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What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup

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Yuval Yeret
Yuval Yeret

SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework. In this session, we'll cover the following topics: Strengthening the Foundation for Business Agility - Foundational changes in SAFe Empowering Teams and Clarifying Responsibilities Accelerating Value Flow Enhancing Business Agility with SAFe across the business Delivering Better Outcomes with Measure and Grow and OKRs This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.

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What’s new in Scaled Agile Framework® 6.0 Work Differently. Build the Future. Yuval Yeret
Yuval Yeret SAFe Fellow/SPCT | Scrum.org PST | Business Agility Coach/Trainer | Professional Scrum w/ Kanban Co-creator & Steward
Topics ● Strengthening the Foundation for Business Agility - ● Enhancing Business Agility with SAFe across the business ● Accelerating Value Flow ● Empowering Teams and Clarifying Responsibilities ● Delivering Better Outcomes with Measure and Grow and OKRs 3
New practices form new ways of working - 4 - © Scaled Agile, Inc.
Understanding the role of SAFe in a Business context
The traditional approach won’t get you there Business opportunity emerges Business opportunity leveraged (or too late?) 18 - 24 months Design Implementation … … Redo? Learn Funding budget cycle Requirements Verification - 6 - © Scaled Agile, Inc.
Business Agility Business opportunity emerges Business opportunity leveraged Sense opportunity Organize around value Connect to customer Pivot or persevere Deliver value continuously Learn and adapt Deliver MVP Fund MVP 2 – 6 months to Minimum Viable Product QUICK RESPONSE TO BUSINESS OPPORTUNITY Introducing the Business Agility Value Stream - 7 - © Scaled Agile, Inc.
- 8 - © Scaled Agile, Inc. Apply SAFe’s seven core competencies to achieve business agility
Sense opportunity Take a Gemba Walk Spend time where your customers perform work and return with current, relevant, and specific information about the realities of their products and services. This will help you identify opportunities for innovative new Foster market-sensing activities Organizational Agility Sense Opportunity → Market research → Analysis of quantitative and qualitative data → Direct and indirect customer feedback → Direct observation of the customers in the marketplace - 9 - © Scaled Agile, Inc.
Fund MVP Lean Portfolio Management Fund MVP → Develop the Lean Portfolio Management competency and use Lean Budgeting to quickly allocate funds to build a Minimum Viable Product (MVP)—an early version of the solution used to evaluate the primary business hypothesis. Quickly respond to opportunities with nimble funding - 10 - © Scaled Agile, Inc.
Organize Around Value Organize around value to address opportunity and optimize value delivery Team and Technical Agility Organizational Agility Organize Around Value → Build technology portfolios of development value streams → Realize value streams with product-focused Agile Release Trains (ARTs) → Form Agile teams that can directly deliver value Build an MVP with existing Agile Teams or Agile Release Trains (ARTs). In some cases, creating an MVP may involve modifying existing teams and ARTs or entirely new development value stream may need to be formed. - 11 - © Scaled Agile, Inc.
Connect to Customer Create positive experiences for the customer throughout the entire customer journey Enterprise Solution Delivery Agile Product Delivery Connect to Customer → A Customer Centricity mindset assures a direct connection to the customer → Design Thinking help teams achieve positive experiences by empathizing with the user to design the right solution. - 12 - © Scaled Agile, Inc.
Deliver MVP Deliver the MVP iteratively and incrementally, following Lean-Agile practices Enterprise Solution Delivery Agile Product Delivery There are differences in how teams work on an MVP compared to evolving functionality in a mature solution. → There is more risk and uncertainty. Unknowns may manifest in critical areas, including technology choices, implementation strategy, organizational expertise, deployment, operations, customer acceptance, and business benefits. → More experimentation and even faster feedback are required. And that is exactly what SAFe is optimized for. Deliver MVP - 13 - © Scaled Agile, Inc.
