Embracing SAFe. The Process and Tooling for Enterprise Scaled Agile in IBM s Continuous Engineering Solution

Transcription

1 Embracing SAFe The Process and Tooling for Enterprise Scaled Agile in IBM s Continuous Engineering Solution Amy Silberbauer Solution Architect, Enterprise Scaled Agile Watson IoT Connected Products Offering Management Team asilber@us.ibm.com

2 Agenda Making the case for the Lean Enterprise IBM s point of view The recipe SAFe overview IBM s support for scaling agile Customer testimonials Eating our own dogfood Learn more 2

3 Why scale agile? Making the case for the Lean Enterprise 3

4 Do successful agile teams = successful enterprises? Team success More Story Points, higher velocity More Features Shorter cycle times Lower defects Cool new stuff Enterprise success Improved time to happy customer Increased market share Improved competitiveness Lower risk A project is more than just a single feature 4

5 The Enterprise needs more than just SCRUM Manage development and delivery across teams Get visibility into development and non-development tasks in a single place Balance Speed and Quality Work together across distributed teams Maintain process of formal governance Deliver Quality Manage dependencies Outsource some work in order to deliver more quickly Orchestrate deliver across teams delivering at different speeds Collaborate effortlessly and support the principles of independent, selfgoverning teams CHALLENGE - How do we orchestrate all of this consistently? 5

6 What does scaled agile mean to us? IBM s Point of View 6

7 What does enterprise agile mean to us? Orchestration Regardless of agile maturity Regardless of process, speed Application Complexity Lean Startup Design Thinking Continuous Value Delivery Focus on user experience Modeling, requirements, governance as necessary Economic thinking and prioritization Maximizing value delivery with each iteration Simple Complex Agile Slower Traditional Cloud Enabled Cloud / Mobile Native Rapid Business Aligned Delivery 7

8 What is the relation to Lean and DevOps? LEAN Eliminating waste Visual workflow management Root-cause problem solving Leaders engagement PEOPLE PURPOSE Capability to ID & solve problems PROCESS MULTI-SPEED DELIVERY Different speeds needed for different value propositions Adaptive business mind-set AGILE Independent, self-governing teams Faster feature cycle time Embrace change DEVOPS Automation Continuous delivery Continuous feedback Engineering components of Lean IT Multi-platform, Multi-technology, Multi-process Varied development and deployment environments 8

9 From idea to Wow! Line-of-business I have an idea Development Create a feature Operations Manage a feature Customer Awesome feature But Shift how from do we make ensure that money to delight awesome feature? customers Lean and agile adoption regardless of teams agile maturity and speed Not just about engineering, business critical to influence notion of value It s simple really bring more who, why and WOW! to the what 9

10 Best practices and guidance for getting started The recipe 10

11 Scaled Lean-Agile Principles Address aspects of waste and ineffectiveness in traditional processes Take an economic view Apply systems thinking Assume variability; preserve alternatives Manage risk and efficacy with fast, synchronous learning cycles Develop systems incrementally; integrate and test frequently Facilitate flow by limiting WIP, reducing batch sizes and manage queue lengths Base milestones on objective evaluation of working systems 11

12 Addressing the Enterprise Challenge Shift how you act and make decisions Ensure transformation addresses all aspects of the environment Adopt an economic view to deliver value 12

13 Shift how you act and make decisions Value Delivery First Making money is the result, delighting the customer is the goal Take an economic view Management s Role Enable those doing the real work to be as efficient as possible by identifying and removing impediments Collaborate Everywhere! Avoid exclusively topdown or bottom-up planning neither leads to success 13

14 Transform the environment People: Establish an organization-wide culture with the right set of skills to embrace lean and agile values everywhere, across all teams, every day Process: Apply lean and agile principles in the planning, development, deployment and delivery of value and then monitoring feedback to improve continuously Tools: Provide a framework that enables the implementation of lean and agile practices easily while also providing traceability and visibility of work across multi-disciplinary teams 14

