SAFe in a Nutshell SCALED AGILE FRAMEWORK

Transcription

1 SAFe in a Nutshell SCALED AGILE FRAMEWORK

2 CINDY LAKE INTRODUCTION Education MBA/ITM Master of Business Administration/Informational Technology Management 2010 The UNIVERSITY OF PHOENIX, Salt Lake City, Utah BSIT Bachelor of Science in Information Technology 2007 The UNIVERSITY OF PHOENIX, Salt Lake City, Utah Certifications SASM SAFe 4 Certified Advanced Scrum Master 2018 CSM Certified ScrumMaster CSP Certified Scrum Professional 2017 SA SAFe 4 Agilist 2017 PMP Project Management Professional 2011 Pragmatic Marketing III; Foundation, Focus, Build 2016 Professional IT Manager, Project Manager, Scrum Master, Product Owner, SAFe Scrum Master

3 WHAT PROBLEM DOES SAFe TRY TO ADDRESS? How many have worked as PO or Scrum Master with an Agile Development Team? What about more teams? What about co located teams? What does management want to know?

4 Portfolio FOUR LEVELS OF SAFe Large Solution Program Team

5 FULL SAFE OVERVIEW (EACH LAYER IS SCALED)

6 MC USES PORTFOLIO SAFE (THREE LEVELS)

7 Portfolio Management PORTFOLIO Epic Owners Enterprise Architect

8 Lower overhead required by funding projects work BUDGETING Value Stream is funded Business Pivots

9 PROGRAM LEVEL Shared Missing Agile Release Trains (ART) Coordination mid-level governance: System Architect/Engineer Role Product Management Release Train Engineer (RTE)

10 TEAM Agile teams build and deliver value On A cadence Part of the ART Development Team (Dev Team) Product Owner Scrum Master

11 DEV OPS MINDSET Collaboration between Development and IT Operations Developing Automating Continuous delivery pipeline.

12 BUILT IN QUALITY Continuous Integration Test-First Refactoring Pair Work Collective Ownership Agile Architecture

13 RELEASE MANAGEMENT (CROSS- DEPARTMENTAL) Coordination Communication Internal External Communications Product And Solution Management Solution Quality, Compliance Criteria Inspect And Adapt (I&A)

14 Epic SAFe ARTIFACT Feature Stories

15 KANBAN FLOW This Photo by Unknown Author is licensed under CC BY-NC-SA

16 WEIGHTED SHORTEST JOB FIRST (WSJF) LOWEST HANGING FRUIT

17 VALUE STREAMS Development Value Streams (Strategic) Operational Value Streams (Enablers)

18 Theme FLOW OF SAFe ARTIFACTS (WBS) Epic Feature Story Task

19 Timebox where work is completed. ITERATIONS SAFe scales this concept Program Increment Sprint

20 Solution Demo: System Demo Iteration Review DEMO TYPES

21 SAFE PLANNING

22 ROADMAPS This Photo by Unknown Author is licensed under CC BY

23 Portfolio Objectives PI OBJECTIVES Release Train Objectives Team Objectives

24 quarterly planning synchronize the efforts of the Agile Release Train (ART) Two Days: Day 1 Day 2 PROGRAM INCREMENT PLANNING

25 Develop on Cadence Releasing on demand

26 PROJECT MANAGERS ROLE IN SCALED AGILE FRAMEWORK (SAFE)

27 THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK Guide) Fifth Edition states: The role of the project manager is to lead the team that is responsible for achieving the project objectives (PMI, 2013, p. 40). Given the definition of the PM role established by PMI's Project Management Professional (PMP) certification, a shift in this role will create a challenge for the traditional PM.

28 Leadership Team building Motivation CHARACTERISTICS OF A TRADITIONAL PROJECT MANAGER Communication Influencing Decision making Political and cultural awareness Negotiation Trust building Conflict management Coaching

29 WHEN YOU COME TO A FORK IN THE ROAD, TAKE IT BERRA (2001) Through personal experiences with agile transformations, I have witnessed PM struggles with the new role in the lean and agile world. Voices cry out for the good old days, when the PM led initiatives and projects. The new context of the PM role creates a void that will have to be replaced with the acceptance of servant leadership. This Photo by Unknown Author is licensed under CC BY

30 SERVANT LEADER The traditional PM will undergo a paradigm shift from leading projects to embracing the role of a servant leader. The servant leader focuses on serving team members to remove impediments that block the successful product release to market. Servant leadership is one of the key skills the PM will need to adapt to work in the SAFe environment. The transition from the command and control to the servant leader model is challenging at first.