Pivot or Persevere This decision point is a crucial investment milestone The result of the MVP is a set of facts that support a decision regarding whether to proceed with further development. → If the hypothesis is disproven, the organization accepts the sunk cost and moves on to other opportunities. → If the hypothesis proves beneficial, additional funding follows to enable further development. Lean Portfolio Management Pivot or Persevere If hypothesis is proven: Pivot: Create a new hypothesis continue development If not: or Stop The MVP outcome is not always a simple yes or no. The experiment may yield vital insights that reveal new alternative solutions. - 14 - © Scaled Agile, Inc.
Deliver Value Continuously A successful MVP opens the gates to deliver additional solution features → This process relies on Agile Product Delivery that fosters iterative and incremental development powered by the ART. → Building on DevOps, these practices include optimizing a Continuous Delivery Pipeline that ensures a steady flow of value and the ability to release on-demand to meet the needs of customers. → For some organizations, these solutions represent large and complex applications and cyber-physical systems that require thousands of developers and many suppliers to coordinate their efforts within a Solution Train. Deliver Value Continuously Enterprise Solution Delivery Agile Product Delivery - 15 - © Scaled Agile, Inc.
SAFe Applied to Business Problems/Opportunities
Patterns of Agile Business & Technology Operates? What does that mean?
• Ideally found fit- for-purpose product • Learnings/ Knowledge Scientific (aka Operational) Value Stream Search for marketable Product Platform - Systems/ Processes Enabling effective operational/scientific work Developmental Work / Value Stream – Product is the Platform / Process / Systems that support the scientific R&D work Business-Enabled ART Scientists (Wet Lab, Research, Computational Biology, etc.) Hypothesis Design Manufacture Characterize In-Vitro Administer In-Vivo Learn and Inform Hypothesis Design Manufacture Characterize In-Vitro Administer In-Vivo Learn and Inform I actually prefer Tech-enabled ART.. in this context… Bio-enabled ART
What would an Agile Business Train look like in this BioTech Context? Scientific operational work (searching for best in class therapeutics carrier) + developing the systems / platform to support the scientific work - managed in one ART Especially appropriate when operational work benefits from agile principles and practices. R&D scientific work is a great example. 20 What about other types of operational work? What might happen if we use SAFe/ART to manage that work?
•Examples of work streams / “Features” teams took on – –Integration of multiple clinics/practices in Portland, ME –Acceleration of Telemedicine services during covid19 –EMR selection and implementation –Reduce occurences of missing medicine •Teams included: –IT applications –Cybersecurity –Finance –Clinical Ops –Marketing –HR –Clinic Admins Agile Business Train Case Study – Business/Clinical/IT ART at a New England HCP the multi-disciplinary approach combining IT and operational people as part of the same DVS inside stream-aligned agile teams achieved the following benefits: •improving the predictability of delivery - clinic consolidation that managed to finish on time despite the challenges covid19 threw at the team •reigning in teams that were attempting to work on too many projects simultaneously and helping them focus •enabling the business agility needed to quickly pivot towards telemedicine as a focus.
“To enable fast and predictable lead times in any value stream, there is usually a relentless focus on creating a smooth and even flow of work.” ▪ —Gene Kim et al., The DevOps Handbook - 22 - - 22 - © Scaled Agile, Inc. Accelerating Value Flow
Eight properties of a flow-based system 1 2 3 4 5 7 6 8 → Flow occurs when there is a smooth, linear, and fast movement of work product through the steps in a value stream → Flow properties describe the elements that always exist in a flow system © Scaled Agile, Inc. - 23 -
Eight flow accelerators - 24 - © Scaled Agile, Inc. → Every accelerator offers an opportunity to optimize each flow property → This is the topic of SAFe Principle #6: “Make value flow without interruptions” - 24 -
Accelerators apply differently to each SAFe level → Four new articles describe applying the eight flow accelerators: ▪ Team Flow ▪ ART Flow ▪ Solution Train Flow ▪ Portfolio Flow → Each article offers techniques for addressing, optimizing, and debugging issues with achieving continuous value flow at that specific level - 25 - © Scaled Agile, Inc.
