SAFe ®

for Teams I
Establishing Team Agility for
Agile Release Trains

SAFe® Course — Attending this course gives students

access to the SAFe Practitioner exam and related
preparation materials.

5.1.1

PROVIDED BY

SAFe® IscALE □ AGIL~ ®

© Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Welcome to the course!
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For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

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For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

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For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

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For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

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Enterprise Solution Delivery Lean Portfolio Management Strategy &

lnvestn1en1 Funding
• Apply Lean system engineering to build really b19 systems • Align slrategy, funding, and execution
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SAFe®Implementation Roadmap Business results

30-75%

Leading SAFe• for

SAFe• Government
(Reach the tipping point) 10-50% 25- 75%
Lean Portfolio
Implementing SAFe• Leading SAFe• Management

- SCALED AGILE '

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Train Teams and
(( Prepare for ART Launch
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SCALED AGILE ®
1/23/20 scaledagilefra mework.com/i mplementat ion-roadma p © Scaled Ag ile, Inc.
 Hidden Topic Title Text

SAFe® Courses and Certifications

Leading SAFe" I Thriving in the Digital Age with Business Agility I• with SAFe ® 5 Agilist Certification

Implementing SAFe" I Achieving Business Agi lity with the Sca led Agile Framework I♦ with SAFe• 5 Program Consultant Certification

SAFe" for Government I Applying Lean-Agile Practices in the Public Sector with SAFe® I• with SAFe ® 5 Government Practitioner Certification

Lean Portfolio Management I Aligning Strategy with Execution I• with SAFe ® 5 Lean Portfolio Manager Certification

SAFe" Product Owner/Product Manager I Delivering Value through Effective Program Increment Execution I♦ with SAFe ® 5 Product Owner/Product Manager Certification

Agile Product Management I Using Design Thinking to Create Valuable Products in the Lean Enterprise I • with SAFe ® 5 Agile Product Manager Certification

SAFe" Scrum Master I Applying the Scrum Master Role within a SAFe® Enterprise I• with SAFe ® 5 Scrum Master Certification

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SAFe" Advanced Scrum Master I Advancing Scrum Master Servant Leadership with SAFe ® I• with SAFe ® 5 Advanced Scrum Master Certification

SAFe" Release Train Engineer I Facilitating Lean-Agi le Program Execution I♦ with SAFe ® 5 Release Train Engineer Certification

SAFe" for Architects I Architecting for Continuous Value Flow with SAFe ® I• with SAFe ® 5 Architect Certification

SAFe" DevOps I Optimizing Your Value Stream I• with SAFe ® 5 DevOps Practitioner Certification

SAFe" for Teams I Establishing Team Agility for Agile Release Trains I♦ with SAFe ® 5 Practitioner Certification

Agile Software Engineering I Enabling Technical Agility for the Lean Enterprise I♦ with SAFe ® 5 Agile Software Engineer Certification
 Table of Contents
Privacy Notice........................................................................ 11

Course Introduction................................................................ 12

Lesson 1: Introducing SAFe................................................... 14

Lesson 2: Building an Agile Team........................................... 49

Lesson 3: Planning the Iteration............................................. 67

Lesson 4: Executing the Iteration........................................... 90

Lesson 5: Executing the Program Increment....................... 123

Lesson 6: Practicing SAFe................................................... 151

SAFe Glossary..................................................................... 159

Workbook 10 © Scaled Agile, Inc.

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 Privacy Notice
Your name, company, and email address will be shared with Scaled Agile, Inc. for course fulfillment, including
testing and certification. Your information will be used in accordance with the Scaled Agile privacy policy
available at https://www.scaledagile.com/privacy-policy/.

Workbook 11 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 I

1 s
~ SAFe· cALEo AGILE-r
0

© Scaled Agile, In c.

Logistics

► Course meeting times

► Breaks

► Facilities

► Technology requirements

► Working agreements

SCALED AGILE • <> Scalod AgUo. Inc. 1-2

Workbook 12 © Scaled Agile, Inc.

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 Course outline

► Lesson 1: Introducing SAFe

► Lesson 2: Building an Agile Team

► Lesson 3: Planning the Iteration

► Lesson 4: Executing the Iteration

► Lesson 5: Executing the Program Increment (Pl)

► Lesson 6: Practicing SAFe

SCALED AGILE • © Soalod AgUo. lno. 1-3

Introducing the SAFe Practitioner

Action Plan

In your workbook you will find the Action Plan

At the end of each lesson, you will have an

opportunity to add ideas, insights, and
improvement items as a takeaway from each
of the lessons

1-4

Workbook 13 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 SCALED AGILe ·

Lesson Topics
1.1 The Scaled Agile
Framework .
1.2 The Seven Core
Competencies of Business ,:,
Agility

1.3 The Lean-Agile

Mindset

1.4 Lean and Agile at scale

with the SAFe principles

1.5 Scrum, Kanban and

Quality practices
1-6

Workbook 14 © Scaled Agile, Inc.

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 Learning objectives

At the end of this lesson, you should be able to:

► Describe what is necessary to thrive in the digital age

► Recognize SAFe as an operating system for Business Agility

► Summarize the seven core competencies of Business Agility

► Embrace the Lean-Agile Mindset

► Identify the SAFe Lean-Agile Principles

► Describe Scrum, Kanban, and XP Practices

SCALED AGILE • © Soalod AgUo. lno. 1-7

1.1 The Scaled Agile Framework

SCALED AGILE . · · ·• ·· ·

Workbook 15 © Scaled Agile, Inc.

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 A new economic landscape

► "BMW Group's CEO expects that in their future more than half of its research and
development staff will be software developers." (Mik Kersten, Project to Product)

► The market cap of Tesla ($464B market cap, $24B revenue) now exceeds the
market cap of Ford ($33B market cap, $156B revenue) at a 14:1 value ratio
(November 2020)

► Apple is now the biggest watchmaker in the world (lnvestopedia 2019)

SCALED AGILE • <> Scalod AgUo. Inc.

Workbook 16 © Scaled Agile, Inc.

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 The solution is not to trash what we know and start
over but instead to reintroduce, in an organic way,
a second system-one which would be familiar to
most successful entrepreneurs.
-John P. Kotter

1-12

Workbook 17 © Scaled Agile, Inc.

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 We need a dual operating system for Business Agility

Efficiency and stability

f t ' \ customer
~ Centricity

Speed of innovation

SCALED AGILE • © Soalod AgUo. lno. 1-13

And we have just such an operating system at our fingertips

Value Stream network Functional hierarchy

- -....,.G.,1-,~' - ~ . . . . . . . _ .lif=,- -T T',~

,"" . ...----
So1Ution•
~ v,...,. Su..m• LARGE ~~P
~ SOLUTION

SCALED AGILE • © Soalod AgUo. In,. 1-14

Workbook 18 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 SAFe® 5 for Lean Enterprises is a
knowledge base of proven,
integrated principles, practices,
and competencies for achieving
Business Agility by implementing tI : : -
k .... •-

Lean, Agile, and DevOps at scale.

1-15

Why SAFe?

SAFe's business benefits are derived directly from case studies written by SAFe customers.

JQo/o
Happier, 5Qo/o
A more motivated Faster
V:::!J employees time-to-market-=~

35010 5QO/o
/,'.j Increase in Defect
.oIJ.Il productivity
- - - ~ ai<?>i
reduction
:

Typical results from http://bit.ly/SAFeCustomerStories 1_16

Workbook 19 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 SAFe: Roots, past, present, and future

2011 Field experience at Enterprise scale Now ...

SAFe 1.0
•
SAFe 2.0 SAFe 4.6 SAFeS
LSE

Lean product development I Agile development I DevOps I Systems thinking

SCALED AGILE • © Soalod AgUo. lno. 1-17

1.2 The Seven Core Competencies

of Business Agility

SCALED AGILE . · · ·• ·· ·

Workbook 20 © Scaled Agile, Inc.

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 The Seven Core Competencies of Business Agility

~ Enterprise Solution Lean Portfolio ~

~ Delivery

,...,
Management '@J

..

Agile Product Organizational

Delivery
( cuP..e, \ Agility

, ..,I
'-. Centricity

Team And Lean-Agile Continuous

' Technical Agility Learning Culture
Leadership

(@
SCALED AGILE • © Soalod AgUo. lno. 1-19

► High-performing, cross-functional Agile teams

► Teams of business and technical teams build Solutions

► Quality business Solutions delight Customers

Agile Teams Teams of Agile Teams Built-In Quality

AGILE RELEASE TRAIN

SCALED AGILE • © Soalod AgUo. In,. 1-20

Workbook 21 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Agile Product Delivery

► The Customer is the center of your product strategy

► Decouple the release of value from the development cadence

► Continuously explore, integrate, deploy, and release

Customer Centricity Develop on cadence DevOps and the

and Design Thinking and release on demand Continuous Delivery Pipeline

@ • •• • • • • ,;._...;,A=GILE RELEASE T.RAIN

00
SCALED AGILE • © Soalod AgUo. lno. 1-21

► Apply Lean system engineering practices to build really big systems

► Coordinate and align the full supply chain

► Continue to enhance value after release

Lean System and Coordinate Trains Continuously Evolve

Solution Engineering and Suppliers Live Systems

Solution Train

SCALED AGILE • © Soalod AgUo. In,.

IIIC '1ffit.'m4
- 1-22

Workbook 22 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 ► Align strategy, funding, and Strategy &
execution Investment Funding

► Optimize operations across the

portfolio

► Lightweight governance empowers

decentralized decision-making Lean Agile Portfolio
Governance Operations

SCALED AGILE • © Soalod AgUo. lno. 1-23

► Create an enterprise-wide, Lean-Agile mindset

► Map and continuously improve business processes

► Respond quickly to opportunities and threats

Lean-thinking People Lean Business Strategy Agility

and Agile Teams Operations

, ....
__. PNNNl'4 .__
··•
SCALED AGILE • © Soalod AgUo. In,. 1-24

Workbook 23 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 ► Everyone in the organization learns and grows together

► Exploration and creativity are part of the organization's DNA

► Continuously improving solutions, services, and processes is everyone's

responsibility

Learning Organization Innovation Culture

-~
Relentless Improvement

'-®>
SCALED AGILE • © Soalod AgUo. lno.
• ~
1-25

► Inspire others by modeling desired behaviors

► Align mindset, words, and actions to Lean-Agile values and principles

► Actively lead the change and guide others to the new way of working

Leading by Example

iii
••
Mindset & Principles

·---,
Leading Change

--
(
---❖
SCALED AGILE • © Soalod AgUo. In,. 1-26

Workbook 24 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 SAFe configurations

Four configurations provide the right solution for each Enterprise .

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SCALED AGILE • © Soalod AgUo. lno. 1-27

Positioning an Agile Team in a SAFe Enterprise

Essential SAFe
contains:

Roles and activities, and

events and processes which
Agile Teams use to build ..
, '!:!-
and deliver value in the
c -..
~
context of the ART ~ 0

$ !!.
-
•
SCALED AGILE • © Soalod AgUo. In,. 1-28

Workbook 25 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 1.3 The Lean-Agile Mindset

SCALED AGILE . ~-
.

Lean thinking

✓ Precisely specify value

by product

✓ Identify the Value

Stream for each product
Customer
1 ---------------- Lead Time ----------------,
✓ Make value flow without I •
Trigger

✓
interruptions

Let the Customer pull

value from the producer
Step 1

REPEAT _ ______,]
111
✓ Pursue perfection

Lean Thinking: Banish Waste and Create

Wealth in your Corporation, James Womack
and Daniel Jones 1-30

Workbook 26 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 SAFe House of Lean

The Lean thinking mindset is embodied in the SAFe House of Lean

e!
:::J

-'-
0

t5
(I)
....,
:i
(.)
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en
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0.. co u::: 0 (I) 0
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(I)
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LEADERSHIP

SCALED AGILE • © Soalod AgUo. lno. 1-31

Value

Achieve the shortest sustainable lead

time with:

► The best quality and value to e!

:::J
'-...., en c
people and society .2 :i
...., (.)
C:
0 en (I)
(I) E
(.) ""CJ 3 ~ :;::; (I)
(I) C:
0.. co
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en (I) u::: 0 (I) 0
► High morale, safety, and Customer (I)_
C:
C:
<ii 0..
0::: 0..
0
o::: E
delight (I)
0..

LEADERSHIP
There is only one boss. The customer.
And he can fire everybody in the company.
-Sam Walton
SCALED AGILE • © Soalod AgUo. In,. 1-32

Workbook 27 © Scaled Agile, Inc.

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 Respect for people and culture

► Generative culture

► People do all the work

► Your Customer is whoever ...

03 -
f
::I
u, c
-
C CJ) Q)
.... CJ 0
Q) E
consumes your work CJ "O ~ :;::; Q)
Cl) C > C >
c. ca 0 Q) 0
Ill Cl)
Cl)_
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C
Q) 0..
r:t: o::: E
► Build long-term partnerships based C.
0
Cl)

on trust C.

► To change the culture, you have to LEADERSHIP

change the organization
Culture eats strategy for breakfast.
-Peter Drucker

SCALED AGILE • © Soalod AgUo. lno. 1-33

Flow

► Optimize sustainable value

delivery

► Build in quality ~
:J
._....,
.2 u, c
...., :5
C CJ) Q)
0
(.)
~
Q) E
► Understand, exploit, and manage (.) "O ~ :;::; Q)
Q) C
cu
0 > C >
Q_
LL 0 Q) 0
variability CJ)
Q) -
Q) C
C
Q) 0..
0::: Q_ o::: E
0
Q)
Q_
► Move from projects to products

LEADERSHIP
Operating a product development process
near full utilization is an economic disaster.
-Don Reinertsen
SCALED AGILE • © Soalod AgUo. In,. 1-34

Workbook 28 © Scaled Agile, Inc.

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 Innovation

► Innovative people

► Provide time and space for

Q)
innovation '-
::i
'- ...., C: CJ) c
.2 ::i
(.) 0 CJ) Q)

t5 ~
;; Q) E
► Go see Q)
"O
C 0
nl
> 'EQ) Q)
>
cu
0..
CJ)
Q) -
Q)
u::: 0
C: Q) 0.. e
0::: 0.. .5 0::: E
► Experimentation and feedback 0
Q)
0..

