines of learning organizations, 189
Personas
identifying in product delivery, 95
refining and establishing empathy, 95–96
Peters, Tom, 253
Phase-gate milestones, 48
The Phoenix Project, 110
PI objectives
benefits of PI planning, 103–104
confidence vote, 107
defined, 273
I&A (Inspect and Adapt), 243
IP (Innovation and Planning), 262
milestones for, 108
pre- and post-planning, 134
SMART objectives, 135
system demo, 110
PI (program increment)
defined, 274
SAFe core values, 69
PI (program increment) planning
coaching ARTs, 241
defined, 274
I&A (Inspect and Adapt), 109–110
as ongoing process, 109
overview and benefits, 102–104
planning ARTs and value streams, 227
pre- and post-planning, 134–135
purposes of, 54
reinforcing the basics, 262
setting launch date and program cadence for ART implementation, 231–232
sync events following, 108
PI roadmap
forecasting flow of work, 118
market rhythms and events, 118–119
planning ARTs and value streams, 227
Pivot stage, Lean startup cycle, 155
Pivoting, without mercy or guilt, 193–194
Plan-Do-Check-Adjust cycle. See PDCA (Plan-Do-Check-Adjust) cycle (Shewhart)
Planning. See also PDCA (Plan-Do-Check-Adjust) cycle (Shewhart)
applying multiple planning horizons, 128
ARTs and value streams, 227
creating implementation plan, 225
IP (Innovation and Planning), 262, 270
iterations. See Iteration planning
program increment. See PI (program increment) planning
responding to change vs. following a plan
(Agile Manifesto), 33
Platform ARTs, 223
PMO (Program Management Office), 161
PO (Product Owner)
defined, 274
establishing Agile teams, 233–234
LACE roles, 211
specialty roles of Agile teams, 77
sync events following PI planning, 108
training teams, 237
PO sync events
coaching ARTs, 241
setting launch date and program cadence for ART
implementation, 232
Point-based design, 45
Poppendieck, Mary, 44
Poppendieck, Tom, 44
Portfolio backlog
defined, 273
establishing portfolio flow, 160
influence of strategic themes, 150
Portfolio budget
connecting portfolio to enterprise strategy, 147–148
influence of strategic themes, 149
Portfolio funding. See Strategy and investment funding
Portfolio Kanban
defined, 273
establishing portfolio flow, 158–160
influence of strategic themes, 150
Portfolio management. See LPM (Lean Portfolio Management)
Portfolio operations
collaboration and responsibilities, 160
coordinating value streams, 161
fostering operational excellence, 161–162
management, 145
supporting program execution, 161
Portfolio roadmap
maintaining portfolio vision and roadmap, 150
predicting future state of portfolio, 156
Portfolio SAFe configuration
defined, 273
Portfolio vision
defined, 273
influence of strategic themes, 149
maintaining portfolio vision and roadmap, 150
Power-oriented (Pathological) cultures (Westrum), 70–71
Pre-and Post-PI planning events
defined, 273
Principles, Agile Manifesto, 33–36
Principles, Lean-Agile
defined, 272
reinforcing the basics, 261
Principles, SAFe
cadence and synchronization, 52–54
decentralizing decision-making, 57–58
foundation elements, 22
incremental development, 46–47
milestones for self-assessment, 48–49
summary, 61
unlocking intrinsic motivation of knowledge workers, 55–56
value-based organization, 58–59
variability and preservation of options, 45
WIP (Work In Process), batch sizes, queue lengths, 49–52
Prioritizing, program backlog, 100–101
Proactive leadership, 206, 213
Problem-solving
in Continuous Learning Culture, 196–198
Problems
design thinking, 92
identifying in product delivery process, 95
Processes
individuals and interactions over (Agile Manifesto), 32
iterations improving, 82
Product delivery. See Agile Product Delivery
Product development. See also Development, 12
Product line (or platform) model, 138–139
Product management
Agile Product Management (APM), 243
defined, 274
managing program backlog, 100–101
roles on Agile teams, 83
Product Owner. See PO (Product Owner)
Production, deploying to, 117
Products
aligning ART to specific, 226
complete solutions, 91
Profit and Loss (P&L), 183–184
Program backlog
defined, 274
preparing, 236
in program Kanban, 117
Program board, inputs/outputs of PI planning, 104
Program cadence, for ART, 231–232