15 Adopt an economic view to deliver value Kanban (Lean) ROI Ranking Value Delivery Value Estimating & Tracking 15

16 What is Value? Depends on who you ask As a Business Owner, I must understand what will delight my customers and deliver on that! As a Product Manager, I must respond to customer feedback to deliver differentiating capabilities for my product As a Customer, I will pay for something I actually use and LOVE to use! 16

17 Maximizing Value Delivery Invest Just Enough Capacity Rules Apply Economic Thinking Invest only as much as necessary to get feedback quickly and then rinse and repeat Only utilize resources for estimating, analysis and solution exploration as we have capacity to work on ideas Ranking based on biggest bang for the buck (ROI) Reduce or eliminate wasted resources consumed too early in the process Move ideas through to implementation as teams have capacity Lightweight, relative ranking that favors lower investment in analysis over precision until later 17

18 Focus on people, process AND tools Unite the tribes Speak the same language, use the same vocabulary Let the tools do their thing and leave the teams alone! Collaborate Orchestrate Unify delivery of value Teams can deliver at different speeds, but the cadence of delivery is unified Use tooling to enable visibility and eliminate waste Adopt Agile and Lean practices, regardless of process Reduce batch size uniformly, develop and deliver more quickly Govern where necessary, simplify where possible Leverage 18

19 What is the Scaled Agile Framework? SAFe Overview 19

20 Recipe: Based on SAFe Core Values Align Build quality in Be transparent Execute: Plan & Adjust The best agile teams do not make a successful, agile business Adopt lean and agile principles everywhere! Topdown, bottom-up Unify the cadence to reduce variability and risk Align requirements, construction and test Validate quality at every increment Leverage MBSE and design thinking Build with Enablers (exploration, infrastructure, architecture) Develop a single source of truth for solution intent and context Record knowledge Instill trust through visibility and collaboration Reduce waste! Evaluate progress of solution AND progress toward compliance Deliver value predictably and continuously improve Plan for change and respond quickly Reduce time to feedback by working with smaller batch sizes Demonstrate value at each increment 20

21 Industry-Leading Scaled Agile Framework Orchestrate Collaborate Unify Learn Respond Improve 21

22 SAFe for Lean Enterprises (SAFe 4.5) Four Configurations Beta templates now available! Full SAFe Like 4-Level SAFe 4.0 Portfolio SAFe Like 3-Level SAFe 4.0 Large Solution SAFe No Portfolio Essential SAFe Program & Teams Only 22

23 SAFe Summary Portfolio Solution (Value Stream) Program Team Strategy formulation and portfolio communication Organizing and funding Value Streams Managing the flow of larger initiatives Governance and cross- Value Stream orchestration Solution Intent & Management Engineering and Architecture Customer and Supplier relationships Program (ART) coordination Unified Vision & Roadmap Teams of Agile Teams that build solution capabilities and subsystems Common mission Architectural & User Experience governance Evidence of progress and delivery of value Organized by solution or subsystem delivery Scrum, Kanban, hybrid processes Delivery of technology Organized by feature or component delivery Foundation Core Values, Lean-Agile Principles, Center of Competency 23

24 The tooling behind the methodology IBM s support for scaling agile 24

25 Roadmap Summary SAFe 4.0 beta support delivered SAFe 4.0 support generally available SAFe 4.0 reports 2H2017 (6.0.5) CLM LPA capabilities for SAFe 3.0 Portfolio 1H2017 (6.0.4) Support for SAFe 3.0 for Program (RTC) and Portfolio (CLM) delivered SAFe 3.0 reports 2015 (6.0, 6.0.1) 1H2016 (6.0.2) 2H2016 (6.0.3) Advanced SAFe 4.0 Reports: (Delivered) Program Velocity Sunset Graphs PI Performance Scope Added/Removed Progress Measure Updated templates: RDNG: Embedded process guidance RTC: Team Kanban, mvp and stretch attributes SAFe 4.5 beta support Templates, Configuration Guidelines Updated reports New report packaging for SAFe and non-safe tooling environments Additional reports (in progress) Burnup/Burndown Iteration Health Resource Allocation Cumulative Flow Release Predictability 25