► Innovation riptides
LEADERSHIP
► Pivot without mercy or guilt
Innovation comes from the producer.
-W. Edwards Deming

SCALED AGILE • © Soalod AgUo. lno. 1-35

Relentless improvement

► A constant sense of danger

► Optimize the whole

► Problem-solving culture .2
'-
Q)
'-
::i
....,
::i
(.)
C
0
Ill
Ill
Cl)
-
C:
Cl)
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t5
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►
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Base improvements on facts CJ)
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0
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Cl)
ai
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0::: 0.. 0:: E
0
Q)
► Reflect at key Milestones 0..

LEADERSHIP
Those who adapt the fastest win.

SCALED AGILE • © Soalod AgUo. In,. 1-36

Workbook 29 © Scaled Agile, Inc.

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 Leadership

► Lead by example

► Adopt a growth mindset

~
.... ::i
...., c
► Exemplify the values and .2 oo
...., :5
C Cf) Q)
(.) 0
ai E
principles of Lean-Agile and SAFe (.) "O ~ :;::; Q)
Q) C
0.. cu
> C >
0 Q) 0
Cf)
Q) -
Q) C
C
Q) 0..
0::: 0.. o::: E
► Develop people 0
Q)
0..

► Lead the change

LEADERSHIP
► Foster psychological safety
People are already doing their best;
the problems are with the system. Only
management can change the system.

SCALED AGILE • © Soalod AgUo. lno.

-W. Edwards Deming 1_37

Duration

Activity: Assessing a Lean mindset ~

~

► Step 1: Assess where your team stands in embracing a Lean mindset.

► Step 2: Discuss the results of the self-assessment. Do you have similar low
or high scores?
(low) (high)
2 3 4 5
Value delivery

Respect for people and culture

Flow

Innovation

Relentless improvement

Leadership
SCALED AGILE • © Soalod AgUo. In,. 1-38

Workbook 30 © Scaled Agile, Inc.

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 Lean Mindset Self-Assessment

Step 1: Assess where your team stands in embracing a Lean mindset.

Step 2: Discuss the results of the self-assessment. Do you have similar
low or high scores?
(low) (high)
1 2 3 4 5
Value delivery

Respect for people

and culture
Flow

Innovation
Relentless
improvement
Leadership

Notes

Workbook 31 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 The Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

https ://agilemanifesto .org/

SCALED AGILE • © Soalod AgUo. lno. 1-39

The Agile Manifesto Principles

1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes

harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of

months, with a preference for the shorter timescale.

4. Business people and developers must work together daily throughout the
project.
SCALED AGILE • © Soalod AgUo. In,. 1-40

Workbook 32 © Scaled Agile, Inc.

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 The Agile Manifesto Principles

5. Build projects around motivated individuals. Give them the environment and

support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers,

and users should be able to maintain a constant pace indefinitely.

SCALED AGILE ' © Soalod AgUo. lno. 1-41

The Agile Manifesto Principles

9. Continuous attention to technical excellence and good design enhances

agility.

10. Simplicity-the art of maximizing the amount of work not done-is essential.

11. The best architectures, requirements, and designs emerge from self-
organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.

SCALED AGILE ' © Soalod AgUo. In,. 1-42

Workbook 33 © Scaled Agile, Inc.

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 Activity: Agile Manifesto principles ~~
~~

► Step 1: Review the principles ► Step 3: In your group, discuss how

behind the Agile Manifesto. these principles apply in your
context.
► Step 2: As a group, select one or
more principles to discuss. ► Step 4: Provide an example of how
you would apply one of the principles
to your context and share with class.

SCALED AGILE • © Soalod AgUo. lno. 1-43

1.4 Lean and Agile at scale with

the SAFe Principles

SCALED AGILE . · · ·• ·· ·
..

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 SAFe Lean-Agile Principles

#1 Take an economic view

#2 Apply systems thinking

#3 Assume variability; preserve options

#4 Build incrementally with fast, integrated learning cycles

#5 Base milestones on objective evaluation of working systems

#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths

#7 Apply cadence, synchronize with cross-domain planning

#8 Unlock the intrinsic motivation of knowledge workers

#9 Decentralize decision-making

#10 Organize around value

SCALED AGILE • © Soalod AgUo. lno. 1-45

Duration
Video: Building Incrementally: Economic ~
Advantage ~

http://bit.ly/Buildinglncrementally

SCALED AGILE • © Soalod AgUo. In,. 1-46

Workbook 35 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Agile economics: Deliver early and often

Waterfall

Requirements
Design
Implementation
Verification

[j [j[j[j
Documents Documents Unverified System System

SCALED AGILE • © Soalod AgUo. lno. 1-47

Use Iterations and Program Increments to learn quickly

• Do - , Check
• Deadline

t l ART
POCA
Plan ~ Adjust
.II: ?e '
- •-•-•-• -
ti)
I
ii:: Fast, integrated cycles

- - - - -
l > l > l > l > l > Team
POCA

- - - - - - Pl - - - - - - - Time

SCALED AGILE • © Soalod AgUo. In,. 1-48

Workbook 36 © Scaled Agile, Inc.

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 Base milestones on objective evaluation of working systems

Program Increment (Pl) System Demos are orchestrated to deliver objective

progress, product, and process Metrics.

Progress Product Process

•••
U UID I
Objectives

..___ ______ ______....

Feedback

• ~
Product/Solution
Performance
Improvement
Backlog Items

• ~
System Demo

◊------------<◊,-----------<>--+
- - - - - Pl - - - - - - - - - - Pl - - - - -
SCALED AGILE • © Soalod AgUo. lno. 1-49

Visualize and limit WIP, reduce batch size, and manage queue lengths

Long queues: All bad Little's Law

Longer lead times

Increased risk

More variability

Lower quality

Less motivation

Principles of Product Development Flow, Don Reinertsen

SCALED AGILE • © Soalod AgUo. In,. 1-50

Workbook 37 © Scaled Agile, Inc.

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 Visualize and limit work in progress

How is this team doing? How do you know that? Today

Thursday Friday Monday Tuesday Friday Monday

Story
Story Story Story
10
9 8 1
Story Story
11 Story Story 2
7 6
Story
4
Story
5

SCALED AGILE • © Soalod AgUo. lno. 1-51

Duration

Activity: Experience a large batch size ~

~

► Step 1: Create groups of five people with 10 coins

per group. Designate one person as the timekeeper.
The remaining four people will be processing the
coins.

► Step 2: Person by person process each coin.

► Step 3: Pass all coins at the same time to the next

person, who repeats step two until all four people are
done

► Step 4: The timekeeper stops the timer and records

the total time
SCALED AGILE • © Soalod AgUo. In,. 1-52

Workbook 38 © Scaled Agile, Inc.

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 Duration

Activity: Experience a small batch size ~

~

► Step 1: Ensure that the timekeeper is ready to start

the timer

► Step 2: This time, each person processes one coin at

a time and immediately passes each coin to the next
person

► Step 3: The timekeeper will stop the timer when the

last person flips the last coin and records the result

SCALED AGILE • © Soalod AgUo. lno. 1-53

Reduce batch size for higher predictability

Optimum batch size

(lowest total cost)

-
0
t i)
0
Total cost

Transaction
cost

Items per batch

Principles of Product Development Flow, Don Reinertsen

SCALED AGILE • © Soalod AgUo. In,. 1-54

Workbook 39 © Scaled Agile, Inc.

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 Apply cadence, synchronize with cross-domain planning

Cadence-based
hi:liiili::lilflilH
..
planning limits
variability.
Probably need help

•
from a system team System Demos
•
Sys 2
•
Sys 3
•
Sys 4
• Sys 5
System Demos
•
Sys 6
•
Sys 7
•
Sys 8
•
Sys 1

Iterate Iterate Iterate Itera te Iterate Iterate Iterate Iterate

< Continuous Integra tion

>
& Iterate Iterate Iterate Iterate Iterate Itera te Iterate Iterate

•
1h11

&
< Continuous Integ ration
>
Itera te Iterate Iterate Iterate Iterate Iterate
•
Iterate Iterate
1h11
Pl Pl

SCALED AGILE . © Scaled Agi le. Inc. 1-55

Value doesn't follow silos

► Value delivery is
inhibited by handoffs
and delays

► Political boundaries
can prevent
cooperation

► Silos encourage
geographic
distribution of
Business System Hardware Software Test and QA Operations
Engineering functions

► Communication
across silos is
Management challenge: Connect the silos difficult

SCALED AGILE • <> Scalod AgUo. Inc. 1-56

Workbook 40 © Scaled Agile, Inc.

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 Instead, organize around Development Value Streams

The aim of development is in fact the creation of profitable operational value streams.
-Allen C. Ward

► Includes activities from recognizing an opportunity through release and validation

► Contains the steps, the flow of information and material, and the people who develop
the Solutions used by the Operational Value Streams

r------------------
1
Lead Time · - - - - - - - - - - - - - - - - - -
I
I I

Define ••• Build ••• Test ••• Deploy

Feature New increment

request of value

REPE A T FOR PRODUCT LIFETIME

SCALED AGILE • © Soalod AgUo. lno. 1-57

1.5 Scrum, Kanban, and Quality Practices

SCALED AGILE . · · ·• ·· ·

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 From traditional development to Agile

Instead of a large group ... ... working on all of the ... and integrating and delivering value
requirements ... toward the end of development,

-·-···
■■■ I

~
--------------------------------------------------------------------------------------------------------------
• Do . . Check
•
t l
Plan 11- Adjust

• • • •
00000
Have small teams working ... working on small batches ... and delivering value in short
together as a program ... of requirements ... timeboxes with frequent integration
and improvement cycles.

SCALED AGILE • © Soalod AgUo. lno. 1-59

Agile for teams: Scrum

Scrum is built on transparency, inspection, adaptation, and short learning cycles.

ml
ml
ml
ml
ml ■
ml
Iteration Iteration Iteration
Team Planning Review Retrospective Value
Backlog
SCALED AGILE • © Soalod AgUo. In,. 1-60

Workbook 42 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Agile for teams: Kanban

Visualize work flow. Limit work in process. Improve flow.

2 6 4 2 8 6
Team Integrate
Backlog Analyze Review Build and test Accepted

In In
Ready progress

◄ Average W IP and duration are measured from the point

----- ►
work is pulled from the backlog until it is accepted .

SCALED AGILE • © Soalod AgUo. lno. 1-61

Quality practices provides the basis for Technical Agility

Examples of quality practices inspired by extreme Programming (XP)

Test-Driven Coding
Development Standards
Collective
Ownership

XP Pair Work

.. - •
User Stories
Refactoring

Adapted from xprogramming.com

SCALED AGILE • © Soalod AgUo. In,. 1-62

Workbook 43 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Teams in SAFe are part of an Agile Release Train

• :. t "'°"""
Ill
Scrum
Master
' S-
Owner
3 Demo together Explore, integrate, deploy
and release independently

. ' ~ -
Learn
~ Si
t
Ill
Scrum
Master
Product
Owner

'(; ~
Plan
~· • • . ~
together

~ i . '
Product
I
t
1,1
Scrum
Master
Owner

s - - - - Pl - - - -

AGILE RELEASE TRAIN

SCALED AGILE • © Soalod AgUo. lno. 1-63

The ART and teams continuously deliver value

AGILE RELEASE TRAIN

A CALMR approach to DevOps Release on Demand

•• • • ••

•••
Continuous
Exploration

... ,
.

. Continuous
Integration

••
SCALED AGILE • © Soalod AgUo. In,.
- - - - - Pl - - - - - 1-64

Workbook 44 © Scaled Agile, Inc.

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 Action Plan: Introducing SAFe ~~
~~

► Step 1: As a team, brainstorm one to three

actions you could take to improve in any
areas related to this lesson
~
I
--
► Step 2: Individually write down at least one -- ~
improvement item -- ~

► Step 3: Share one item you discussed as a

~ == ~

team and one item you individually wrote in

your Action Plan

SCALED AGILE • © Soalod AgUo. lno. 1-65

Workbook 45 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Action Plan

Introducing SAFe

Workbook Page
I 46 46I © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Lesson review

In this lesson you:

► Described what is necessary to thrive in the digital age

► Recognized SAFe as an operating system for Business Agility

► Explored the seven core competencies of Business Agility

► Explored the Lean-Agile Mindset

► Reviewed the SAFe Lean-Agile Principles

► Described Scrum, Kanban, and XP Practices

SCALED AGILE • <O Soalod Agilo. lno. 1-66

SAFe Collaborate Template -Experience Batch

Video - Lean-Agile Mindset
Sizes
bit.lm/LeanA~ ileMindsetVideo
~

Toolkit - Introducing SAFe

bit.lm/ToolkitsandTemmlates

E-learning -Agile Basics

bit.lm/GetStartedCommunitm

1-67

Workbook 47 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.

Workbook 48 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 SCALED AGILe ·

Org•nlzat!on, 1
rul
Enle 'l)riH
I ,ti
Gove,nmenl

Lesson Topics
.
Agility

L•• nPortfollo
Management

2.1 Forming cross-

functional Agile Teams Enterpriu
Solutlon
Delivery
,:,
2.2 The Scrum Master and CUO- Ctntri<lly

Product Owner roles @

00

2.3 Organizing Agile Tum.ind

Technical t5. ·•- p
0
AglHIY
-·-
Release Trains •
Serum · •-

Bueillffs lTeehnology

Lean-Agile Leadership

2-2

Workbook 49 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Learning objectives

At the end of this lesson, you should be able to:

► Build your Agile Team

► Explain the Scrum Master and Product Owner roles

► Identify the people and teams on the train, and learn about their roles

SCALED AGILE • © Soalod AgUo. lno. 2-3

2.1 Forming cross-functional Agile teams

SCALED AGILE . · · ·• ·· ·

Workbook 50 © Scaled Agile, Inc.

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 Workbook 51 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Build cross-functional Agile Teams

Agile Teams are cross-functional, self-organizing entities that can define, build,
test, and where applicable, deploy increments of value.