Program execution, SAFe core values, 69
Program Kanban
coaching ARTs, 242
defined, 274
innovations as features in, 195
Program Management Office (PMO), 161
Project to Product (Kersten), 4
Prototyping, for design feedback, 98
Psychological safety, change leadership, 73
Purpose
in motivation of knowledge workers, 56
in vision for change, 209
Q
QMS (Quality Management Systems)
coordinate continuous compliance, 165
Qualitative data
connecting portfolio to enterprise strategy, 148
in PI planning, 110
Quality, built-in. See Built-in quality
Quantitative data, in PI planning, 110
Queue
implementing flow, 181
R
Recovery, embracing DevOps, 111
Refactoring, supporting built-in quality, 87
Releasability, architectural choices, 128–129
Release
on demand. See RoD (Release on Demand)
in program Kanban, 117
Release on Demand. See RoD (Release on Demand)
Release Train Engineers. See RTEs (Release Train Engineers)
Relentless improvement
constant sense of danger, 196
dimensions of continuous learning culture, 188–189
fact-based improvement, 199
optimizing the whole, 196
overview of, 195
reflection at key milestones, 198–199
Research
CE (Continuous Exploration), 113
Respect, in Lean-Agile mindset, 28
Respond phase, CD (Continuous Development), 114
Retrospectives
coaching teams, 241
at iteration boundaries, 198
start-stop-continue, 197
Review, in portfolio Kanban, 159
Richards, Mark, 238
Risks, in PI planning, 107
Roadmaps
defined, 275
implementation roadmap. See Implementation roadmap
PI roadmap. See PI roadmap
planning horizons, 128
spanning palette elements, 21
RoD (Release on Demand)
coaching ARTs, 242
defined, 274
developing on cadence and releasing on demand, 90, 98–99
reinforcing the basics, 262
ROI (Return on Investment), 183–184
RTEs (Release Train Engineers)
conducting Inspect and Adapt, 243
defined, 274
facilitating PI planning, 103–104
in PI planning, 107
roles on Agile teams, 83
training ART leaders and stakeholders, 232
S
SAFe Advanced Scrum Master course, 264–265
SAFe Agile Product Management (APM) course, 243
SAFe Agile Software Engineering (ASE) course, 241
SAFe Business Agility Assessment, 23
SAFe Core Competency Assessments, 24
SAFe for Government defined, 275
in Full SAFe configuration, 20
SAFe for Lean Enterprises, 11, 275
SAFe for Teams course, 237
SAFe implementation railway, 247
SAFe implementation roadmap. See also Implementation roadmap, 275
SAFe introduction
Big Picture graphic on website, 13–14
Essential SAFe configuration, 17
foundation elements, 22
Full SAFe configuration, 19–20
improving system development, 12
Large Solution SAFe configuration, 18
Portfolio SAFe configuration, 18–19
reasons for implementing, 11–12
spanning palette elements, 20–21
summary, 24
what it is, 11
SAFe Lean Portfolio Management course, 208
SAFe principles. See Principles, SAFe
SAFe Product Owner/Product Manager course, 234
SAFe Release Train Engineer course, 265
SAFe Scrum Master course, 235
SAI (Scaled Agile Inc.), 12
SBD (Set-Based Design)
architectural choices, 129
defined, 275
point-based design compared to, 45
Scalability
applying Agile Manifesto at scale, 35–36
architectural choices, 128–129
benefits of ‘big room’ training, 238
Scaled Agile course, 207
Scaled Agile Framework. See SAFe introduction
Scaled Agile Inc. (SAI), 12
Scott, Sarah, 247
Scrum
blending Agile methods, 79
training teams, 237
Scrum Masters
advancing leadership of Scrum Master servants, 264
defined, 275
establishing Agile teams, 233–234
LACE roles, 211
specialty roles of Agile teams, 77
training, 235
training teams, 237
Scrum of Scrums. See SoS (Scrum of Scrums)
Scrum XP, 275
Security, DevSecOps, 112
Self-assessment, milestones for, 48–49
Senge, Peter, 187
Sequence, job sequencing, 42
Servant leaders
Scrum Masters, 264
Serviceability, architectural choices, 128–129
Set-Based Design. See SBD (Set-Based Design)
Shared services
in ART success, 84
defined, 276
Solution Train roles, 132
spanning palette elements, 21
Shared vision, disciplines of learning organizations, 189–190
Silos, in traditional hierarchical structures, 6–7
Sinek, Simon, 69
SMART objectives, 135
Software
competing in age of software, 1–3
working software over documentation (Agile Manifesto), 32–33