How do we know we are going faster? Measure flow. Flow Distribution Proportion of each item type Flow Velocity Items done in a given period Flow Time Time from entry to delivery Flow Load Total work-in-progress Flow Predictability Planned vs. actual value Flow Efficiency Active vs. waiting FLOW METRICS - 26 - © Scaled Agile, Inc.
© Scaled Agile, Inc. - 27 - When does it make sense to focus on making value flow?
SAFer through clarity
© Scaled Agile, Inc. - 29 - What has changed in the Implementation Roadmap?
- 30 - Clarity on Roles via Responsibility Wheels
- 31 -
- 32 - Team Coach… BTW Scrum of Scrums -> Coach Sync
- 33 - OKRs - not really new in SAFe 6.0 but promoted to the BP https://www.slideshare.net/yy eret/using-okrs-in-the-safe- enterprise-align-and-focus- on-outcomes-and-enable- business-agility
- 34 - Program No More (Supports Project->Product Evolution)
Wider trends in the SAFe ecosystem Rising demand for “Help us Fix our SAFe” and realization that in order to succeed you need SAFe practitioners that are real agilists at heart
Yuval Yeret SAFe Fellow/SPCT | Scrum.org PST | Business Agility Coach/Trainer | Professional Scrum w/ Kanban Co-creator & Steward Http://YuvalYeret.com Helping people implement/fix SAFe the Agile way
NOW WHAT What actions make sense for you? What are you going to do now? WHAT What did you notice, what changes stood out? SO WHAT Why is that important? What patterns or conclusions are emerging? What hypotheses can you make?
Q&A - Which changes do you want to talk about? Which ones do you like? Which ones are you upset about?

More Related Content

What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup

  • 1. What’s new in Scaled Agile Framework® 6.0 Work Differently. Build the Future. Yuval Yeret
  • 2. Yuval Yeret SAFe Fellow/SPCT | Scrum.org PST | Business Agility Coach/Trainer | Professional Scrum w/ Kanban Co-creator & Steward
  • 3. Topics ● Strengthening the Foundation for Business Agility - ● Enhancing Business Agility with SAFe across the business ● Accelerating Value Flow ● Empowering Teams and Clarifying Responsibilities ● Delivering Better Outcomes with Measure and Grow and OKRs 3
  • 4. New practices form new ways of working - 4 - © Scaled Agile, Inc.
  • 5. Understanding the role of SAFe in a Business context
  • 6. The traditional approach won’t get you there Business opportunity emerges Business opportunity leveraged (or too late?) 18 - 24 months Design Implementation … … Redo? Learn Funding budget cycle Requirements Verification - 6 - © Scaled Agile, Inc.
  • 7. Business Agility Business opportunity emerges Business opportunity leveraged Sense opportunity Organize around value Connect to customer Pivot or persevere Deliver value continuously Learn and adapt Deliver MVP Fund MVP 2 – 6 months to Minimum Viable Product QUICK RESPONSE TO BUSINESS OPPORTUNITY Introducing the Business Agility Value Stream - 7 - © Scaled Agile, Inc.
  • 8. - 8 - © Scaled Agile, Inc. Apply SAFe’s seven core competencies to achieve business agility
  • 9. Sense opportunity Take a Gemba Walk Spend time where your customers perform work and return with current, relevant, and specific information about the realities of their products and services. This will help you identify opportunities for innovative new Foster market-sensing activities Organizational Agility Sense Opportunity → Market research → Analysis of quantitative and qualitative data → Direct and indirect customer feedback → Direct observation of the customers in the marketplace - 9 - © Scaled Agile, Inc.