► Optimized for communication and delivery of value

► Deliver value every two weeks

► Contain two specialty roles:

- Scrum Master Team 1

- Product Owner

Team N

SCALED AGILE • <> Scalod AgUo. Inc. 2-8

Workbook 52 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Responsibilities of the Agile Team

►
5 to 11 team members

Create and refine Stories and acceptance

criteria
~• u.
-a Product
Owner
► Define, build, test, and deploy Stories
1~ 1 /
Scrum
► Build quality in to each increment of the
Master
solution

► Develop and commit to team Pl Objectives

and Iteration goals

SCALED AGILE • © Soalod AgUo. lno. 2-9

Discussion: Agile Teams in your workplace ~~

~~

► Step 1: Discuss these questions

- What would a cross-functional

team look like at your workplace?

- How would this change the results

your team delivers?

► Step 2: Be prepared to share

with the class

SCALED AGILE • © Soalod AgUo. In,. 2-10

Workbook 53 © Scaled Agile, Inc.

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 Duration

Activity: Experience teams - Purpose ~

~

Purpose

► Experience how an Agile Team functions

► Get as many balls through the group as possible

within two minutes x~0
0 X
► After two minutes, the group is allowed an
additional minute (one-minute Retrospective) to X
ro
discuss the process and how it could be
improved. The game is played a total of three
times. (three two-minute Iterations).
SCALED AGILE • © Soalod AgUo. lno. 2-11

Duration

Activity: Experience teams - Rules ~

~

Rules
► Everyone is part of one big group

► Each ball must have air-time

► Each ball must be touched at least once by everyone

► Balls cannot be passed to your direct neighbor (to your

immediate left or right)

► Each ball must return to the same person who

introduced it into the system

► There are a total of three Iterations

SCALED AGILE • © Soalod AgUo. In,. 2-12

Workbook 54 © Scaled Agile, Inc.

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 Prepare Share

Activity: Experience teams ~~

~~

► Step 1: Organize into small groups. Note: To get credit, you must provide an
estimate for the number of balls you
► Step 2: As a group, estimate how
think you can process before each
many balls you think you can
Iteration.
process in two minutes.
► Step 5: Summarize your experience
► Step 3: Run the two-minute Iteration
following the rules (get as many as a group:
balls through the group as possible) - What were some of the challenges?

► Step 4: Take one minute (run the - How were you able to improve the
one-minute Retrospective) to process with each Iteration?
discuss how you can improve the
process
SCALED AGILE • © Soalod AgUo. lno. 2-13

Teams on the ART are organized for flow

Stream-aligned team - organized around the flow of work and has

the ability to deliver value directly to the Customer or end user.

Complicated subsystem team - organized around specific

subsystems that require deep specialty skills and expertise.

Platform team - organized around the development and support of

platforms that provide services to other teams. I MATTHEW SKELTON
and MANUEL PAIS
I
,, - - - 'Enabling team - organized to assist other teams with specialized
1
' ___ ., capabilities and help them become proficient in new technologies.

More information in the Advanced Topic Article : bit.ly/SAFeTeamTopoloqies

SCALED AGILE • © Soalod AgUo. In,. 2-14

Workbook 55 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Applying the four topologies

► Stream-aligned Teams (best) ► Complicated Subsystem Teams

- By product, Solution, or service - Highly specialised system components

- By Customer or market segment - Safety critical systems elements

- By Solution feature areas - Specialty algorithm or business rules

- By steps in the Customer journey - Part of a cyber-physical system

- By value streamlets

- New product innovation

SCALED AGILE • © Soalod AgUo. lno. 2-15

Applying the four topologies - continued

► Platform Teams ► Enabling Teams

- Sets of services consumed by other - DevOps implementation

Teams
- Automated testing

- Continuous integration and build tooling

- Engineering quality practices

- Security Environments and configuration

SCALED AGILE • © Soalod AgUo. In,. 2-16

Workbook 56 © Scaled Agile, Inc.

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 Activity: Building your team

► Step 1: As a group, discuss each person's responsib·1mes and skil sets.

► Step 2: Create a group name. Note: Names should not be ~he names of
components, subsystems, or Feature areas. Instead, create a fun name,
a mascot. and a cheer.

► Step 3.: Discuss your ole as one of the four team topollogies.

► Step 4: Discuss what your group ·s responsible fo and what other things
you can do.

► Step 5: Prepare a short presentati·on about your group (name, role on

the train, and specia skilllls that other groups should lknow about).

2-'7

Facilitate an Agile Team Charter workshop

Agile Team Charter

Part of the SAFe Team Formation Toolkit.
, f%4Wii¥Hi¥
l
Purpose Team Members
8

► The Agile Team Charter helps teams to

clearly define their purpose ,
Definition of Done
responsibilities and success criteria
amongst other critical elements.
Team Type & Respons1b1ht1es
2

l
lm
► The process of completing the Agile Team ptlMMlli:
Charter provides the opportunity for teams
Working Agreements
to discuss and reflect both on how they 3

want to work together and with other

teams on the ART.
SAFe®Team
► For each of the 10 boxes on the charter an Formation Toolkit
interactive exercise is included to generate
discussion and the required output.

SCALED AGILE • <> Scalod AgUo. Inc. 2-18

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 Extend into the business with Agile business teams

0 0
Be Agile Know your Specialize the
Value Stream Principles & practices .

•
Agile Team maturity cycle

SCALED AGILE • © Soalod AgUo. lno. 2-19

2.2 The Scrum Master and Product Owner roles

SCALED AGILE . · · ·• ·· ·

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 Agile Teams have two speciality roles

•
11 i11 u•
Scrum Master Product Owner
• Coaches the Agile Team in self- • Contributes to the Vision and Roadmap
management • Acts as the Customer for team
• Helps the team focus on creating questions
increments of value each iteration • Creates, clearly communicates and
• Facilitates the removal of impediments accepts Stories
to the team's progress • Prioritizes the Team Backlog
• Ensures that all team events take
place, are productive and kept within
the timebox

SCALED AGILE • © Soalod AgUo. lno. 2-21

The Scrum Master in the Enterprise

► Coordinates with other Product Owners, the System Team, and

Shared Services in the Pl Planning meetings

► Works with the above teams throughout each Iteration and Pl

► Coordinates with other Scrum Masters and the Release Train

1h11
.
Engineer in the Scrum of Scrums

.
► Helps team understand and operate within its capacity
~
► Helps team operate under architectural and portfolio governance,
system-level integration, and System Demos ---"""'~- • u
Product
Owner

► Fosters team adoption of Agile technical practices • 1h11

Scrum
Master

SCALED AGILE • © Soalod AgUo. In,. 2-22

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 The Product Owner in the Enterprise

► Establishes the sequence of backlog items based on program

priorities, events, and dependencies with other teams

u•
► Operates as part of an extended Product Management Team

► Understands how the Enterprise backlog structure operates with

Epics, Capabilities, Features, and Stories

► Work with Product Management to plan Program Increments (Pl)

► Uses Pl Objectives and Iteration Goals to communicate with

►
management

Coordinates with other Product Owners, the System Team, and

u•
Product
Owner

►
Shared Services in the Pl Planning meetings

Works with other Product Owners and the Product Management

•
1h11
Scrum
team throughout each Iteration and Pl Master

SCALED AGILE • © Soalod AgUo. lno. 2-23

Prepare Share

Activity: Scrum roles and responsibilities ~~

~~

► Step 1: With your group, draw the following Venn diagram

on a flipchart sheet

► Step 2: Review the responsibility cards

► Step 3: Place them either in the role or at an intersection of

the Venn diagram

► Step 3: Present your Venn diagram to the class

SCALED AGILE • © Soalod AgUo. In,. 2-24

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 2.3 Organizing Agile Release Trains

SCALED AGILE . ~-

Agile Release Trains (ARTs)

► A virtual organization of 5 - 12 teams (50 - 125+ individuals)

► Synchronized on a common cadence, a Program Increment (Pl)

► Aligned to a common mission via a single Program Backlog

WSJF - - - - - - Continuous Delivery Pipeline - - - - - - ~

L

• NFRs
Program
Backlog
Continuous
Exploration
GILE RELEASE TRAIN

Continuous
Integration

Release on Demand
Continuous
Deployment

SCALED AGILE • <> Scalod Ag Uo. Inc. 2-26

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 Roles on the Agile Release Train

Release Train Engineer acts as the a Product Management owns, defines,

II chief Scrum Master for the train .

II and prioritizes the Program Backlog .

System Architect/Engineering
System team provides processes and
provides architectural guidance and
tools to integrate and evaluate assets
technical enablement to the teams on
early and often.
the train .

Business Owners are key

stakeholders on the Agile Release
Train.

SCALED AGILE • © Soalod AgUo. lno. 2-27

Share

Activity: Know the people on the train ~

~

► Step 1: The RTE introduces themself

► Step 2: The RTE presents the main

players on the train: AGILE RELEASE TRAIN

- Product Management
.. ... .......... .... .. .. .... .. ... .. ..... .. ........ .. ..... .. .... .. .. ... ,
- System Architect/Engineering
- Lean UX u•
- Shared Services

► Step 3: Each group presents itself

(name, area of responsibility, special
skills)

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 Prepare Share

Action Plan: Building an Agile Team ~ii>

~~

► Step 1: As a group, brainstorm one to three

actions you could take to improve in any
areas related to this lesson

► Step 2: Individually write down at least one

improvement item

► Step 3: Share one item you discussed as a

group and one item you individually wrote in
your Action Plan

SCALED AGILE • © Soalod AgUo. lno. 2-29

Workbook 63 © Scaled Agile, Inc.

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 Action Plan

Building an Agile Team

Workbook Page
I 64 63I © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Lesson review

In this lesson you:

► Built your team and learned about their roles

► Explored the roles of the Scrum Master and the Product Owner

► Identified the people and teams on the train and learned about their roles

SCALED AGILE • © Scalod AgUo. Inc. 2-30

Resources available for this lesson

The following SAFe resources were used during this lesson or may add to your understanding. All
of these resources are available on the "My Classes" page on the SAFe Community Platform.

Video - Welcome to Your Scrum Team Toolkit - Measure and Grow

bit.I /WelcometoYourScrumTeam bit.I /ToolkitsandTem lates

Advanced Topic Article - SAFe Team

Topologies at Scale
~

SAFe Collaborate Template - Team Formation

~

Workbook 65 © Scaled Agile, Inc.

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 Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.

Workbook 66 © Scaled Agile, Inc.

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 SCALED AGILe ·

Org11nlullon• I
_ih
En•• •priff
I ...
Gov.,nment

Lesson Topics
.
Agility

Ln nPortfollo
Manai,em,:mt
3.1 Preparing the Team LARGE
SOLUTION

Backlog E~~;~:;~
Delivery
ll,
3.2 Planning the Iteration ......_
,, :.f,J,

c"""''' ~~
~
Tnm~nd
Technical 0
Agility
~
~
•
_.,

Lean-Agllelndershlp •
3-2

Workbook 67 © Scaled Agile, Inc.

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 Learning objectives

At the end of this lesson, you should be able to:

► Identify the qualities of well-written Features and Stories

► Prepare your backlog by breaking down Features into Stories

► Discuss the key considerations for sequencing work

► Apply estimation poker for fast, relative estimation

► Explain how to conduct an Iteration Planning event

► Explore Kanban as a team method for visualizing workflow

SCALED AGILE • © Soalod AgUo. lno. 3-3

3.1 Preparing the Team Backlog

SCALED AGILE . · · ·• ·· ·

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 Define Features for the Program Backlog

Features are services that fulfill stakeholder needs.

► Feature is an industry-standard
term familiar to marketing and
Lean
Portfolio
Product Management Budgets
Backlog

► Describe Features with a short

phrase and a benefit hypothesis
that clearly expresses their value
• --
NFRs

Program
Backlog

► Identify, prioritize, estimate, and

maintain Features in the Program
Backlog • NFRs

Team
Backlogs

SCALED AGILE • © Soalod AgUo. lno. 3-5

Features represent the work for the Agile Release Train

► The Feature benefit hypothesis

justifies development cost and In-service software update
provides business perspective for
decision-making Benefit hypothesis
Significantly reduced planned downtime
► Features contain acceptance
criteria typically defined during Acceptance criteria
1. Nonstop routing availability
Program Backlog refinement
2. Automatic and manual update support
3. Rollback capability
► They reflect functional and non- 4. Support through existing admin tools
functional requirements 5. All enabled services are running after
the update
► Features fit in one Pl
Example Feature

SCALED AGILE • © Soalod AgUo. In,. 3-6

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 Example Features

Software Example Business Example

Multi-factor authentication Create GDPR Incident Response Plan

Benefit hypothesis Benefit hypothesis
Enhanced user security will reduce risk Organizational readiness to quickly
of a system data breach respond to incidents

Acceptance criteria Acceptance criteria

1. USB tokens as a first layer 1. Incident response plan is fully documented
2. Password authentication second layer 2. Incident response plan is reviewed and
3. Multiple tokens on a single device approved by PO
4. User activity log reflecting both 3. Incident response is compliant with legal
authentication factors requirements
5. Data breach tests pass

SCALED AGILE • © Soalod AgUo. lno. 3-7

The Team Backlog

► Contains all the work for the team

►
Created by the Product Owner and the team

Prioritized by the Product Owner

u'
► Contains User and Enabler Stories
User Stories provide Customers with value
--
--
Enabler Stories build the infrastructure and architecture that
makes User Stories possible

► Stories for the next Iteration are more detailed than Stories
for later Iterations

► Nonfunctional requirements (NFRs) are a constraint on the

backlog QJFRs
SCALED AGILE • © Soalod AgUo. In,. 3-8

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 User Stories

► User Stories are short descriptions of a small piece of desired functionality,

written in the user's language

► The recommended form of expression is the user-voice form, as follows:

As a (user role), I want to (activity), so that (business value)

As a driver, I want to limit As a driver, I want to get a As the Finance Department,

the amount of money receipt after fueling so that I we want to print receipts only
before I fuel so that I can can expense the purchase. for drivers who request them
control my expenditure so that we save on paper
.J

SCALED AGILE • © Soalod AgUo. lno. 3-9

Using personas to better understand users

Personas are detailed fictional characters acting as a representative user.