Software engineers, 241
Solution. See also Enterprise Solution Delivery
building full business solution, 220–221
complete product solutions, 91
defined, 276
optimizing value and solution integrity, 158
as a system, 43
visualizing health of, 177
Solution architect/Engineer
defined, 276
Solution Train roles, 132
Solution backlog
defined, 276
Solution context
defined, 276
design decisions, 127
Solution demo
customer participation in, 126, 252
defined, 276
pre- and post- PI planning, 134
Solution engineering, Lean systems, 123
Solution intent
defined, 276
design decisions, 127
refining fixed and variable solution intent, 123–124
solution context and, 126
Solution Kanban, 133
Solution management
defined, 276
Solution Train roles, 132
Solution planning board, 135–136
Solution Train Engineers. See STEs (Solution Train Engineers)
Solution Trains
ART design patterns, 222
building and integrating components and capabilities, 131
defined, 277
influence of strategic themes, 150
Large Solution SAFe, 17
roles, 132
SoS (Scrum of Scrums)
coaching ARTs, 241
setting launch date and program cadence for ART implementation, 232
sync events following PI planning, 108
Spanning palette elements
defined, 277
SPCs (SAFe Program Consultants)
certification, 207
coaching, 240
conducting Inspect and Adapt, 243
defined, 275
foundation elements, 22
planning ARTs and value streams, 227
role of, 73
Specialization, in business team maturity cycle, 172
Spikes, technical practice supporting built-in quality, 87
Stabilize, in Release on Demand, 115
Stage, in Continuous Integration, 114
Stakeholders, training, 232
Standards, quality, 85
Start-stop-continue retrospective method, 197
Startup cycle, portfolio management, 154–156
Startups, innovation in, 182–183
STEs (Solution Train Engineers)
defined, 277
pre-PI planning, 134
Solution Train roles, 132
Stoller, Jacob, 67
Stop, in Lean startup cycle, 156
Stories
defined, 277
in team backlog, 78
Story points, estimating work, 80
Strategic agility
dimensions of organizational agility, 168
ignoring sunk costs, 184
implementing change in strategy, 183
innovating like Lean startup, 182–183
innovation accounting, 183–184
market sensing, 182
organizing around value, 184
Strategic themes
connecting portfolio to enterprise strategy, 147–148
defined, 277
measuring portfolio performance, 164
Strategy
adding value streams to enterprise strategy, 250
implementing change in, 183
visualizing, 177
Strategy and investment funding
connecting portfolio to enterprise strategy, 147–148
lean budgets and guardrails, 157–158
maintaining portfolio vision and roadmap, 150
portfolio canvas, 151
portfolio management, 145
portfolio roadmap, 156
portfolio states (current/future), 152
SWOT and TOWS analysis, 152–153
Strengths, Weaknesses, Opportunities, and Threats (SWOT), 152–153
Success, celebrating, 261
“Sufficient powerful guiding coalition” (Kotter), 205
Sunk costs, ignoring, 184
Suppliers
coordinating, 131
coordinating customers and, 138–139
coordinating trains and, 123
defined, 277
leaner approach to supplier relations, 251–252
leveraging in SAFe economic framework, 42
pre-PI planning, 134
Solution Train roles, 132
Supply chain, managing, 137–139
Sustainability, design thinking, 93
Switch, How To Change Things When Change Is Hard (Heath and Heath), 202
SWOT (Strengths, Weaknesses, Opportunities, and Threats), 152–153
Sync events, 241
Synchronization
cross-domain planning and, 52–54
reinforcing the basics, 261–262
SoS and PO sync events following PI planning, 108
Synthesis, in Continuous Exploration, 113
System
development, 12
evolving deployed, 141
identifying people that develop and maintain, 216, 219
managing supply chain, 137–139
that supports operational value streams, 216, 218
tooling and automation, 178
System architect/engineer
defined, 277
roles on Agile teams, 83
tooling and automation, 178
System demo
coaching ARTs, 241
coaching teams, 240
defined, 277
I&A (Inspect and Adapt), 110
PI planning iterations and, 108–109
reinforcing the basics, 262
setting launch date and program cadence for ART
implementation, 232
System teams
in ART success, 83
defined, 278
Solution Train roles, 132
spanning palette elements, 21