  • 10. Fund MVP Lean Portfolio Management Fund MVP → Develop the Lean Portfolio Management competency and use Lean Budgeting to quickly allocate funds to build a Minimum Viable Product (MVP)—an early version of the solution used to evaluate the primary business hypothesis. Quickly respond to opportunities with nimble funding - 10 - © Scaled Agile, Inc.
  • 11. Organize Around Value Organize around value to address opportunity and optimize value delivery Team and Technical Agility Organizational Agility Organize Around Value → Build technology portfolios of development value streams → Realize value streams with product-focused Agile Release Trains (ARTs) → Form Agile teams that can directly deliver value Build an MVP with existing Agile Teams or Agile Release Trains (ARTs). In some cases, creating an MVP may involve modifying existing teams and ARTs or entirely new development value stream may need to be formed. - 11 - © Scaled Agile, Inc.
  • 12. Connect to Customer Create positive experiences for the customer throughout the entire customer journey Enterprise Solution Delivery Agile Product Delivery Connect to Customer → A Customer Centricity mindset assures a direct connection to the customer → Design Thinking help teams achieve positive experiences by empathizing with the user to design the right solution. - 12 - © Scaled Agile, Inc.
  • 13. Deliver MVP Deliver the MVP iteratively and incrementally, following Lean-Agile practices Enterprise Solution Delivery Agile Product Delivery There are differences in how teams work on an MVP compared to evolving functionality in a mature solution. → There is more risk and uncertainty. Unknowns may manifest in critical areas, including technology choices, implementation strategy, organizational expertise, deployment, operations, customer acceptance, and business benefits. → More experimentation and even faster feedback are required. And that is exactly what SAFe is optimized for. Deliver MVP - 13 - © Scaled Agile, Inc.
  • 14. Pivot or Persevere This decision point is a crucial investment milestone The result of the MVP is a set of facts that support a decision regarding whether to proceed with further development. → If the hypothesis is disproven, the organization accepts the sunk cost and moves on to other opportunities. → If the hypothesis proves beneficial, additional funding follows to enable further development. Lean Portfolio Management Pivot or Persevere If hypothesis is proven: Pivot: Create a new hypothesis continue development If not: or Stop The MVP outcome is not always a simple yes or no. The experiment may yield vital insights that reveal new alternative solutions. - 14 - © Scaled Agile, Inc.
  • 15. Deliver Value Continuously A successful MVP opens the gates to deliver additional solution features → This process relies on Agile Product Delivery that fosters iterative and incremental development powered by the ART. → Building on DevOps, these practices include optimizing a Continuous Delivery Pipeline that ensures a steady flow of value and the ability to release on-demand to meet the needs of customers. → For some organizations, these solutions represent large and complex applications and cyber-physical systems that require thousands of developers and many suppliers to coordinate their efforts within a Solution Train. Deliver Value Continuously Enterprise Solution Delivery Agile Product Delivery - 15 - © Scaled Agile, Inc.
  • 16. SAFe Applied to Business Problems/Opportunities
  • 17. Patterns of Agile Business & Technology Operates? What does that mean?
  • 18. • Ideally found fit- for-purpose product • Learnings/ Knowledge Scientific (aka Operational) Value Stream Search for marketable Product Platform - Systems/ Processes Enabling effective operational/scientific work Developmental Work / Value Stream – Product is the Platform / Process / Systems that support the scientific R&D work Business-Enabled ART Scientists (Wet Lab, Research, Computational Biology, etc.) Hypothesis Design Manufacture Characterize In-Vitro Administer In-Vivo Learn and Inform Hypothesis Design Manufacture Characterize In-Vitro Administer In-Vivo Learn and Inform I actually prefer Tech-enabled ART.. in this context… Bio-enabled ART
  • 19. What would an Agile Business Train look like in this BioTech Context? Scientific operational work (searching for best in class therapeutics carrier) + developing the systems / platform to support the scientific work - managed in one ART Especially appropriate when operational work benefits from agile principles and practices. R&D scientific work is a great example. 20 What about other types of operational work? What might happen if we use SAFe/ART to manage that work?