Jane - Mileage sensitive Bob - Time sensitive

- Law-abiding driver - Impatient driver
- Obeys all traffic signs - Ignores traffic signs if
- Wants to save on gas they slow him down

As Jane, I want to travel at the As Bob, I want to travel at the

legal limit and operate in an energy maximum speed the roadway and
saving manner so that I do not get my vehicle safely allows so that I
a ticket and I save money arrive quickly
.J

SCALED AGILE • © Soalod AgUo. In,. 3-10

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 INVEST in a good Story

■
Independent Write Stories that can be developed separately

■
Negotiable Write Stories in which scope can be negotiated

■
Valuable Write Stories that are valuable to the Customer

■
Estimable Write Stories that can be estimated

■
Small Write Stories that can fit in an Iteration

■
Testable Write Stories that are testable

SCALED AGILE • © Soalod AgUo. lno. 3-11

Writing good Stories: The 3Cs

Card Conversation Confirmation

Written on a card or in the The details are in a Acceptance criteria confirm
tool and may annotate with conversation with the the Story correctness
notes Product Owner

What about ► Tools have been put

As a spouse, I want a
the bikes? away
clean garage so that I
can park my car and ► Items on the floor have
not trip on my way to been returned to the
the door. proper shelf
► Bikes have been hung
Oh yeah, hang
the bikes

Source: 3Cs coined by Ron Jeffries

SCALED AGILE • © Soalod AgUo. In,. 3-12

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 Enabler Stories

Enabler Stories build the groundwork for future User Stories. There are four
types of Enabler Stories:

► Infrastructure: Build development and testing frameworks that enable a

faster and more efficient development process

► Architecture: Build the Architectural Runway, which enables smoother and

faster development

► Exploration: Build understanding of what is needed by the Customer to

understand prospective Solutions and evaluate alternatives

► Compliance: Facilitate specific activities such as verification and validation,

documentation, signoffs, regulatory submissions, and approvals

SCALED AGILE • © Soalod AgUo. lno. 3-13

Splitting Stories

► In support of small batches for flow,

decrease size to minimum:
As a driver, I want
my automobile to
- Split Stories into essential and non-essential maintain a speed.
parts and eliminate the non-essential

- Ensure you have something releasable

,I
I '\

.,~ I '
►

-
In support of feedback: As a driver, I want
♦ I
my automobile to
maintain speed
- Deploy small Stories to get technical/user on hills.
feedback quickly (maximize feedback) As a driver, I want
my automobile to
► In support of Iteration Planning: maintain speed on
downhills.
~
- Split Stories so they fit into an Iteration
SCALED AGILE • © Soalod AgUo. In,. 3-14

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 Apply some common splitting techniques

Splitting techniques:

► Business rule variations (e.g. single variation,

then remainder)

► Workflow steps (for multi-step stories)

► Simple/complex (e.g. search for single word, then

for phrases)
••
► Scenarios (e.g. use case exceptions)
••• •
•
SCALED AGILE • © Soalod AgUo. lno. 3-15

Duration

Activity: Break Features into Stories ~

~

Work with your group to break Features

from the Program Backlog into Stories.

► Step 1: Select one Feature from the

Program Backlog (your own or use the
example provided in your workbook)

► Step 2: As a group, break the Feature

into Stories in a way that they still retain r
business value

► Step 3: Write these User Stories in the

User Story format:
- As a (user role), I want (activity) so that
(business value).

SCALED AGILE • © Soalod AgUo. In,. 3-16

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 Program Backlog Example Features
--------------------,
Feature:
Benefit:
Flexible search
Users will have a flexible, easy-to-use search capability to locate books.
8 1
Description: Search by author, title, or genre from a single search field. Mispelling subsitutions
(i.e., “Did you mean ...”). Present results as per-match algorithm.

Feature:
--------------------~
Shopping Cart
Benefit: Users can manage items in a shopping cart for immediate or future purchase.
Description: Users can easily access their cart from any page, view the same infromation displayed in the book list,
change the quantity, remove it from their cart, or save it for later. A subtotal for all items in their
shopping cart should be displayed at the bottom. Items saved for later should appear below that. I
--------------------~
Feature: Purchase by credit card 0 1
Benefit: Users can purchase products from us (as soon as implemented—only beta up until then)
Description: Users can select from their preferred credit card and shipping address as defined in their profile or
add new ones. Visa, mastercard, Discover, and Diners Club ar required. American Express is optional.
Must be PCI compliant.

Feature:
--------------------~
Shipping method selection
Benefit: Users can select a shipping method based on cost, delivery speed, and carrier.
Description: Users can select a shipping method based on the price, delivery speed, and estimated delivery date
for all major carriers (USPS, UPS, and FedEx).

--------------------~
Feature:
Benefit:
Profile management 8 1
Users can create and maintain their profiles rather than enter in their information each time they order.
Description: Users can manage their login credentials (ID, password), personal information (name, email address,
home address), nickname for book rating and commenting, credit card information (multiple), and
shipping address (multiple). Physical addresses, email addresses, and credit card info should be
verified as valid. Passwords must meet current security standards.

Feature:
--------------------~
Book detail
Benefit: Users can see informative and enticing details about a book.
Description: Display book name, book cover (which can be enlarged when clicked), author and bio, book description,
genre, publishing info ( publisher, release date, etc.), bok rating, and comments. Hyperlink author’s
name to a list of other books by the same author.
--------------------~
Feature:
Benefit:
Book list sorting
Users can sort a list of books in a number of ways to more easily find what they are looking for.
&1
Description: Sort by book title, author, price, book rating, and release date. Allow for users to select the number of
search results to appear on each page.
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 Behavior-driven development: From ambiguity to precision

► Behavior is often first described in general terms, which can be ambiguous

► Specific examples of behavior provide better understanding

► The examples can directly become tests, or they can lead to specific
behaviors which then are transformed into tests

Example

Discovery Formulation Automation

of behavior of specific tests of tests

SCALED AGILE • © Soalod AgUo. lno. 3-17

Acceptance criteria

► Acceptance criteria provide the details of the Story from a testing point of view

► They are created by the Agile Team

► Can be written in the 'Given-When-Then' format

As a driver, I want to limit the amount of money As a driver, I want to get a receipt after fueling so
before I fuel so that I can control my expenditure . that I can expense the purchase.

Acceptance Criteria: Acceptance Criteria:

1. Given that the driver indicated a maximum 1. Given that the fueling is over
amount of money When the driver asked for the receipt
When the fuel cost reaches the amount Then it is printed and includes:
Then the fueling process stops automatically amount fueled , amount paid , tax, vehicle
2. ... number, date, time

SCALED AGILE • © Soalod AgUo. In,. 3-18

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 Prepare Share

Activity: Write acceptance criteria ~

~~
1ir
► Step 1: With your group, write acceptance criteria in the Given-When-
Then format for three User Stories you have created.

► Step 2: Make sure the acceptance criteria are testable.

► Step 3: Discuss with your group:

- Did writing acceptance criteria in the Given-When-Then format identify

the need for any additional details?

► Step 4: Be prepared to share with the class.

SCALED AGILE • © Soalod AgUo. lno. 3-19

Sequencing Stories

► The Product Owner and the team sequence

stories based on:
2. Team Context
- Priorities inherited from the Program
1. Program
Backlog ► Refactors
► Maintenance •
a
II I
Backlog
► Other technical debt 111111 U
- Capacity allocations for defects, { /'3·Other Stakeholders
maintenance, and refactors l ~ ► Other team dependencies

-
- } ► Other commitments
- Dependencies with other stories, teams, - ► Spikes/research
events, Milestones and releases. - Stories

► Initial sequencing happens during Pl • ~ Team's part of a Feature/enabler

Planning - ~ Feature

► Adjustments happen at Iteration boundaries

SCALED AGILE • © Soalod AgUo. In,. 3-20

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 3.2 Planning the Iteration

SCALED AGILE . ~-

Plan and commit with Iteration Planning

Define and commit to what will be build in

Purpose
the Iteration

► The Product Owner defines what

► The team defines how and how much
► Four hours max

Iteration Goals and Backlog of the team's

Result
commitment

► Team commits to delivering specific value

► Business stakeholder commit to leaving
priorities unchanged during the Iteration

SCALED AGILE • <> Scalod AgUo. Inc. 3-22

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 Iteration Planning flow

0 Establishing capacity

Iteration Planning
8 Story analysis and estimating

8 Detailing Stories ...

------------- --------- -------------· ----· ---- ---- - - - -------- ------------· ----· ---- ----
• Timebox: Four
hours or less
• This event is by
and for the team

0 Developing Iteration goals

• SMEs may attend
as required

8 Committing to Iteration goals

SCALED AGILE • © Soalod AgUo. lno. 3-23

Capacity allocation for a healthy balance

► By having capacity allocation defined, the Product Owner doesn't need to prioritize
unlike things against each other

► Once the capacity allocation is set, the PO and team can prioritize like things
against each other

---
Capacity allocation
Capacity Allocation
Next Pl
• Helps alleviate velocity
degradation due to
technical debt

--
Team
Backlog
•

•
Keeps existing customers
happy with bug fixes and
enhancements
Can change at Iteration or
Pl boundaries

SCALED AGILE • © Soalod AgUo. In,. 3-24

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 Using size to estimate duration

Establish velocity by looking at the average output of the last Iterations.

IWMMW
Definition of Velocity
Velocity is the number
Size
- Units/time

Examples
- Duration

of points of stories
accepted in the
Iteration. Make sure to
always use the average
240
miles - 4
hours

velocity for the most 6

180 Story - ~
recent Iterations. points ~ Iterations

SCALED AGILE • © Soalod AgUo. lno. 3-25

Story analysis and estimation

► The Product Owner presents Stories in order of priority

► Each Story
- Is discussed and analyzed by the team

- Has its acceptance criteria refined

- Is estimated

► The process continues until the total Story points of the estimated Stories has
reached the capacity of the team

SCALED AGILE • © Soalod AgUo. In,. 3-26

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 Estimate Stories with relative Story points

► A Story point is a singular number that represents:

- Volume: How much is there?

- Complexity: How hard is it?

Knowledge: What do we know? ••1M;.i• How

Uncertainty: What's not known? 117 big
► Story points are relative. They are not connected to any
• is it?
specific unit of measure.

An 8-point Story should take four times longer than a 2-point story
to complete

- Typically, a 1-point story would take one day to develop and test
•
• • •
•

SCALED AGILE • © Soalod AgUo. lno. 3-27

Apply estimating poker for fast, relative estimating

► Estimating poker combines expert Steps

opinion, analogy, and disaggregation
1 Each estimator gets a deck of cards
for quick but reliable estimates
2 Read user story
► All members participate
3 Estimators privately select cards

4 Cards are turned over

5 Discuss differences

6 Re-estimate

Source: Mike Cohn, Agile Estimating and Planning

Note: estim ating poker is a form of the Wideband Delphi esti mation method, a
SCALED AGILE • © Soalod AgUo. In,. consensus-based technique for esti mating effort. 3-28

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 Estimation is a whole-team exercise

► Increases accuracy by including

a// perspectives

► Builds understanding

► Creates shared commitment

The whole team estimates Stories

Warning: Estimation performed

by a manager, architect, or select
group negates these benefits

SCALED AGILE • © Soalod AgUo. lno. 3-29

How much time to spend estimating

A little effort helps a lot. A lot of effort only helps a little.

100%

>i
0
~ Don't ignore
::J
}
uncertainty
8 50%
<t

Effort

SCALED AGILE • © Soalod AgUo. In,. 3-30

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 Prepare Share

Activity: Estimate Stories ~ii>

~~

► Step 1: As a group, use estimating poker to

estimate three Stories created in the previous
activity.

► Step 2: Share with the class:

- Where do you find challenges when engaged in Story

estimation?

- Are you as a team aligned around the combination of

qualities that represent a Story point (volume, complexity,
knowledge, uncertainty)?

SCALED AGILE • © Soalod AgUo. lno. 3-31

Tasking Stories

Some teams break their Stories into tasks

and forecast them in hours to better
understand their capacity and
capabilities.

Team members discuss:

► Who would be the best person to

accomplish it?

► Approximately how long would it

take?

► What dependencies might it have to Tasking stories is an optional

other Stories? practice in SAFe
SCALED AGILE • © Soalod AgUo. In,. 3-32

Workbook 83 © Scaled Agile, Inc.

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 Iteration Goals

Iteration goals provide clarity, commitment, and management information. They

serve three purposes.

Align team members to a common purpose

Align teams to common Program Increment (Pl)

Objectives and manage dependencies

Provide transparency and management information

SCALED AGILE • © Soalod AgUo. lno. 3-33

Iteration goals: Examples

Software Example Business Example

Iteration Goals Iteration Goals

1. Finalize and push last-name search 1. Roll out the GDPR incident report
and first-name morphology procedures
2. Index 80% of remaining data
2. Prepare for external audit
3. Other Stories:
Establish search replication 3. Obtain approvals for financial
validation protocol report
Refactor artifact dictionary
schema

SCALED AGILE • © Soalod AgUo. In,. 3-34

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 Commit to the Iteration goals

Team commitments are not just to the work. They are committed to
other teams, the program, and the stakeholders.

A team meets its commitment:

By doing everything they said they would do,
- or -
in the event that it is not feasible, they must immediately raise the concern.

Commitment Adaptability
Too much holding to a Too little commitment can
commitment can lead to lead to unpredictability and
burnout, inflexibility, and lack of focus on results.
quality problems.