Systems thinking
disciplines of learning organizations, 190
enterprise building as a system, 43–44
leveraging, 55
managing supply chain, 137–139
only management can change the system, 45
solution as a system, 43
understanding/optimizing full value stream, 44
T
TCOO (total cost of ownership), 129
TDD (Test-Driven Development)
managing batch size, 51
technical practice supporting built-in quality, 87
Team. See also Agile teams
breakouts in PI planning, 105–106
disciplines of learning organizations, 190
realizing value streams, 60
size and distribution, 211–212
Team and Technical Agility
core competencies in SAFe, 16
defined, 278
in learning organizations, 190
Team backlog
coaching teams, 240
defined, 278
Team Kanban, 278
Technical agility. See Team and Technical Agility
Technological Revolution and Financial Capital (Perez), 3
Technological revolutions, 4
Technology disruption
Test-Driven Development (TDD)
managing batch size, 51
technical practice supporting built-in quality, 87
Testing
end-to-end, 114
supporting built-in quality, 87
Threats, SWOT analysis, 152–153
Tools
individuals and interactions over (Agile Manifesto), 32
tooling and automation, 178
Total cost of ownership (TCOO), 129
TOWS strategic options matrix, 152–153
Tradeoffs, in SAFe economic framework, 42
Training. See also Courses
APM (Agile Product Management), 243
change agents, 207
change leadership, 73
DevOps, 242
executives, managers, and leaders, 207–208
leaders and stakeholders, 232
Lean portfolio management, 250
Scrum Masters, 235
software engineers, 241
training product owners and product managers, 234
Trains, coordinating. See also Solution Trains, 123, 131
Transformation. See Change
Transparency, SAFe core values, 69
Tribal Unity, Getting from Teams to Tribes by Creating a One Team Culture (Campbell-Pretty), 233
Turning point phase, technology disruption, 3
U
Uncertainty, creating knowledge from, 46–47
Urgency, creating sense of, 226
User Experience (UX)
Lean User Experience (UX), 272
spanning palette elements, 21
User research, in product delivery, 93–94
Users. See also Customers
stories in team backlog, 78
UX (Lean User Experience)
defined, 272
spanning palette elements, 21
V
Value
Agile teams delivering, 81
lifetime value results from customer centricity, 91
optimizing, 158
value-centric user stories, 78
Value Management Office (VMO), 161
Value stream
adding to enterprise strategy, 250
Agile portfolio operations, 161
ART design patterns, 222
in business team maturity cycle, 171
defined, 278
development value streams, 219–220
extending to portfolio, 248–252
launching more, 246
mapping, 180
network for business agility, 8
operational and development, 178–179
operational value streams, 216–218
people needed for building full business solution, 220–221
people that develop and maintain systems, 219
planning ARTs and value streams, 227
realizing, 60
systems that support operational value streams, 218
understanding/optimizing full value stream, 44
Value Stream and ART Identification Workshop, 225
Value stream coordination, 278
Value stream KPIs
celebrating success, 260
defined, 278
informing LPM of progress, 160
measuring portfolio performance, 164
Values
Lean-Agile mindset, 27
Variability, assuming, 45
Verification/validation
CD (Continuous Development), 114
in program Kanban, 117
Video conferencing, 175
Vision
defined, 278
disciplines of learning organizations, 189–190
maintaining portfolio vision and roadmap, 150
product vision, 105
spanning palette elements, 21
Visualizing work, 49–50, 176–177
VMO (Value Management Office), 161
W
Weighted Shortest Job First. See WSJF (Weighted Shortest Job First)
White boards, in collaboration spaces, 175
WIP (Work In Process)
aligning demand to capacity and forecasts, 251
blending Agile methods, 79
estimating, 80
implementing flow, 181
Lean flow, 111
portfolio Kanban, 159
program Kanban, 116
Working environments
cross-team collaboration spaces, 175
PI planning and ART collaboration space, 175–176
Workplace engagement, in motivation of knowledge workers, 56
WSJF (Weighted Shortest Job First) defined, 278
solution backlog, 133
X
XP (Extreme Program)
blending Agile methods, 79
Scrum XP, 275