26 Key value propositions Organizational Alignment Value Proposition: Cross-domain collaboration and end-to-end visibility Invest Within Capacity to Deliver Quickly Value Proposition: Adopt lean principles at all levels, rank smarter to deliver the right things right Focus on Client Value Value Proposition: Elaborate solutions by applying design thinking methods to get feedback early and often Measure, Learn and Improve Value Proposition: Demonstrate measured improvement and plan more effectively Get Up & Running Quickly Value Proposition: Complete SAFe alignment out of the box 26

27 Use the IBM CE solution to scale agile Details aligned with key value propositions Organizational alignment Real-time consolidated Roadmap at all SAFe levels Reports that provide insight into work driven from business strategy and priorities Invest within capacity to deliver quickly WIP-limited Enforced workflow WSJF triage and sorting Soft dependency identification Focus on client value ROI ranking using auto calculated WSJF Value tracking at all levels aligned to changes delivered Measure, learn and improve Dashboards for visibility Align work based on business strategy and priorities Value-based portfolio metrics Track value delivery and trends Get Up and Running Quickly Templates speed-up the creation project areas Starter sets to create Dashboards Structure Artifacts Attributes Activities/Workflow 27

28 And our differentiation Address cultural transformation challenges Process guidance embedded in the tooling through work item templates and links for common SAFe activities Align teams with different processes and speeds Programs provide the framework to coordinate individual teams Build in quality Manage Test Assets and Test results mapping to all levels of SAFe Requirements governance as needed Solution modeling and design Non-Functional, System, User requirements Standards Configure for practical SAFe adoption Take what is valuable, ignore the rest Customize for organization needs Flexible implementation patterns to fit structure and size 28

29 Involve all roles in the end-to-end lifecycle Complete cross-domain lifecycle support Change Management (RTC) Requirements Management (RDNG) Quality Management (RQM) Modeling (Rhapsody/DM) Cross-domain reporting for planning & execution status End-to-end traceability reports Planning Progress Execution Status & Risk 29

30 Support for SAFe 4.0 (in the box in 6.0.3!) Get your SAFe Portfolio up and running in an hour! Tooling configuration Artifacts and attributes Key concepts: Economic ranking, lean thinking, value-based delivery Plans to support key activities: Roadmap, Kanban, WSJF Ranked List Agile Team-based Planning Reports Built-in process guidance 30

31 Changes to Tooling & Collateral in CLM for SAFe 4.0 Read all about it! What s new with SAFe in CLM Rational Team Concert Feature & Story: Added MVP attribute Learning Milestone: Added to Program template PI Objective: Added Stretch Objective Function: Proposed attribute editable in Plan Views, WSJF (decimal) sortable in plan views Rational DOORS Next Generation Process Guidance: Added Type Description hyperlink to additional guidance on all SAFe artifacts Rational Quality Manager Roles: Added Test Administrator 31

32 SAFe 4.5 support (beta) Get your SAFe environment up and running in an hour! Reports Tooling configuration, including support for all 4 configurations out of the box Artifacts and attributes Key concepts: Economic ranking, lean thinking, value-based delivery Plans to support key activities: Roadmap, Kanban, WSJF Ranked List Agile Team-based Planning Built-in process guidance 32

33 SAFe 4.5: Changes to Tooling & Collateral Rational Team Concert Value Stream Solution changes Plan Types, Plan Views Roles: Value Stream Engineer Solution Train Engineer Timeline Iterations Work Items: Value Stream Epic Name, PI Objective Value Stream type Add Compliance Enabler Type Epic Value Statement Epic Hypothesis Statement Capability/Feature Description Benefit Hypothesis Workflow changes for Kanban Process Descriptions Rational DOORS Next Generation Lightweight Business Case Lean Business Case Compliance content in Solution Intent Rational Quality Manager Value Stream Solution changes to dashboard, categories developerworks & RMC Content Artifact guidance Process documentation (RMC) Videos, demo environments 33