SCALED AGILE • © Soalod AgUo. lno. 3-35

Iteration planning for Kanban teams

► Some teams have a more responsive nature to their work,

such as maintenance teams and System Teams

►
These teams may find less value in trying to plan the
Iteration in detail, and will tend towards Kanban

Kanban teams still publish Iteration goals, and integrate

with other teams continuously or on cadence
- -- - 3

► They commit to the goals as well as service level

Kanban
agreements (response time) for incoming work based on
their known historical lead time

► They participate in Pl Planning, System Demos and

Inspect and Adapt like all other teams
SCALED AGILE • © Soalod AgUo. In,. 3-36

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 Duration

Video: Implementing Kanban ~

~

bit.ly/lmplementinqKanban

SCALED AGILE • © Soalod AgUo. lno. 3-37

Action Plan: Planning the Iteration ~~

~~

► Step 1: As a group, brainstorm one

to three actions you could take to
improve in any areas related to this
lesson

► Step 2: Individually write down at

least one improvement item

► Step 3: Share one item you

discussed as a team and one item
you individually wrote in your Action
Plan

SCALED AGILE • © Soalod AgUo. In,. 3-38

Workbook 86 © Scaled Agile, Inc.

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 Action Plan

Planning the Iteration

Workbook Page
I 87 85I © Scaled Agile, Inc.

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 Lesson review

In this lesson you:

► Identified the qualities of well-written Features and Stories

► Prepared your backlog by breaking down Features into Stories

► Discussed the key considerations for sequencing work

► Applied estimation poker for fast, relative estimation

► Reviewed the process for planning the Iteration

► Explored Kanban as a team method for visualizing workflow

SCALED AGILE • © Soalod AgUo. lno. 3-39

Resources available for this lesson

The following SAFe resources were used during this lesson or may add to your understanding. All
of these resources are available on the "My Classes" page on the SAFe Community Platform.

Video Playlist- Stories Page - SAFe ART and Team Events

! /Plal'JlistStories
bit.Im bit.11'1/ARTandTeamEvents

SAFe Collaborate Template - Story Splitting

Document - Story Writing and Splitting Guide
on an Agile Team
bit. ll'.l
l /StorilJWritinirilGuide
bit.lN/Stori 'lSmlittinirilCollaborate

Toolkit - SAFe Iteration Execution

bit. ll'.l
l /ToolkitsandTemJ'illates

Toolkit - SAFe Remote ARTs

bit. li'.l
l /ToolkitsandTemDJlates

3-40

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 Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.

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 SCALED AGILe ·

Lesson Topics
4.1 Visualizing the flow of
work
rul
Enl• 'l)riH
I ,ti
Gove,nme nl

4.2 Measuring the flow of

work
.
4.3 Building quality in
,:,
4.4 Continuously integrating, CU O - Ctntri<lly Contlnuo ue OellveryPlpellne

deploying , and releasing @

00
4.5 Improving flow with y-{p. 0
communication and .L)_ i!!-1
EJ
•
Serum

synchronization

4.6 Demonstrating value with Bueillffs lTeehnology

the Iteration Review Lean-Agile Leadership

4.7 Improving with the

Iteration Retrospective
4-2

Workbook 90 © Scaled Agile, Inc.

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 Learning objectives

At the end of this lesson, you should be able to:

► Visualize your current flow of work

► Apply burn-up and cumulative flow diagrams for measuring flow

► Identify the different aspects of Built-in Quality

► Recognize the importance of a Continuous Delivery Pipeline

► Describe the communication and synchronization benefits of the daily stand-up

► Explain how to run a successful backlog refinement session

► Describe the purpose of the Iteration Review and create a definition of done

► Participate in a retrospective and identify improvements

SCALED AGILE • © Soalod AgUo. lno. 4-3

4.1 Visualizing the flow of work

SCALED AGILE . · · ·• ·· · ' '

Workbook 91 © Scaled Agile, Inc.

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 Duration

Video: Designing your team's Kanban system ~

~

bit.ly/DesiqnTeamKanban

SCALED AGILE • © Soalod AgUo. lno. 4-5

Visualize the flow of work

► What is the flow of work for your team?

► What are the steps it takes to get a Story to done?

Example: Flow of work

-
SCALED AGILE • © Soalod AgUo. In,. 4-6

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 Setting WIP limits

► WIP limits improve the flow of work

► Some steps have no WIP limits, while others serve as buffers and have
minimum as well as maximum WIP

7 5 3
Ready Stories Development Test Accepted

Story
Story Story Story
Story 9
10 8 3
11
Story
Story

I
Story 7
12 1
Story
13
1 st~ry I Story
6 Story
4
1 st~ry

SCALED AGILE • © Soalod AgUo. lno. 4-7

Activity: Visualize the flow of work ~~

~~

► Step 1: Consider the Stories you estimated in the previous lesson

► Step 2: Define the steps you need to turn the Stories into value

► Step 3: As a group, build your current flow of work and assign WIP limits

► Step 4: Be prepared to share your flow of work with the class

SCALED AGILE • © Soalod AgUo. In,. 4-8

Workbook 93 © Scaled Agile, Inc.

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 4.2 Measuring the flow of work

SCALED AGILE . ~- '.

SAFe defines six flow metrics

Metric Description

Flow Distribution The proportion of each backlog item type in the flow

Flow Velocity Number of items completed in a given time

Time elapsed from when an item enters the workflow to

Flow Time
when it is released to the customer

Flow Load Total work-in-progress (across all steps of the flow)

The portion of time backlog items are actively worked on

Flow Efficiency
to the total time elapsed
Flow Predictability Overall planned vs . actual business value

The first five metrics are from Mik Kersten 's Flow Framework described in his
book Project to Product

SCALED AGILE • <> Sca lod AgUo. Inc. 4-10

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 Flow distribution ensures a healthy balance of work item types

What does it measure? Flow distribution measures the amount of each type of
work in the system over time.

■ Features/Stories
■ Defects
Cf)
■ Risks
E
~ ■ Enablers
0
ai
..c
E
:::,
z

SCALED AGILE ' © Soalod AgUo. lno. 4-11

Flow velocity tracks team performance each Iteration

What does it measure? Flow velocity measures the number of backlog items
completed in a given timeframe

Velocity Chart
40
38

Average Velocity: 31 pts

29
30
Cf)

c
·5
Q. 20
~
0
u5
10

0
Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration
1 2 3 4 5 6 7 8 9

SCALED AGILE ' © Soalod AgUo. In,. 4-12

Workbook 95 © Scaled Agile, Inc.

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 Flow time ensures teams deliver value in the shortest possible time

What does it measure? Flow time measures the elapsed time from when an
item enters the system (developer starts working) to the moment it is delivered to
the customer.

Flow Time Histogram

25

20

c 1s
::::i
0
0 10
c:-
0
Average Flow Time 7.6 days
ci5 5

2 3 4 5 6 8 9 10 11 12 13 14 15 16 17 18 19 20+

Flow Time (days)

SCALED AGILE • © Soalod AgUo. lno. 4-13

Flow load is a leading indicator of excess work in process (WIP)

What does it measure? Flow load indicates how many items are currently in the
system.

14

12

10

8
(/)

-~ 6
0
u5
4

0
Day 1 Day 2 Day 3 Day4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 1O
■ Done ■ Test ■ Develop ■ Design ■ To Do

SCALED AGILE • © Soalod AgUo. In,. 4-14

Workbook 96 © Scaled Agile, Inc.

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 What can you learn from a cumulative flow diagram (CFO)?

♦
♦
♦
♦
♦
♦
♦
Lead time ♦

- - - - - - - - -. .
••• ♦
•• ••
WIP ••••
••
•• •• •• Done curve
••• ••••
••••• ••

SCALED AGILE • © Soalod AgUo. lno. 4-15

Flow efficiency highlights waste, bottlenecks, and delays in the system

What does it measure? Flow efficiency measures how much of the overall flow
time is spent in value-added work activities vs. waiting between steps.

•-c _·· Active Time

WaitTime - :J-
Flow Time - - - - - - -
(Total Active Time + Total Wait Time)

Total Active Time

Flow Efficiency =
Flow Time

SCALED AGILE • © Soalod AgUo. In,. 4-16

Workbook 97 © Scaled Agile, Inc.

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 4.3 Building quality in

SCALED AGILE . ~-

Activity: Expressing "Build quality in"

► Step 1: In your group, discuss what building quality in

means to you and your organization

► Step 2: Create a poster to reflect the different aspects

of building quality in

► Step 3: Present your poster to the class

SCALED AGILE • <> Scalod AgUo. Inc. 4-18

Workbook 98 © Scaled Agile, Inc.

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 Building quality in

You can't scale crappy code (or hardware, or anything else). -Dean Leffingwell

► Ensures that every increment of ► Agile quality practices apply to

the Solution reflects quality every team, whether business or
standards technology:

► Is required for high, sustainable - Establish flow

development velocity - Peer review and pairing

- Collective ownership and standards

- Automation

- Definition of done

SCALED AGILE • © Soalod AgUo. lno. 4-19

Built-in Quality practices for software teams

They include software quality practices (most inspired by XP) like Agile testing,
behavior-driven development, test-driven development, refactoring, code quality,
and Agile architecture.

'u
'
Product
Owner
Developers/
Testers
Customer

SCALED AGILE • © Soalod AgUo. In,. 4-20

Workbook 99 © Scaled Agile, Inc.

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 Built-in Quality practices for hardware teams

Support hardware quality with exploratory, early iterations, frequent system-level

integration, design verification, Model-Based Systems Engineering (MBSE), and
set-based design.

Ir
Systems
Team
Component
integration
J
Component
maturation
•
I I I I I
SCALED AGILE ' © Soalod AgUo. lno. 4-21

Emergent design and intentional architecture

► Every team deserves to see the bigger picture

► Every team is empowered to design their part

► Emergent design - Teams grow the system design

as user stories require

► Intentional architecture - Fosters team alignment

and defines the Architectural Runway

► A balance between emergent design and

intentional architecture is required for speed of
development and maintainability

SCALED AGILE • © Soalod AgUo. In,. 4-22

Workbook 100 © Scaled Agile, Inc.

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 Architectural Runway

Architectural Runway is existing code,

hardware components, marketing branding Example:
guidelines, etc., that enable near-term A single sign-on
business Features. mechanism will
enable sign-on in
multiple applications
► Enablers build up the runway

►
Features consume it

Architectural Runway must be

continuously maintained Implemented now ..

l#!M
+mw
+mw -
. .. to support
future features

► Use capacity allocation (a percentage of

train's overall capacity in a Pl) for
Enablers that extend the runway
Architectural Runway
SCALED AGILE • © Soalod AgUo. lno. 4-23

Architectural Runway: Examples

- ~ - - - - - - - - - - - ~ -
. - --,
5 oftware Example Business Example '
----------------'

A new, fuzzy search algorithm will HR Example: Ajob architecture and

enable a variety of future Features hiring strategy for Agile talent to
that can accept potentially enable the company's growth
erroneous user input

SCALED AGILE • © Soalod AgUo. In,. 4-24

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 Traditional testing (V-Model) delays feedback

SCALED AGILE • © Soalod AgUo. lno. 4-25

Shift testing left for fast and continuous feedback

... always testing ...

w ... always testing ...

11111111
~ Test Code ... always testing .. .

SCALED AGILE • © Soalod AgUo. In,. 4-26

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 Test first naturally creates a pyramid of tests

The test pyramid advocates a balanced portfolio of tests with many small, low-
level, automated tests and fewer large, manual tests.

$$$
The test pyramid
Typical large end-to-end UI
is about the
speed of the test

Typical medium external

services single UI

Typical small
¢ individual classes

Test Pyramid
SCALED AGILE • © Soalod AgUo. lno. 4-27

An inverted Test Pyramid is a test strategy anti-pattern

Slows development, delays feedback, encourages larger batches

Large
(slow)
Typically, UI
_________________________ J

-- ~
I
I
(i\ On a system not I
I Medium
\..V designed for testing

Small
(fast)

SCALED AGILE • © Soalod AgUo. In,. 4-28

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 4.4 Continuously integrating, deploying,
and releasing

SCALED AGILE . ~-
..

Duration

Video: What is DevOps? ~

~

bit.ly/DevOpslntroVideo

SCALED AGILE • <> Scalod AgUo. Inc. 4-30

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 A CALMR approach to DevOps

► Culture - Establish a culture of shared

responsibility for development,
deployment, and operations.

► Automation - Automate the Continuous

Delivery Pipeline.

► ,bean flow - Keep batch sizes small, limit

WIP, and provide extreme visibility.

► Measurement - Measure the flow through

the pipeline. Implement full-stack

►
telemetry.

Recovery - Architect and enable low-risk

releases. Establish fast recovery, fast
reversion, and fast fix-forward.
• . •
- ...
,..
_·

SCALED AGILE • © Soalod AgUo. lno. 4-31

Duration

Discussion: CALM R Approach ~

~

► Step 1 : Discuss as a team:

- What opportunities do you have in

your current context to apply the
concepts in the CALMR approach?

► Step 2: Be prepared to share with

the class

•• .
-· ...
,..
·

SCALED AGILE • © Soalod AgUo. In,. 4-32

Workbook 105 © Scaled Agile, Inc.

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 Duration

Video: Continuous Delivery Pipeline ~

~

bit.ly/CDPwithMorqan

SCALED AGILE • © Soalod AgUo. lno. 4-33

Discussion: Continuous delivery culture ~~

~~

► Step 1: As a group, discuss the following:

- How is your culture or environment ready for continuous delivery?

- What does "continuous" mean to you and your group?

► Step 2: Be prepared to share some insights with the class

SCALED AGILE • © Soalod AgUo. In,. 4-34

Workbook 106 © Scaled Agile, Inc.

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 Building the Continuous Delivery Pipeline with DevOps

► The Continuous Delivery Pipeline (CDP) represents the workflows, activities, and automation
needed to deliver new functionality more frequently.

► Each Agile Release Train builds and maintains, or shares, a pipeline.

► Organizations map their current pipeline into this new structure and remove delays and
improve the efficiency of each step.