31 SERVANT LEADER Coaches the teams to deliver Emphasizes objectives Invested in the program's overall performance Asks the teams for answers Allows the teams to self-organize and hit their stride Assists others with fixing issues

32 THE AGILE PROJECT MANAGER Observation after reviewing the traditional and agile PM activities, shows that the agile PM has fewer activities to perform during the project or release life cycle. The primary reason is that the project team assumes more responsibility for project execution and continual improvements.

33 Agile frameworks and methods, a Project Manager does not have a defined role. AGILE The Scrum practice prescribes distributing the PM role among the Scrum team members. Agile practitioners describe the PM as an Agile Coach and Facilitator. Scaled Agile Framework (SAFe) practice PM has a potential for the Release Train Engineer (RTE) RTE is responsible as the uber-scrum Master.

34 PMI-ACP The PMI-ACP certification provides a transition point for the certified PM and enables the continued use of knowledge acquired in the PMP certification. A trained PM working within the context of the waterfall method can be at odds with lean and agile thinking. Transforming the PM to the lean and agile thinking will enable change, and organizational change management (OCM) provides the appropriate techniques to support sustainable change.

35 ENTERPRISE AGILITY Enterprise agility is the best model to support the vast skills of a certified PM The SAFe model supports an enterprise agility model that includes: Portfolio Program Delivery Team The PM can participate in either the portfolio, program, or delivery team segments of an organization

36 The roles defined in the SAFe model provide potential transitional opportunities that a PM can assume and thereby become a valuable contributor SAFE ROLES The SAFe portfolio, program, and execution (project) teams are three areas of the traditional project model that the PM will be familiar As the PM role is evaluated using the SAFe model, the PM will take on a new persona and characteristics emphasizing the PM as: Portfolio (PM supports the organization's strategic objectives) Program (PM identifies ways to minimize impediments) Delivery Team (PM provides answers to past team behaviors)

37 SCALED AGILE FRAMEWORK (SAFE) The PM is expected to lead by influence without authority. In the lean and agile world, the PM must become a servant leader. The transformation into a servant leader is difficult when previous experience has been a command-and-control model. The realization of becoming an Agile PM provides a value that enables continual learning and improvement to members in the organization.

38 TRADITIONAL PM VS AGILE PM ROLE Traditional PM: Initiating Identify stakeholder and project charter Planning Establish project scope, refine objectives, define corrective actions to maintain objectives Executing Complete the work defined in Project Plan Monitoring and Controlling Track, Review and Regulate Project Progress and Performance Closing Formally close the project or phase; Close procurement Agile PM: Initiating Product vision evangelist Planning Integration w/ Non-product development teams Stakeholder management Executing Communicate with Non-Product Development Teams Vendor relationship management Monitoring and Learning Metrics (Quality, Cost, and Execution) Integration Progress Risks and Dependencies Closing Formally close the release; Close Procurement

39 PORTFOLIO PM Comparing the PM role in the SAFe model to the traditional PM (Project Portfolio Manager) role. A PM role in the SAFe model supports the portfolio organization.

40 PROGRAM PM The PM charts the future by anticipating and preventing issues that are potential impediments for the team. The role is key for leading organizational change management activities that enable cross-functional teams to adapt to the changes in the working environment.

41 DELIVERY TEAM PM

42 PO RESPONSIBILITIES The Product Owner is responsible for the following: Works with Product Management team to plan releases Ensures that the team pursues the vision Drives business value through a prioritized backlog Defines and accepts user stories Represents the customer answering product questions by the Development team

43 SCRUM MASTER RESPONSIBILITIES The Scrum Master is responsible for the following: Protects the product development team from outside noise Removes impediments Facilitates team meetings Coaches and facilitates agile behavior and practice Serves as Scrum of Scrums Master who facilitates integration (Scrum of Scrums) meetings Manage dependencies and risks Enables the transition from non-agile to agile and lean thinking

44 Knowledge Area Traditional Process SAFe Process Integration Management MAPPING TRADITIONAL TO SAFE PROCESSES Initiating Create Charter Define Strategic Themes (Portfolio) Planning Develop Project Management Plan Prioritize Portfolio Backlog (Portfolio) Executing Direct & Manage Work Optimize Value Streams (Portfolio & Program) Monitoring & Controlling Monitoring & Controlling Project Work Perform Integrated Change Control Lean Portfolio Metrics (Portfolio) Release Planning Event (Program) Closing Close Project or Phase Close the Release (Portfolio, Program & Team)