  • 20. •Examples of work streams / “Features” teams took on – –Integration of multiple clinics/practices in Portland, ME –Acceleration of Telemedicine services during covid19 –EMR selection and implementation –Reduce occurences of missing medicine •Teams included: –IT applications –Cybersecurity –Finance –Clinical Ops –Marketing –HR –Clinic Admins Agile Business Train Case Study – Business/Clinical/IT ART at a New England HCP the multi-disciplinary approach combining IT and operational people as part of the same DVS inside stream-aligned agile teams achieved the following benefits: •improving the predictability of delivery - clinic consolidation that managed to finish on time despite the challenges covid19 threw at the team •reigning in teams that were attempting to work on too many projects simultaneously and helping them focus •enabling the business agility needed to quickly pivot towards telemedicine as a focus.
  • 21. “To enable fast and predictable lead times in any value stream, there is usually a relentless focus on creating a smooth and even flow of work.” ▪ —Gene Kim et al., The DevOps Handbook - 22 - - 22 - © Scaled Agile, Inc. Accelerating Value Flow
  • 22. Eight properties of a flow-based system 1 2 3 4 5 7 6 8 → Flow occurs when there is a smooth, linear, and fast movement of work product through the steps in a value stream → Flow properties describe the elements that always exist in a flow system © Scaled Agile, Inc. - 23 -
  • 23. Eight flow accelerators - 24 - © Scaled Agile, Inc. → Every accelerator offers an opportunity to optimize each flow property → This is the topic of SAFe Principle #6: “Make value flow without interruptions” - 24 -
  • 24. Accelerators apply differently to each SAFe level → Four new articles describe applying the eight flow accelerators: ▪ Team Flow ▪ ART Flow ▪ Solution Train Flow ▪ Portfolio Flow → Each article offers techniques for addressing, optimizing, and debugging issues with achieving continuous value flow at that specific level - 25 - © Scaled Agile, Inc.
  • 25. How do we know we are going faster? Measure flow. Flow Distribution Proportion of each item type Flow Velocity Items done in a given period Flow Time Time from entry to delivery Flow Load Total work-in-progress Flow Predictability Planned vs. actual value Flow Efficiency Active vs. waiting FLOW METRICS - 26 - © Scaled Agile, Inc.
  • 26. © Scaled Agile, Inc. - 27 - When does it make sense to focus on making value flow?
  • 28. © Scaled Agile, Inc. - 29 - What has changed in the Implementation Roadmap?
  • 29. - 30 - Clarity on Roles via Responsibility Wheels
  • 31. - 32 - Team Coach… BTW Scrum of Scrums -> Coach Sync
  • 32. - 33 - OKRs - not really new in SAFe 6.0 but promoted to the BP https://www.slideshare.net/yy eret/using-okrs-in-the-safe- enterprise-align-and-focus- on-outcomes-and-enable- business-agility
  • 33. - 34 - Program No More (Supports Project->Product Evolution)
  • 34. Wider trends in the SAFe ecosystem Rising demand for “Help us Fix our SAFe” and realization that in order to succeed you need SAFe practitioners that are real agilists at heart
  • 35. Yuval Yeret SAFe Fellow/SPCT | Scrum.org PST | Business Agility Coach/Trainer | Professional Scrum w/ Kanban Co-creator & Steward Http://YuvalYeret.com Helping people implement/fix SAFe the Agile way
  • 36. NOW WHAT What actions make sense for you? What are you going to do now? WHAT What did you notice, what changes stood out? SO WHAT Why is that important? What patterns or conclusions are emerging? What hypotheses can you make?
  • 37. Q&A - Which changes do you want to talk about? Which ones do you like? Which ones are you upset about?