Continuous Delivery Pipeline

AGILE RELEAE TRAIN

Continuous Continuous Continuous

Exploration Integration Deployment

Release on Demand
© Scaled Aaile . Inc.
SCALED AGILE • © Soalod AgUo. lno. 4-35

Continuous code integration

Develop Commit Build Test

... Build 00 ... Test

I
00

'
Version
Control
App
package
Test
package

...
End-to-end
testing

...
Staging

SCALED AGILE • © Soalod AgUo. In,. 4-36

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 Trunk-based development

Teams continuously integrate assets (leaving as little as possible to the System

Team).
Full system
Agile System
integration at least SyS tem
Team 1 Team demo
once per iteration
► Avoid physical branching for
software
••
► Frequently integrate
Ell
Check out most Check newest
functionality changes back in
hardware branches
Trunk •••
Check in
ml each story

Always current
trunk increases
program velocity

Agile Team 2
SCALED AGILE ' © Soalod AgUo. lno. 4-37

Continuous Deployment - Getting to production early

Deploy Verify Monitor Respond

Continuous Continuous
Release
Exploration Integration
on Demand

Continuous Deployment

SCALED AGILE ' © Soalod AgUo. In,. 4-38

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 Separate deploy from release

► Separate deploy to production

from release Deploy

► Hide new functionality under

feature toggles

► Enables testing background and

Release
foreground processes in the actual
production environment before
exposing new functionality to users

► Timing of the release becomes a

business decision

SCALED AGILE • © Soalod AgUo. lno. 4-39

Develop on cadence. Release on Demand.

Customer Majorlrele;~:system Majorlrelease New

preview release feature

~-l---- l ----l Release on Demand

• • •
Pl Pl Pl Pl Pl
Develop on Cadence

SCALED AGILE • © Soalod AgUo. In,. 4-40

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 Prepare Share
Discussion: Continuous integration and
~~
deployment challenges ~~

► Step 1: Working in your groups, think about the

various aspects of environment, culture, tools, and
people and discuss the following:

- What are the challenges to continuously integrating?

- What are the challenges to continuously deploying?

► Step 2: As a group, prepare a list of three to five

items that make it hard to continuously integrate and
deploy. What may be some ways to solve them?

► Step 3: Be prepared to share with the class.

SCALED AGILE • © Soalod AgUo. lno. 4-41

4.5 Improving flow with communication

and synchronization

SCALED AGILE . · · ·• ·· ·
..

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 Communication and synchronization with daily stand-ups

Basic daily stand-Up (DSU)

The meet-after agenda
agenda

Each person answers: 1. Review topics the Scrum

1. What did I do yesterday to Master wrote on the meet-after
advance the Iteration Goals? board
2. What will I do today to advance 2. Involved parties discuss,
the Iteration Goals? uninvolved people leave
3. Are there any impediments that
will prevent the team from
meeting the Iteration Goals?

4-43

Activity: Reenact the daily stand-up (DSU) ~~

~~

You will participate in and observe a reenactment of the daily stand-up meeting.
Four to five volunteers will play the role of team member. Your instructor will play
the role of the Scrum Master.

► Step 1: As an observer, take notes and reflect on the following:

- How long do you think the meeting should be?

- Where should it take place?

- What is the main purpose of the daily stand-up?

► Step 2: Share some of your insights as an observer

SCALED AGILE • <> Scalod AgUo. Inc. 4-44

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 Reenact the Daily Stand-Up (DSU)

How long do you think

the meeting should be?

Where should it
take place?

What is the main purpose

of Daily Stand-Up?

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 Duration

Video: Backlog Refinement Workshop ~

~

bit.ly/RunningBacklogRefinement

SCALED AGILE • © Soalod AgUo. lno. 4-45

The backlog refinement workshop

The backlog refinement workshop is a preview and elaboration of upcoming Stories.

► Helps the team think about new Stories prior to

Iteration Planning

► Provides enough time to identify and resolve

dependencies and issues that could impact the
next Iteration

► The team can improve Stories, add acceptance

criteria, and identify missing information

► Most of the focus is on the next Iteration, but it

allows time to discuss future Iterations and even
Features for the next Pl
SCALED AGILE • © Soalod AgUo. In,. 4-46

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 4.6 Demonstrating value with the Iteration
Review

SCALED AGILE . ~-
..

The Iteration Review

► The Iteration Review provides the true

measure of progress by showing Demonstrating a working,
working software functionality, tested team increment
hardware components, etc.

► Preparation starts with planning

► Teams demonstrate every Story,

spike*, refactor, and non-functional
requirement (NFR)
Working software,
other components
► Attendees are the team and its
stakeholders

*A spike is a research Story, considered

an exploration style Enabler

SCALED AGILE • <> Scalod AgUo. Inc. 4-48

Workbook 114 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Iteration Review guidelines

► Timebox: 1 to 2 hours. Sample Iteration Review Agenda

► Preparation: Review preparation

should be limited to 1 to 2 hours. 1. Review business context and
Minimize presentation. Work from Iteration Goals
2. Demo and solicit feedback of
the repository of Stories.
each Story, spike, refactor,
and NFR
► Attendees: If a major stakeholder 3. Discuss Stories not
cannot attend, the Product Owner completed and why

should follow up individually. 4. Identify risks, impediments

5. Revise team backlog and
Team Pl Objectives as
needed

SCALED AGILE • © Soalod AgUo. lno. 4-49

Two views from the Iteration Review based on a working system

► How we did in the Iteration ► How we are doing in the Pl

- Did we meet the goal? - Review of Pl Objectives

- Story-by-Story review - Review of remaining Pl scope

and reprioritizing if necessary

SCALED AGILE • © Soalod AgUo. In,. 4-50

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 Scalable definition of done

Team Increment System Increment Solution Increment Release

• Stories satisfy acceptance • Stories completed by al l • Capabi liti es completed by all • All capabilities done and
criteria teams in the AR T and trains and meet acceptance meet acceptance criteria
• Acceptance tests passed integrated criteria • End-to-end integration and
(automated where practical) • Completed features meet • Deployed/installed in the so lutions V&V done
• Unit and component tests acceptance criteria staging environment
• Regression testing done
coded , passed , and included • NFRs met • NFRs met • NFRs met
in the BVT • No must-fix defects • System end-to-end • No must-fix defects
• Cumulative unit tests • Verification and va lid ation of integration verification , and
• Release documentation
passed key scenarios validation done
complete
• Assets are under version • Included in build definition • No must-fix defects
• All standards met
control and deployment process • Included in build definition
• Engineering standards • Approved by Solution and
• Increment demonstrated , and deployment/transition
Release Management
fo llowed feedback achieved process
• NFRs met • Accepted by Product • Documentation updated
• No must-fix defects Management • So lution demonstrated ,
• Stories accepted by Product feedback achieved
Owner • Accepted by Solution
Management 4-51

Discussion: What is your definition of done? ~~

~~

► Step 1: As a group, craft a definition of what it means

to you to finish a Story

► Step 2: Considering the criteria in the Team

Increment described in the previous slide, discuss
some criteria that comprise your definition of done

► Step 3: Be prepared to share with the class

SCALED AGILE • <> Scalod AgUo. Inc. 4-52

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 4.7 Improving with the Iteration Retrospective

SCALED AGILE . ~-

Iteration Retrospective

► Timebox: an hour or less Sample Agenda

► Purpose: Pick one or two items that can

Part 1 : Quantitative
be improved upon for the next Iteration 1.Review the improvement backlog
items targeted for this Iteration.
Were they all accomplished?
► Outcome: Enter the improvement items
2.Did the team meet the goals
in the Team Backlog (yes/no)?
3.Collect and review the
agreed-to Iteration print metrics.

Part 2: Qualitative
1.What went well?
2.What didn't?
3.What can we do better next time?

SCALED AGILE • <> Scalod Ag Uo. Inc. 4-54

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 Team and Technical Agility (TTA) competency assessment

Team and Technical Agility Assessment

► Periodically measure the progress
being made toward the three TTA Agile Teams
dimensions

► Identify specific practices for potential

improvement

► Reassess periodically to observe

trends

Built-in Quality Team of Agile Teams

Assessments are available on the SAFE community platform:

bit.ly/AssessmentTab

SCALED AGILE • © Soalod AgUo. lno. 4-55

Sample Iteration Metrics

Functionality Iteration 1 Iteration 2 Iteration 3

Velocity planned
Velocity actual
# Stories planned
# Stories accepted
% Stories accepted
Quality
Unit test covera ge %
# Defects
# New test case s
# New test case s automated
Total tests
Total % tests au tomated
# Refactors

SCALED AGILE • © Soalod AgUo. In,. 4-56

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 Prepare Share

Activity: Simulate an Iteration Retrospective ~

~~
ii>
In your group, facilitate an Iteration retrospective of this course so far.

► Step 1: Pick someone in your group to play the role of the Scrum Master to
facilitate the Iteration retrospective event

► Step 2: As a group, participate in the retrospective by discussing the following:

- What went well?

- What didn't go so well?
- What can be done better?

► Step 3: Share some of your group's insights with the class

SCALED AGILE • © Soalod AgUo. lno. 4-57

Action Plan: Executing the Iteration ~~

~~

► Step 1: As a team, brainstorm one

to three actions you could take to
improve in any areas related to this
lesson

► Step 2: Individually write down at

least one improvement item

► Step 3: Share one item you

discussed as a team and one item
you individually wrote in your Action
Plan

SCALED AGILE • © Soalod AgUo. In,. 4-58

Workbook 119 © Scaled Agile, Inc.

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 Action PLan

Executing the Iteration

Workbook Page
120114 © Scaled Agile, Inc.

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 Lesson review

In this lesson you:

► Visualized your current flow of work

► Learned how to apply burn-up and cumulative flow diagrams for measuring flow

► Reflected on the different aspects of Built-in Quality

► Recognized the importance of a continuous delivery pipeline

► Experienced the communication and synchronization benefits of the daily stand-up

► Explained how to run a successful backlog refinement session

► Discussed the purpose of the Iteration Review and created a definition of done

► Participated in a retrospective and identified improvements

SCALED AGILE • © Soalod AgUo. lno. 4-59

Resources available for this lesson

The following SAFe resources were used during this lesson or may add to your understanding. All
of these resources are available on the "My Classes" page on the SAFe Community Platform.

Video Playlist - Running Effective Iteration

Video - What is DevOps
Events
bit.lw/WhatisDevOmsvideo
bit.lw/lterationEventPlawlist
SAFe Collaborate Template -Experience Batch
Video - Continuous Delivery Pipeline
Sizes
bit.li'l/ContinuousDeliveri'JPimeline
bit.ll'J/BatchSize Temlillate

Video Playlist - Kan ban for Teams Video: DevSecOps in Real Life
bit.li'l/KanbanPlallllist bit.lw/RealDevSecOms

Video - How to Run an Effective Backlog Collaborate Template: Determine the Team's
Backlog Refinement Workshop Definition of Done
bit.ll'J/RunninmBacklomRefinement bit.ll'J/DetermineDoD

Measure and Grow: Evaluate Progress Towards Collaborate Template: Retrospective Plus,
Business Agility Minus, Delta
bit.lro/AssessmentTab bit.lro/PlusMinusTemlillate 4-60

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 Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.

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 SCALED AGILe ·

rul
Enl• 'l)riH
I ,ti
Gove,nme nl

Lesson Topics
5.1 Pl Planning
.
5.2 ART Sync and System ,:,
Demo CU O - Ctntri<lly Contlnuo ue OellveryPlpellne

@
00
5.3 Innovation and
Planning (IP) Iteration and t5. ·•- p
0
-·-
the Inspect and Adapt •
Serum ·•-

event
Bueillffs lTeehnology

Lean-Agile Leadership

5-2

Workbook 123 © Scaled Agile, Inc.

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 Learning objectives

At the end of this lesson, you should be able to:

► Explain the benefits of planning together as a whole ART

► Participate in a Pl Planning event

► Recognize the importance of integrating and demonstrating together with the

System Demo

► Recognize the need for the IP Iteration to provide time and space for the ART
to learn together

► Explain how to improve as an ART through the Inspect and Adapt event

SCALED AGILE • © Soalod AgUo. lno. 5-3

5.1 Pl Planning

SCALED AGILE . . . .. .. .

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 Duration

Video: Introduction to Pl Planning ~

~

bit.ly/PlplanningOverview

SCALED AGILE • © Soalod AgUo. lno. 5-5

What is Pl Planning?

Pl Planning is a cadence-based event that serves as the heartbeat of the Agile

Release Train (ART), aligning all teams on the ART to a shared mission and
Vision.

► Two days every 8 -12 weeks (10 weeks is typical)

► Everyone plans together

► Product Management owns Feature priorities Pl Planning

► Development teams own Story planning

and high-level estimates

► Architect/Engineering and UX work as intermediaries

for governance, interfaces, and dependencies Agile Team

SCALED AGILE • © Soalod AgUo. In,. 5-6

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 The Pl Planning process

Input Output

Vision

i
Pl Planning

NFRs
Top 10
~
Features
oo
Program
Backlog

Vision and top 10 Features Team and Program Pl Objectives

and Program Board

SCALED AGILE • © Soalod AgUo. lno. 5-7

Create Alignment with Pl Objectives

► Objectives are business summaries of

what each team intends to deliver in Objectives for Pl 1 BV AV
the upcoming Pl.
1. Show routing calculations between the
5 most frequent destinations
► They often directly relate to intended 2. Navigate autonomously from
Features in the backlog. distribution center to the most frequent
destination
3. Parallel park for a delivery
► Other examples: 4. Return to the distribution center after
delivery
- Aggregation of a set of Features 5. Include traffic data in route planning

- A Milestone like a trade show

- An Enabler Feature supporting the
6. Recall a delivery that is already in
progress
Uncommitted Objectives
7. Spike: Reduce GPS signal loss by 25%
I=
implementation 8. Demonstrate real-time rerouting
to avoid delays (e.g., accident,
- A major refactoring construction)

SCALED AGILE • © Soalod AgUo. In,. 5-8

Workbook 126 © Scaled Agile, Inc.

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 Maintain predictability with uncommitted objectives

Uncommitted objectives help improve the predictability of delivering business value.