34 Artifact Taxonomy Solution Intent, Solution Context, Requirements (System, User, Non- Functional), Lifecycle Scenarios (Acts, Scenes, Roles), Graphics (wireframes, architecture), Models (link to Rhapsody/DM) Solution Elaboration Artifacts (RDNG) Business Artifacts Strategic Themes, Lightweight Business Cases, Value Streams, Programs, Vision (RDNG) Epics, Capabilities, Features, Learning Milestones, PI Objectives Change Artifacts (RTC) Quality Artifacts (RQM) Test Suites, Test Plans, Test Cases 34

35 SAFe 4.5 Beta Templates Supporting all 4 Configuration Full SAFe Portfolio SAFe Large Solution SAFe Essential SAFe Across all of CLM CLM LPA RTC RDNG RQM Create SAFe Configurations in tooling with the push of a button Instrument updates in templates consistent with SAFe new templates in CLM (LPA), RTC, RDNG, RQM 35

36 IBM s support for scaling agile Evolving 36

37 Start simply, evolve as necessary Out-of-the-box CLM templates allow you to create a SAFe-based Program or Portfolio infrastructure in 10 minutes Start simple and evolve Complete support for SAFe Programs and Teams Partial SAFe Full, Portfolio, Large Solution Complete support for SAFe, all levels RTC RTC CLM (RTC + RDNG + RQM) Lightweight requirements management (via RTC work items) Lightweight requirements management (no formal requirements or solutioning artifacts) Cross-domain support for requirements, change and quality management 37

38 One size does not fit all Many teams, different needs Small Teams Simple Applications Simple process Cloud-based development and deployment High risk tolerance Minimal or no orchestration or planning requirements Large teams Complex, Regulated Development Multiple processes, rigorous governance and compliance Multi-platform, multi-technology development and deployment Low risk tolerance Complex orchestration and planning with dependency management across many teams 38

39 Typical Adoption Path 1. Start with Agile Teams, add Program level = Essential SAFe RTC supports this Add RDNG and/or RQM for added requirements and quality management governance 2. Scale up to the Portfolio level as needed = Portfolio SAFe RTC supports this with limited Portfolio support Adding RDNG creates additional Portfolio artifacts for budgeting and decision-making 3. Add cross-domain capabilities for Portfolio, Full or Large Solution SAFe Scale up to cross-domain capabilities when and if you are ready RTC (Essential SAFe) RTC (Essential + Portfolio SAFe) CLM (Essential + Portfolio, Full or Large Solution SAFe) 39

40 Evolving to Agile Requirements Management The Basics Strategic Theme Value Stream Program The Obvious System Requirements User Requirements Non-Functional Requirements The New Stuff Vision Solution Intent Solution Context Lifecycle Scenario (Act, Scene) Lean Business Case 40

41 RTC Project Area (SAFe) CLM Lifecycle Project Area Support for all levels, multiple processes Templates enable you to set up a SAFe tooling infrastructure that supports best practices out of the box! Portfolio Portfolio Large Solution (optional) Flexible configuration options allow you to choose what works for you! Value Stream Agile Team 1 Team SAFe-based Program Program Agile Team 2 Team Team 1 Team Traditional (Waterfall) Program Program Team 2 Team RTC Project Area (FPMT) Agile Team 3 Team CLM Lifecycle Project Area (MtM) 41

42 IBM s support for scaling agile Enterprise Reporting 42

43 Covering the industry-standard metrics Alignment Progress Value Delivery Performance Investment Budget & Allocation Roadmaps Dependencies Status Scope Added/Removed Sunset Graph Planned/Actual Value Ready for System Demo Progress Measure Velocity Estimated vs Actual Story Points Achieved Value PI Performance 43

44 Investment & Budget Allocation How many Program-level work items are associated with specific Strategic Themes and what is that work? 44

45 continued How is our bucket of money disbursed across Value Streams and Programs? How does that compare to allocation of resource/cost and the Total Market Opportunity? 45