45 Knowledge Area Scope Management Traditional Process SAFe Process MAPPING TRADITIONAL TO SAFE PROCESSES Planning Plan Scope Prioritize Portfolio Backlog (Portfolio) Collect Requirements Define Scope Create WBS Split Epics, Prioritize Features (Portfolio) Prioritize Product Backlog (Program & Team) Prioritize Team Sprint Backlog Monitoring & Controlling Validate Scope Defined by the Prioritized work in the Product backlog (Portfolio & Program) Control Scope Execution team size and velocity limits scope (Team)

46 Knowledge Area Traditional Process SAFe Process Time Management Planning Plan Schedule Management Fixed Sprints and PSI Durations (Program & Team) MAPPING TRADITIONAL TO SAFE PROCESSES Define Activities Sequence Activities Estimate Activity Resources Frequent Backlog Grooming (Program & Team) Prioritize User Stories (Team) Observed Team Velocity (Team) Estimate Activity Durations Develop Schedule User Stories sized based on Fist of 5 and Fibonacci Sequence (Team) Team Members Commit to Sprint Backlog (Team) Monitoring & Controlling Control Schedule Fixed Sprints and PSI Durations (Team)

47 Knowledge Area Traditional Process SAFe Process MAPPING Cost Management TRADITIONAL TO SAFE PROCESSES Planning Plan Cost Management Agile Release Train (ART) Funding (Portfolio) Estimate Costs Determine Budget Allocation based on Customer Demands (Portfolio) ART Budget (Portfolio & Program) Monitoring & Controlling Control Costs Costs are defined on a PSI Boundary (Program & Team)

48 Knowledge Area Traditional Process SAFe Process MAPPING Quality Management TRADITIONAL TO SAFE PROCESSES Planning Executing Monitoring & Controlling Plan Quality Management Perform Quality Management Perform Quality Control Definition of Ready (Team) Behavior Driven Dev (BDD); Acceptance Test Dev (ATDD); Continuous Integration (Team) Definition Of Done, PairTesting (Team)

49 Knowledge Area Traditional Process SAFe Process MAPPING TRADITIONAL TO SAFE PROCESSES Human Resource Management Planning Plan Human Resource Management Evaluate Team Capacity (Team) Executing Acquire Project Team Dedicated Teams Assigned (Team) Develop Project Team Retrospectives and Continual Learning (Team) Manage Project Team Self Organization (Team)

50 Knowledge Area Traditional PM Process Communications Management SAFe Process MAPPING TRADITIONAL PM TO SAFE PROCESSES Planning Executing Monitoring & Controlling Plan Communications Management Daily Stand-up Meetings, Sprint Demos and Retrospectives (Portfolio, Program & Team) Manage Communications Daily Work on Kanban Boards (Portfolio, Program & Team) Control Communications Highly Collaborative environment; Lean Portfolio Metrics radiators (Portfolio, Program & Team)

51 Knowledge Area Traditional Process SAFe Process Risk Management MAPPING TRADITIONAL PM TO SAFE PROCESSES Planning Plan Risk Management Deliver in Small Increments; Mid PSI Reviews (Portfolio, Program & Team) Identify Risks Performance Qualitative Risk Analysis Fishbone & 5 Whys Techniques; Scrum of Scrums (Portfolio, Program & Team) Swarm and Proactively Resolve (Portfolio, Program & Team) Monitoring & Controlling Perform Quantitative Risk Analysis Plan Risk Analysis Control Risks Swarm and Proactively resolve (Portfolio, Program & Team) Mid Sprint Reviews (Portfolio, Program & Team) Apply WIP Constraints inspect and Adapt; Remove Impediments (Portfolio, Program & Team)

52 Knowledge Area Traditional Process SAFe Process MAPPING TRADITIONAL TO SAFE PROCESSES Procurement Management Planning Plan Procurement Management Establish Strategic Relationships (Portfolio) Executing Conduct Procurements Develop Business Partners (Portfolio, Program & Team) Monitoring & Controlling Control Procurements Align with Lean and Agile Practices (Program & Team) Closing Close Procurements Close Contracts (Program & Team)

53 Knowledge Area Traditional Process SAFe Process Stakeholder Management MAPPING TRADITIONAL TO SAFE PROCESSES Initiating Identify Stakeholder Identify Business Partners (Portfolio, Program & Team) Planning Executing Monitoring & Controlling Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder engagement Align to a Common Vision (Portfolio, Program & Team) Frequent Collaboration; Team Agreements (Portfolio, Program & Team) Limit Team Interference (Program & Team)

54 SOURCE PROCESSES The SAFe processes are retrieved from scaledagileframework.com The PMI Knowledge Areas, Process Groups, and project management processes are from the PMBOK Guide - Fifth Edition (2013) Cornelius, D. A. (2014). The PM role in a lean and agile world. Paper presented at PMI Global Congress 2014 North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.

55 QUESTIONS