► They are planned and aren't extra things teams do

'just in case you have time'
- Objectives for Pl 1
-
--,

► They are not included in the commitment, thereby

making the commitment more reliable

► If a team has low confidence in meeting a Pl

Objective, it should be moved to uncommitted
Uncommitted Objectives

► If an objective has many unknowns, consider moving it 7. Spike: Reduce GPS signal loss
by 25%
to uncommitted and put in early spikes 8. Demonstrate real-time rerouting
to avoid delays (e.g., accident,
construction)
► Uncommitted objectives count when calculating load
L
SCALED AGILE ' © Soalod AgUo. lno. 5-9

SMART team Pl Objectives

► Specific - States the intended outcome as simply, concisely, and explicitly as

possible (Hint: Try starting with an action verb).

► Measurable - It should be clear what a team needs to do to achieve the

objective. The measures may be descriptive, yes/no, quantitative, or provide a
range.

► Achievable - Achieving the objective should be within the team's control and
influence

► Realistic - Recognize factors that cannot be controlled.(Hint: Avoid making

overly optimistic assumptions)

► Time-bound - The time period for achievement must be within the Pl, and,
therefore, all objectives must be scoped appropriately.

SCALED AGILE ' © Soalod AgUo. In,. 5-10

Workbook 127 © Scaled Agile, Inc.

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 Duration

Activity: Identify ART roles ~

~

► Step 1: Identify ART roles for the

Simulation role Assigned to
simulation

► Step 2: Ensure that you have all Executive Volunteer

key roles required for the Pl

Planning simulation Product Manager Volunteer

System Architect, UX,

Volunteer
Development Manager

Note: Your Instructor will play the role of the RTE.

SCALED AGILE • © Soalod AgUo. lno. 5-11

Duration

Activity: Identify team names and roles ~

~

► Step 1: Your team is your group. Create a team

name.

► Step 2: Select a Scrum Master for your team. u•

Product
Owner
►

►
Step 3: Select a Product Owner for your team.

Step 4: Make sure the team's name and the names

•
1h11
Scrum
Master
of the people selected are visible to all other teams.

SCALED AGILE • © Soalod AgUo. In,. 5-12

Workbook 128 © Scaled Agile, Inc.

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 Simulation: Why are we here?

Alignment to a common mission

We are here to gain alignment and

commitment around a clear set of prioritized
objectives. I will now review the agenda for
the next two days of the Pl Planning event.

SCALED AGILE • © Soalod AgUo. lno. 5-13

Simulation: Day 1 agenda

Business context 8:00- 9:00 • State of the business

Product/Solution Vision 9:00- 10:30 • Vision and prioritized Features

Architecture Vision and development • Architecture, common frameworks, etc.

10:30 - 11 :30
practices • Agile tooling, engineering practices, etc.

Planning context and lunch 11 :30 - 1:00 • Facilitator explains the planning process

• Teams develop draft plans and identify risks and

Team breakouts 1:00-4:00 impediments
• Architects and Product Managers circulate

Draft plan review 4:00- 5:00 • Teams present draft plans, risks, and impediments

• Adjustments made based on challenges, risks, and

Management review and problem solving 5:00- 6:00
impediments

SCALED AGILE • © Soalod AgUo. In,. 5-14

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 Simulation: Day 2 agenda

• Planning adjustments made based on previous day's

Planning adjustments 8:00- 9:00
management meeting

• Teams develop final plans and refine risks and

impediments
Team breakouts 9:00 - 11 :00
• Business Owners circulate and assign business
value to team objectives

Final plan review and lunch 11 :00 - 1:00 • Teams present final plans, risks, and impediments

• Remaining program-level risks are discussed and

Program risks 1:00- 2:00
ROAMed

Pl confidence vote 2:00-2:15 • Team and program confidence vote

• If necessary, planning continues until commitment is

Plan rework if necessary 2:15- ???
achieved
• Retrospective
Planning retrospective After
• Moving forward
and moving forward commitment
• Final instructions

SCALED AGILE • © Soalod AgUo. lno. 5-15

Simulation: Briefings

• a •
.. II
Product System
Executive
Manager Architect

SCALED AGILE • © Soalod AgUo. In,. 5-16

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 Simulation: Planning guidance

• Expect this first Pl Planning to feel a bit chaotic.

Future Pl Planning meetings will become more
routine .

u • Product Owners: You have the content authority

to make decisions at the user Story level

I Scrum Masters: Your responsibility is to manage

the timebox, the dependencies, and the
1h11 ambiguities

Agile Team: Your responsibility is to define user

Stories, plan them into the Iteration, and work out
interdependencies with other teams

SCALED AGILE • © Soalod AgUo. lno. 5-17

Simulation: Planning requirements

Iteration 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5
Capacity: Capacity: Capacity· Capacity: Capacity:
Feature 1
Load: Load: Load: Load: Load:
Feature 2

□□ □□ □ IP Iteration

□□ □□□ X

□□ o□
Pl Objectives Risks
Pl Objectives BV AV

••• MllMl'4
••
User Story
O Infrastructure
Uncommitted enabler
Objectives Maintenance
■
■
Risksor
Exploration dependencies
enabler
SCALED AGILE • © Soalod AgUo. In,.

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 Simulation: Using historical data to calculate velocity

Velocity

4 hours

: I • • • I • • • • 6 Iterations

Establish velocity by looking at the average output of the last Iterations.

SCALED AGILE • © Soalod AgUo. lno. 5-19

Simulation: Calculate your capacity

Calculating Iteration capacity Example:

► For every full-time Agile Team member

A ?-person team composed of 3
contributing to Solution development, give the developers, 2 testers, 1 Product
team 8 points (adjust for part-timers). Owner, and 1 Scrum Master

► Subtract 1 point for every team member

vacation day and holiday. Exclude the Scrum Master,
Product Owner, and vacation
► Find a small Story that would take about a half time from the calculation
day to develop and a half day to test and
validate. Call it a 1. Calculated capacity: 5 x 8
points = 40 points per Iteration
► Estimate every other Story relative to that one.
SCALED AGILE • © Soalod AgUo. In,. 5-20

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 Duration

Activity: Calculate your capacity ~

~

► Step 1: Review the example on the previous slide

► Step 2: Calculate your own capacity for the next two, 2-week Iterations

- The first Iteration starts Monday

- Use your real availability

► Step 3: Make sure you have your group's capacity calculated

SCALED AGILE • © Soalod AgUo. lno. 5-21

Duration

Activity: Team breakout #1 @ '

.

You will be planning a short Program Increment with two Iterations.

► Step 1: Setup the workspace. Enter the capacity for each Iteration.

► Step 2: Pick up a Feature from the Product Manager.

► Step 3: Estimate the Stories using Story points.

► Step 4: Load the Stories into the Iterations.

► Step 5: Write the Pl Objectives using clear statements.

► Step 6: Identify the uncommitted objectives.

► Step 7: Identify any program risks and dependencies.

SCALED AGILE • © Soalod AgUo. In,. 5-22

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 Duration

Activity: Scrum of Scrums (SoS) ~

~
► Step 1: Observe the Sos, conducted by the RTE

► Step 2: ► Each Scrum Master provides the current status and addresses the
questions from the RTE

► Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2 topics for
the simulation)

Scrum of Scrums questions are on the following slide.

SCALED AGILE • © Soalod AgUo. lno. 5-23

Duration

Activity: Scrum of Scrums (SoS) @

SoS Sync Questions

Have you identified the capacity for each Iteration of the Pl?

Have you identified most of the Stories for the first two Iterations
and begun estimating?
····-
Have you begun resolving dependencies with other teams?

Are you discussing tradeoffs and conflicting priorities with your

Business Owners?
Have you identified any program risks?

Will you be ready to start writing Pl Objectives in the next 15

minutes?
Is there anything you need to discuss with other Scrum Masters? If
so, stay for the meet-after.
SCALED AGILE • © Soalod AgUo. In,. 5-24

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 Duration

Activity: Draft plan review @ '

.

► Step 1: Present the summary of your team's first two Iterations and one or
more draft Pl Objectives

► Step 2: Make sure that you have included the following:

- Capacity and load for each Iteration

- Draft Pl Objectives

- Program risks and impediments

SCALED AGILE • © Soalod AgUo. lno. 5-25

Management review and problem-solving

At the end of day 1, management meets to make adjustments to scope

and objectives based on the day's planning.

Common questions during the managers' review:

• What did we just learn?
• Where do we need to adjust? Vision? Scope?
Team assignments?
• Where are the bottlenecks?
• What Features must be de-scoped?
• What decisions must we make between now and
tomorrow to address these issues?

SCALED AGILE • © Soalod AgUo. In,. 5-26

Workbook 135 © Scaled Agile, Inc.

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 Activities during Day 2

Day 1 Day2
Business context 8:00-9:00 Planning adjustments 8:00-9:00

Product/Solution Vision 9:00-10:30

Team breakouts 9:00-11:00
Architecture Vision and
10:30-11:30
development practices
Final plan review and lunch 11 :00 -1 :00
Planning context and lunch 11:30-1:00
Program risks 1:00-2:00

Team breakouts 1:00-4:00

Pl confidence vote 2:00- 2:15

Draft plan review 4:00-5:00 Plan rework if necessary 2:15-???

Management review and Planning retrospective After

5:00-6:00
problem solving and moving forward commitment

5-27

Make planning adjustments

► Based on the previous day's management review

and problem-solving meeting, adjustments are
discussed.

► Possible changes:

- Business priorities

- Adjustment to Vision

- Changes to scope

- Realignment of work and teams

SCALED AGILE • <> Sc alod AgUo. Inc. 5-28

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 Team breakout #2

Based on new knowledge and a good night's sleep,

teams work to create their final plans.

► In the second team breakout, Business Owners

Objectives for Pl 1
1. Show routing calculations between the
BV AV
-I
5 most frequent destinations 10
circulate and assign business value to Pl 2. Navigate autonomously from
distribution center to the most frequent 8
Objectives from low (1) to high (10) destination
3. Parallel park for a delivery 7
4 . Return to the distribution center after 10
► Teams finalize the Program Increment plan delivery
5. Include traffic data in route planning 7
6. Recall a delivery that is already in 7
► Teams also consolidate program risks, progress

impediments, and dependencies

Uncommitted Objectives
7. Spike: Reduce GPS signal loss by 25% 2
-
8. Demonstrate real-time rerouting
to avoid delays (e.g., accident, 5
► Uncommitted objectives provide the capacity and construction)

guard band needed to increase the reliability of

cadence-based delivery
SCALED AGILE • © Soalod AgUo. lno. 5-29

Duration

Video: Program Board ~

~

bit.ly/SAFeProqramBoard

SCALED AGILE • © Soalod AgUo. In,. 5-30

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 Program board: Feature delivery, dependencies, and Milestones

Iteration 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5 (IP) Pl 2 »>
Milestones/
_ _E_ve_n_t•- - - - - - - - - - - -+-- - - - +-=""-=- --l A program milestone or event is
Unicorns happening in iteration 1.3 (e.g ., a trade
- D-o-lp-hi-ns- - - - - - -----==~ - - =-- ~.--------'--+-- -+--t show, market release, etc.).

Bears

Eagles This feature cannot be delivered

- - - - - - -~.L---r--- --t-- --/--- - .- f -- - -+---+-----'I until multiple teams complete their
Iguanas
- - - - - ---r- - - --+--+-- --+---+---- -+--+- -----< dependencies.
Antelope

Tarantulas
- - - - - - > - - - - - - - + - - + - - - - + - - - - . . , . . . _ _ , . . . . _........_ -t A feature placed in a team's swim
Needs UX Help lane with no strings means that it
Needs Sys can be completed independently of
Arch Help other teams .

Blue = Features ■§f §8 = Significant

dependency
Orange = Milestone/
event
Red String = A dependency requiring stories
or other dependencies to be completed before
the feature can be completed

5-31

Final plan review

Teams and Business Owners peer-review all final plans.

Final plan review agenda

1. Changes to capacity and load

2. Final Pl Objectives with business value
3. Program risks and impediments
4. Q&A session

Final plan review

Used with permission of SE/ Global Wealth Services

SCALED AGILE • <> Scalod AgUo. Inc. 5-32

Workbook 138 © Scaled Agile, Inc.

For personal use only - Bogdan Stan - Nov 9, 2021 (ID:0056T000008UFTSQA4)

 Building the final plan

► Final plans are reviewed by all teams

► Business Owners are asked whether

they accept the plan

► If so, the plan is accepted

► If not, the plans stay in place, and the

team continues planning after the review

A team presenting their final plan

Used with permission of Discount Tire Corporation

SCALED AGILE • © Soalod AgUo. lno. 5-33

Addressing program risks

After all plans have been presented, remaining

program risks and impediments are discussed and
categorized.

ROAMing risks:
C3 esolved G wned
Resolved - Has been addressed. No longer a
concern.

Owned - Someone has taken responsibility.

Accepted - Nothing more can be done. If risk occurs,

release may be compromised.

Mitigated - Team has plan to adjust as necessary.

SCALED AGILE • © Soalod AgUo. In,. 5-34

Workbook 139 © Scaled Agile, Inc.

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 Confidence vote: Team and program

After dependencies are resolved and risks are addressed, a confidence vote is
taken by the team and program.

A commitment with two parts:

1. Teams agree to do everything in their power to meet the agreed-to objectives
2. In the event that fact patterns dictate that it is simply not achievable, teams
agree to escalate immediately so that corrective action can be taken

,,.u
• • I
,,..1
I
SCALED AGILE •
No
confidence
'
© Soalod AgUo. lno.
Little
confidence
Good
confidence
High
confidence
Very high
confidence

5-35

Run a planning meeting retrospective

The Pl planning event will evolve over time. Ending with a retrospective will help
continuously improve it.

The Pl Planning Event

Retrospective

1. What went well

2. What didn't
3. What we can do
better next time

SCALED AGILE • © Soalod AgUo. In,. 5-36

Workbook 140 © Scaled Agile, Inc.

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 5.2 ART Sync and System Demo

SCALED AGILE . ~-

ART events drive the train

ART events create a closed-loop system to keep the train on the tracks.

~=::-· '
Scrum of Scrums
ART Sync
:

~ ---c:--._

I PO Sync
I U t.
=e ART events
=
""' Team events
=
, 1ffl1' I u , 11 ,
u u
• I Pl
Planning :
11111 I 11111
11111
Iteration
Planning
Daily
Stand-up
Iteration
Review
System
Demo

~
Iteration Backlog
Retro Refinement

SCALED AGILE • <> Sc alod AgUo. Inc. 5-38

Workbook 141 © Scaled Agile, Inc.