46 Dependencies Blocked Program Hard dependencies between work items Blocking Program Soft Dependencies Blocked for a reason 46

47 Roadmaps At all levels Portfolio, Large Solution (Value Stream), Program 47

48 Roadmaps Drilling into the details Proposed and Planned PI targets Program work: Summary, Status Program doing the work Support for agile and waterfall Programs 48

49 Execution Progress and Effort At all levels Portfolio, Large Solution (Value Stream), Program 49

50 Sunset Graphs: Tracking delivery of value Features delivered (or to be delivered) Associated Stories and planned value Mandatory: 7-10 Important: 4-6 Optional:

51 Tracking value As work is completed, system demonstrations are queued up so that value can be assessed 51

52 Progress & Estimation 52

53 Velocity 53

54 Trends in value delivery Average achieved value by PI Table view allows you to drill down into details for each achieved value What value was delivered? 54

55 Now and in the future Managing Dependencies 55

56 How can you manage dependencies today? Dependency Reports Blocked Program Hard dependencies between work items Blocking Program Dependency Reports: Provides visibility Dynamically change scope Cross-Team/Program/Value Stream No visual indicator Not actionable No drill up/down No easy way to know how to mitigate 56

57 How can you manage dependencies today? Plan Views Roadmap Plans: Provides visibility Visual indicator Actionable Scope is static No drill up/down No easy way to know how to mitigate No cross-program in Kanban view 57

58 What are the key characteristics of a dependency board? Actionable Ability to change dependencies or target iterations Add/remove dependencies Flexible Scope to any level Include/exclude work item types Consumable Based on real-time, or near real-time data Add as a widget on any dashboard 58

59 What do we have in mind? 59

60 How we do SAFe Eating our own dog food 60

61 Our motivation to change Increase efficiency and effectiveness of our continuous delivery process Pressures Improvements Wasted time on low-value activities Adoption of lean and agile principles organization-wide Feature delivery cycle time too slow Portfolio-level planning on business release boundary No insight into ability to deliver value Data persistence through tooling for visibility, traceability, reporting But first, we had to address the hardest part Change the way we work! 61

62 Why SAFe? Not vendor-specific, independently developed Based on sound lean and agile principles applied across all layers of an enterprise organization Well-defined Addresses issues current enterprises face today Consistent terminology that is well-defined (so we don t have to do that!) Standard framework known across the industry (so we don t have to prove the value!) Experts that can help By leading a SAFe-based transformation internally, we have personal understanding of the challenges and benefits specifically when applying our own tools to address the issues It s important to our customers It s important to us Lead by example 62

63 Our SAFe Portfolio (Full SAFe Configuration) Our SAFe Portfolio environment uses CLM* with SAFe 4.5 to orchestrate the planning and delivery of the CLM and CE tooling ALM Portfolio ALM Solution (CE/CLM) CLM Lifecycle Project Area RTC RDNG RQM Rhapsody Rhapsody/D M Reporting (JRS, RELM, LQE) Jazz Foundation * We self-host on the latest CLM environment always! 63

64 Our evolutionary approach to SAFe adoption Mapping SAFe s key concepts to ALM Portfolio processes Kanban Economic Ranking Value & Quality Solutioning Do not use the Kanban view and do not enforce WIP limits Use Kanban workflow and Roadmap views to apply workflow and WSJF Use WSJF to come up with initial ranked list of Epics and Capabilities Apply priority to further refine the Capability ranked list to include those must do items Focused on impacting quality through articulation of Acceptance/Success Criteria Some solution test related to Solutioning artifacts Not yet capturing the notion of Value Some articulation of solution intent and context, lifecycle scenarios Not widespread Do not articulate any other formal requirements 64