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 ART Sync is used to coordinate progress

I
••• ART Sync
''
1111 • 11 ----------------------------------------------------------------
1111111111
'
uu
Scrum of Scrums PO Sync
► Visibility into progress, scope, and priority
► Visibility into progress and impediments
adjustments
► Facilitated by RTE
► Facilitated by RTE or PM
► Participants: Scrum Masters, other select
team members, SMEs if necessary ► Participants: PMs, POs, other stakeholders,
► Weekly or more frequently, 30-60 minutes and SMEs as necessary

► Timeboxed and followed by a 'Meet After' ► Weekly or more frequently, 30-60 minutes

► Timeboxed and followed by a 'Meet After'

SCALED AGILE • © SoaOod Agno. Ono. 5-39

Demo the full system increment every two weeks

► Happens after the Iteration review &

(may lag by as much as one
•
1h11
Iteration, maximum)
u• ,_I.J.J
► Features are functionally complete
or 'toggled' so as not to disrupt
•
1h11 <t:
a::
u•
(9
demonstrable functionality uJ
r
► New Features work together and •
1h11
"t,I Full system
with existing functionality •
u &v.~,()

► Demo from a staging environment •

1h11
01>/'
System
team
which resembles production as
much as possible Ir
SCALED AGILE • © SoaOod Agn,. on,. 5-40

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 Prepare Share

Discussion: System Demo challenges ~

~~
ii>
► Step 1: As a team, discuss the following:

- What are challenges to having a new system increment every two weeks?

► Step 2: List three to five challenges and some ways to solve them

► Step 3: Be prepared to share with the class

SCALED AGILE • © Soalod AgUo. lno. 5-41

5.3 Innovation and Planning (IP) Iteration and the

Inspect & Adapt event

SCALED AGILE . · · ·• ·· ·

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 Innovation and Planning (IP) Iteration

Provide sufficient capacity margin to enable cadence. -Donald G. Reinertsen

Facilitate reliability, Program Increment readiness, planning, and innovation

► Innovation: Opportunity for

innovation, hackathons, and
infrastructure improvements
"Provide sufficient capacity
► Planning: Provides for margin to enable cadence."
cadence-based planning
-Donald G. Reinertsen
► Estimating guard band for
cadence-based delivery

SCALED AGILE • © Soalod AgUo. lno. 5-43

Example IP Iteration calendar

Monday Tuesday Wednesday Thursday Friday

-
----
-
Buffer for leftover work

Final verification and validation, and documentation (1f releasing)

--- Innovation

~j-
Pl planning readiness

10 11 12

■ ..... ■
Pl Planning

1-hii:i¼ffi 1:111 ..
niililillllWM -ftpt,
• - i..-■- eeeme

--.
■I■ SSHl·iil::IHM
IMM@M t#M@H:Hillli

------
+·®'""m®"* ■m111a

SCALED AGILE • © Soalod AgUo. In,. 5-44

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 Improving results with the Inspect and Adapt event

Three parts of Inspect and Adapt:

1. The Pl System Demo

2. Quantitative and Qualitative Measurement

3. Problem-Solving Workshop

► Timebox: 3 - 4 hours per Pl

► Attendees: Teams and stakeholders

SCALED AGILE • © Soalod AgUo. lno. 5-45

1. Pl System Demo

At the end of the Pl, teams demonstrate the current

state of the Solution to the appropriate stakeholders.

► Often led by Product Management, POs, and the

System Team

► Attended by Business Owners, ART stakeholders,

Product Management, RTE, Scrum Masters, and
teams

SCALED AGILE • © Soalod AgUo. In,. 5-46

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 Program performance reporting

Prior to or as part of the Pl System Demo, teams review the business value
achieved for each of their Pl Objectives.
Objectives for Pl 3
,............
Business Value
,-------.,
Plan Actual
-- - -
► Teams meet with their Business
• Structured location s and 7 7
validation of locations

Owners to self-assess the • Build and demonstrate a proof of 8 8

concept for context images
business value they achieved for • Implement negative triangulation 8 6

each objective by: tags, companies and people

• Speed up indexing by 50% 10 5

• Index 1.2 billion more web pages 10 8

► Each team's planned vs actual
• Extract and build URL abstracts 7 7
business value is then rolled up to Uncommitted Objectives
"------"
• Fuzzy search by full name 7 0
the program predictability • Improve tag quality to 80% 4 4
measure. relevance '-'

Totals 50 45
% Achievement: 90%

SCALED AGILE • © Soalod AgUo. lno. 5-47

Measure ART Predictability

The Program Predictability measure compares actual

business value achieved to planned business value.
Flow

Pro9ram Predictability Measure

120
• Target: Effective process

., 100
, . control range

_ _____,_- /,-,-,'-,---,,-, -'

"C
> , ' • Predictability sufficient to
-~ ► run the business
~

;/_ 80 _,_
.,
1/)
' ' ,, ,, • Handles common
variants
>
~
., 60
B - Special causes may still
0 cause excess variation
E 40
~
Cl
e
a.. 20
- - - - - Team A: Out-of-control development
- - - - - Team B: Control led development
Program (ART)
0
Pl 1 Pl2 Pl3 Pl4 Pl5

SCALED AGILE • © Soalod AgUo. In,. 5-48

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 3. The Problem-Solving Workshop

Identify the biggest root-cause using

Agree on the problem to solve Apply root-cause analysis and 5 whys
Pareto analysis

• Insufficiently
reliable release
commitments

Restate the new problem for the biggest

Brainstorm solutions Identify improvement backlog items
root-cause

-®
•
I,

I I
Insufficient
0 -
architectural
runway
,
-... '
NFRs

SCALED AGILE • © Soalod AgUo. lno. 5-49

Action Plan: Executing the Pl ~~

~~

► Step 1: As a team, brainstorm one

to three actions you could take to
improve in any areas related to this
lesson

► Step 2: Individually write down at

least one improvement item

► Step 3: Share one item you

discussed as a team and one item
you individually wrote in your Action
Plan

SCALED AGILE • © Soalod AgUo. In,. 5-50

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 Action Plan

Executing the PI

Workbook Page
148142 © Scaled Agile, Inc.

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 Lesson review

In this lesson you:

► Explored the benefits of planning together as a whole ART

► Participated in a Pl Planning event

► Recognized the importance of integrating and demonstrating together with the

System Demo

► Recognized the need for the IP Iteration to provide time and space for the
ART to learn together

► Explored how to improve as an ART through the Inspect and Adapt event

SCALED AGILE • © Soalod AgUo. lno. 5-51

Resources available for this lesson

The following SAFe resources were used during this lesson or may add to your understanding. All
of these resources are available on the "My Classes" page on the SAFe Community Platform.

Video - Developer Story: My First Pl Planning Toolkit - SAFe Pl Planning Toolkit

! /MimFirstPIPlannini[il
bit.Im bit.lim/ToolkitsandTemrnlates

Video - Preparation for Pl Planning Toolkit - SAFe Pl Execution Toolkit

bit. ll'.l
l /PlanninmPreJilVideo bit.lll'.l/ToolkitsandTemmlates

Video - Playlist: Agile Software Engineering

Video - The Program Board
Vlog
bit. ll'.l
l /TheProiD!ramBoard
bit.lll'.l/Plal'JlistSoftwareEnlilineerinlil

Video - Playlist: Introduction to Pl Planning

bit. ll'.l
l /PIPlanninmPlawlist

5-52

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 Lesson notes
Enter your notes below. If using a digital workbook, save your PDF often so you don’t lose
any of your notes.

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 SCALED AGILe ·

Duration

Video: SAFe Certification Benefits ~

~

bit.ly/BenefitsSAFeCertification

SCALED AGILE • <> Scalod AgUo. Inc. 6-2

Workbook 151 © Scaled Agile, Inc.

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 SCAl..ED AG - • &,,,., ....., 1~

Duration

Video: Welcome to the SAFe Community Platform ~

~

bit.ly/SAFeCommunityPlatform

SCALED AGILE • <> Scalod AgUo. Inc. 6-4

Workbook 152 © Scaled Agile, Inc.

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 Access tools and resources for your SAFe Practice
and Continue Your Professional Development

~
e ~
• . ...
SAFe ART and Team Events and Toolkits to help practice SAFe

Access on-demand, self-paced, Getting Started e-learning

~ modules and resources
Your
SAFe
Community
~
rr
Membership 11

G • SAFe Community Video Hub

Organize and run virtual SAFe events in real time with
0 (...~ ~ SAFe Collaborate
~~ ......
--- - - - - - - - - - - - - - - - - - - - - - - ~

n ,....., Measure Business Agility progress with the SAFe Assessments

IWI ......,

(i) SAFe Forums and FAQs to get questions answered

SCALED AGILE ·" @Scaled Agllo, loc.

6-5

Use articles, videos, agendas, toolkits, and more to support

your ART and team events
SAFe ART & Team Events

Soppor1 for ART aod Team Events What's on this page?

l,.-,,nowt1!-SAF0MT"""T""'__,.br..,.,~---
SN0 _ _,_.,. _ _ _ ,_.,_,.,._...,.,..

:=-.:--:.:.---:.=:::=.":.::~.:=-

ART & Team Events > Pl Plannirig

Events

,.,,,,.. ______ ,.,._.,_

F...,.,. ___,.,.,,_)W_IO-
Prog,.ml...,.,,.,.,,t("1)Plann,ng

JW-•PI---- --~--
lftl!)KlandAdap!(llA)
F...,IPlt _ _ _ _ ,.,._.,_

--
,.,.- .. .,,,._AAT&T-,(-

SCALED AGILE • <> Scaled Agllo. Inc. 6-6

Workbook 153 © Scaled Agile, Inc.

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 Explore ready-to-use templates and job resources to help
execute SAFe events and workshops more effectively
SAFe ® Remote ARTs SAFe ® Measure and Grow SAFe ® Iteration
Toolkit Workshop Toolkit Execution Toolkit
~

SCALED AGILE . SCALED AGILE . SCALED AGILE .

SAFe® Pl Planning Toolkit SAFe ® Pl Execution Team Formation Toolkit

Toolkit

SCALED AGILE . SCALED AGILE . SCALED AGILE .

SCALED AGILE • © Soalod AgUo. lno. 6-7

Discover and develop skills through self-paced, interactive

e-learning modules to achieve your personal and
professional goals

Agile Basics What is SAFe for Lean Enterprises SAFe Foundations: Core Va lues
E-learning E-learning E-learning

Learn what Agile is, where it comes Become more familiar with the goals Build your understanding of the core
from, why it continues to be used and and methods of SAFe to achieve values of SAFe and how they are
needed, and how it supports teams and Business Agility. applied in practice.
organizations to do what they do better.

© 30 - 45 Minutes CD 15 - 30 Minutes CD 15 - 30 Minutes

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 Access videos to support your learning and grow your skills

SCALED AGILE • © Soalod AgUo. lno. 6-9

Organize and run virtual SAFe events in real time

SAFe Collaborate SAFe Collaborate is a visual, cloud-based workspace tool
for organizations to orchestrate virtual SAFe events and activities.

. ...... ~~':.~~"''
n..SAFo•P,ol,len,Sol,,;nge.-d,.oo,nglo
,.,. .,
0 l'.l l!.'l Q O l'.l

:=========~
~1-_rt - 5101;'.• Continu• & I Wit h
c.,p,.+,Ol'O»bys..i.d...,._,°"',..~-

SCALED AGILE • © Soalod AgUo. In,. 6-10

Workbook 155 © Scaled Agile, Inc.

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 Evaluate progress towards business agility with the
SAFe assessments, Measure and Grow workshop
and our assessment partners

Measure and Grow

Workshop Toolkit

OA: l,.,.n•Thinkir>IJhoplo .....

~ agilityhealth·,O
A9ilflo- enabling business agiltty

SAFe Measure and Grow Workshop

Toolkit

Fmd the tools and resources needed to

faci litate successful Measure & Grow
Workshops m your organization

Business Agility Assessment d:. Download

SCALED AGILE • © Soalod AgUo. lno. 6-11

Team and Technical Agility Assessment

Competency-based self-assessments
Each Core Competency has a downloadable assessment, along with
three Growth recommendations, available in SAFe Collaborate . To
access these assets directly, visit the Scaled Agile Framework
Agile Teams
•
website: www.scaledagileframework.com/measure-and-grow/

@ Organizational Agility Team and Technical Agility

Lean Portfolio Management Continuous Learning Culture

*
@ Enterprise Solution Delivery

Agile Product Delivery

Lean-Agile Leadership

Built-in Quality Team of Agile Teams

SCALED AGILE • © Soalod AgUo. In,. 6-12

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 Join the SAFe Practitioners Community Forum to connect
with a community of SPs.

Hi all, I have a general comment for discussion.

~SAFe I COMMUNITY One of the intro slides in some SAFe classes is called "Five technological revolutions." I think the bottom row
should mention Data Science, Internet-of-Things, Al, or something generic like "Big Data" which I believe is more
Home Leam v Implement v Measure v Connect v Teach v Partn<
transformative than "housing bubbles."
Anybody else?

■
•' like • Comment ~Share 2 comments • 14 views

•- SAFe Practitioners
More comments 1 of2

Rick, Cindy is correct, but we agree with you that there may be a new revolution emerging that goes
beyond Carlota's work. Stay tuned!; -)

Like · Reply

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When you need support, check the FAQ page for your
question or contact SAi support directly.
~SAFe I SUPPORT 0. logm

Home Topics v

Frequently Asked Questions

I'm A Learner

Certifications Exams Forums

Digital Badges Training Remote Leamer

Practice Tests

I'm An In structor

Resource Downloads Course Administration Access to Materials

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 Workbook 158 © Scaled Agile, Inc.

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 SAFe Glossary
📖 SAFe Glossary: Visit the Scaled Agile Framework site (www.scaledagileframework.com/
glossary/) to download glossaries translated into other languages.

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