65 Engineering Offering Management Refinement and re-prioritization is a collaborative effort between Offering Management and Engineering Our taxonomy Portfolio Strategy and Initiatives What will differentiate us aligned with business strategy Why will it do that Definition of solution/project that realizes the value delivery and ROI proposition Economic thinking!!! Analysis (Solutioning) Detailed definition of Solution Intent and Context Formal requirements live here (if necessary): System, User, Non-Functional Requirements Use Cases: Scenarios, Roles, Wireframes Refinement of what and how Demonstrable value at each iteration Technology Delivery How will we deliver capabilities Technology decisions live here Strategic Theme Portfolio Epic Scope: Cross-Value Stream, Multi-year Solution Epic Scope: Cross-Program, > 1 Program Increment Capability Scope: Cross-Program, Program Increment Feature (any work item type) Scope: Cross-Team, Program Increment Story (Use Case) Scope: Sprint Task (Technology) Scope: < Sprint Breakdown into lower levels of granularity Portfolio > Solution > Program > Team 65

66 Our Portfolio Kanban process Portfolio Epic Input: Portfolio Epics (business initiatives) Output: Solution Epics Capabilities Value Stream Backlog (Some solution level work) Funnel Review Analysis Backlog Ideas from any stakeholders (marketing, sales, support, customers) New business opportunities Infrastructure and architectural issues Cost reduction initiatives Epic Hypothesis Statement defined Initial WSJF triage Solution trade-offs and analysis Customer feedback (Design Partner Program) Refined WSJF Go/No-Go decision Approved Portfolio Epics Continuous reprioritization (WSJF) 66

67 Our next PI Planning Process Review Solution Epics on roadmap and in backlog Moving Epics through the Kanban Funnel Epic Owner (Portfolio) creates initial Solution Epics with Epic Hypothesis Statement Review Solution (Offering Mgmt) Team performs initial triage, sets WSJF Analysis Solution (Offering) Manager/Archite ct refines into Capabilities to identify iterative development plan Ready (for Approval) Epic and Capabilities are Proposed on Solution Roadmap Reviewing -> Analyzing -> Ready -> Approved -> Approved Capabilities are Ready for Approval with allocated capacity resulting in a committed PI plan Capabilities created in the Funnel 67

68 Our next PI Planning Process Review Capabilities on roadmap and in backlog Moving Capabilities through the Kanban Funnel Analysis Ready (for Approval) Approved Implementing Capability created by Solution (Offering) Manager/Archit ect Solution (Offering) team begins conversation with engineering on top-ranked Capabilities, starts tracking Program-level plan items Initial capacity (estimated effort) assigned, proposed plan is committed from capacity perspective Planned For is set on Capability Committed to next PI Analyzing -> Ready -> Approved -> Implementing -> Confirm (and monitor) tracked Program plan items to ensure alignment with commitment 68

69 High-Level Domain Model 69

70 Traceability Model How our SAFe artifacts hang together 70

71 Working dashboard for all Stakeholders Executive View Roadmaps By Customer, By Program, By PI Potential issues, scope changes, planning discrepancies thinks we want to keep an eye on Current PI status The Execution views Stuff we need to know about to plan the next two Pis and watch planning progress 71

72 Experiences from the experts Customer Testimonials 72

73 Summary [Blog] Words of wisdom from a few of the scaled agile "experts" at Interconnect 2017 NICEActimize DevOps.com interview: IBM InterConnect 2017 w/igal Levi, NICE Actimize Pôle emploi: Scheduling and prioritizing development backlog with the Scaled Agile Framework Softplan: Gaining robust visibility with IBM Rational software and the Scaled Agile Framework methodology US Department of State: Customer Reference 73

74 SAFely Scaling Agile at the US State Department Business Need Reduce or eliminate siloed system development Improve transparency of connected systems to understand cross-system dependencies Improve release delivery cycle time Modernize tooling to support distributed environments Rational Collaborative Lifecycle Management (RTC, RDNG, RQM) Scaled Agile Framework (SAFe ) Solution Implementation IBM Collaborative Lifecycle Management cross-domain solution SAFe methodology adoption in CLM tooling (SAFe 4.0) Scaled Agile Coaching embedded into the team as part of transformation Key Benefits 50% of systems moved to SAFe process in 18 months, enabled by CLM with SAFe Improved efficiency and productivity through much higher collaboration among and across distributed teams Right-sized role-based insight through highly configurable dashboards and embedded reports Rave reviews from consumers due to focus on end-user experience driven from Systems organized around Value Streams 74

75 SAFe Implementation at NICEActimize Business Need Improve quality and efficiency Reduce feature cycle time Adopt a business-oriented sense of ownership for a complete deliverable Increase R&D throughput Provide insight into cross-system dependencies Rational Collaborative Lifecycle Management (RTC, RDNG, RQM) Scaled Agile Framework (SAFe ) Solution Implementation IBM Rational Team Concert with Scaled Agile Framework (SAFe ) methodology Key Benefits Unified methodology and singular vocabulary has improved collaboration and broken down silos Improved quality and efficiency in less than 6 months, and still improving! 75

76 Pôle emploi reduces software development backlog with the Scaled Agile Framework (SAFe) Business Need Address a serious work backlog for development teams Improve processes and address urgent customer requests more quickly Unify processes across waterfall and agile teams to effectively manage work Eliminate manual methods (spreadsheets, reports) that fail to provide adequate Solution Implementation IBM Rational Team Concert with Scaled Agile Framework (SAFe ) methodology 1,000 internal and external staff members are now using the technology Key Benefits 90% satisfaction rate among project managers Increased visibility with near real-time access to status Automated reporting so that users receive better information in less time Unified way of working with improved collaboration across all teams (internal and external) Faster on-boarding for new teams visibility By using this tool, everyone is using the same methodologies, so it helps us with collaboration and making sure all of the teams are working in the same way. Remy Spagnoli, Process and Tools Manager 76

77 Eating our own dog food: Watson IoT ALM Portfolio Offering Management Team Business Need Improved alignment and visibility between engineering effort and investment and business strategy Roadmap views for the business, for customers, for stakeholders Progress and status across multiple, inter-dependent teams delivering change Collaboration across multiple non-engineering stakeholder organizations: support, marketing, sales, enablement Rational Collaborative Lifecycle Management (RTC, RDNG, RQM) Scaled Agile Framework (SAFe ) Solution Implementation IBM Collaborative Lifecycle Management cross-domain solution with the SAFe support customized for our organization Key Benefits Improved visibility, traceability and reporting end-to-end Credible roadmaps that can be shared with customers and stakeholders based on 77

78 Summary & Next Steps 78

79 SAFe support in CLM - Mapping IBM Rational Collaborative Lifecycle Management (CLM) Portfolio Solutions (Value Streams) RTC Tracking & Planning Portfolio backlog Solution backlog Roadmap & Kanban views DNG Requirements Mgmt Value Stream Strategic Theme Lean Business Case Solution Elaboration System Requirements RQM Quality Mgmt Solution Test Plan Program Program backlog WSJF Ranked List Roadmap & Kanban views User Requirements Non-Functional Requirements Program Program Test Plan Team Scrum based: Ranked Backlog, Sprint Planning Kanban & Taskboard views User Requirements Non-Functional Requirements Team Test Plan Reports and Dashboards 79

80 Enabling key SAFe concepts in tooling Lean & Agile principles Apply leaning thinking across the portfolio at ALL levels! to eliminate waste and respect work-in-process (WIP) limits Provided through Kanban planning at each SAFe level Economic thinking Value-based delivery Process guidance Avoid the loudest voice, biggest stick syndrome Rank and prioritize based on biggest bang for the buck greatest value at lowest cost Provided through calculated WSJF and WSJF-ranked backlogs for planning at all SAFe levels Capture the notion of value, track it, report on it improve it! Provided through PI Objective at Value Stream, Program and Team levels with reports to track value delivery and trends Help your team learn by doing Process guidance embedded in the tooling through work item templates for common SAFe activities and methodology support 80

81 Where can I learn more? SAFe Landing Page Getting Started with SAFe SAFe 4.5 Assets Contact Us: safeinfo@bg.vnet.com Me! asilber@us.ibm.com 81

82 Questions? 82

83 Thank You! 83