Enhancing the SAFe Team Level Creating Teams and Having  Common Methods Al Shalloway CEO, Net Objectives

Lean for Executives Product Portfolio Management Business Product Owner Product Owner

Onsite SPC  Leading SAFe SAFe Architecture PM/PO

ASSESSMENTS CONSULTING T RAINING COACHING

technical Kanban / Scrum  ATDD / TDD / Design Patterns

Lean Management Project Management

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Al Shalloway CEO, Founder

[email protected] @AlShalloway

Co-founder of Lean-Systems Society Co-founder Lean-Kanban University

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Cross‐Functional Teams Manifest  Lean and Eliminate Waste Partially done work Paperwork Hand‐offs Extra features Task switching Delays Defects

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Cross‐Functional Teams Manifest  Lean and Eliminate Waste Cross‐functionality can lower Delays in workflow Delays in feedback Poor collaboration Re‐learning Redundant efforts Technical debt

Need other methods to  eliminate these wastes Building things that aren’t of  topmost value Poor collaboration across  teams Re‐learning across teams Redundant efforts across  teams Lack of common vision /  intentions Waste from technical debt

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Many Ways to Achieve Teams Cross‐functional teams a la Scrum Core with temporarily embedded team  members Core with shared extended team members Dynamic Feature Teams

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Team Organization UI Team

UI Team Inter‐tribal Intra‐tribal

Mid‐tier Team

Mid‐tier Team

Team 3

Team 2

Cross‐team cross‐tribe  collaboration is difficult

Database Team Team 1

Database Team

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Military Aircraft Background • 7 components on plane • 70 person dev group (50 devs) • 7 teams (4‐10 each) • 4 test platforms, 2 simulators, 1 plane Challenge: Integration extremely difficult

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Dynamic Feature Teams

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Resulting Savings 63% increase in throughput 42% decrease in defects Greater than 22% savings* ($1.73M) * Was thought to be higher but not  claimed due to political reasons

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Many Ways to Achieve  Teams Cross‐functional teams a la Scrum Core with temporarily embedded team  members Core with shared extended team  members Dynamic Feature Teams

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Pod: “whole” team continually producing Business value ‘chunks’

Core team(s) comprised of all skills (static) • • • • •

Planning Analysis Development Testing & Acceptance Implementation

Extended (maybe dynamic) • Architecture • SMEs • Shared Services

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Skills Needed Project Managers

Developers

Cross‐Functional Team

Business Analysts / SMEs Testers 13

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Scrum Cross‐Functional Team Project Managers

Scrum Masters Team

Product Owners

Developers

Scrum Team Cross‐Functional Team

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In Reality Team has need for  additional  roles: • Architecture • SMEs • Shared Services

Cross‐Functional Team

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Cross‐Functional via core and extended team

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Sharing Component Team Members Scrum Team

Component Team

Instead of giving the Scrum team 25% of their  backlog, give them 25% of their people.

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Sharing Component Team Members Scrum Team

Component Team

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Questions? Challenges?

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Problems at Scale Can’t have everybody “doing their own  thing.” But must allow for teams to tailor to  their own situation.

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TEAM METHOD REQUIREMENTS 1. Must be business  driven

• All teams must focus  on getting MBIs done  in concert and not  locally optimizing • Provides the mindset  for coordination  across teams

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TEAM METHOD REQUIREMENTS 1. Business Driven 2. Must provide core  practices 

• Helps teams be  effective without  having to relearn the  wheel • Increases quality,  predictability and  velocity

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TEAM METHOD REQUIREMENTS 1. Business Driven • Variations must be  2. Provide core practices accounted for • Whether have cross‐ 3. Enable tailoring to  functional teams each team’s situation • Whether need  iterations • Level of team’s  discipline

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TEAM METHOD REQUIREMENTS 1. 2. 3. 4.

Business Driven • Helps ensure teams  Provide core practices do the core practices • Enables individuals  Tailored to each team to move around  more easily Provide a consistent  approach across the  • Facilitates cross‐ team learning enterprise • Facilitates  management  understanding

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TEAM METHOD REQUIREMENTS 1. 2. 3. 4.

Business Driven • As teams learn they  Provide core practices may transcend a  practice Tailored to each team • Practices may   become  Consistency across  inappropriate enterprise • Can’t just stop doing  5. Provide a way to  something because  abandon practices  you are having a  when better ones are  problem with it available

thinking points 

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TEAM METHOD REQUIREMENTS 1. 2. 3. 4.

Business Driven Provide core practices Tailored to each team Consistency across  enterprise 5. How to abandon  practices 6. Explicitly based on  Principles

• Laws of software  development oSystems thinking oFlow oBuild quality in

• Improves  professionalism • Avoids dogma • Provides guidance to  extend practices

thinking points 

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TEAM METHOD REQUIREMENTS 1. 2. 3. 4.

Business Driven • Culture is unique to a  Provide core practices company.  Tailored to each team • Requiring change  may be a mistake but  Consistency across  avoiding it usually is enterprise • Must attend to  5. How to abandon  culture and what  practices degree of change is  appropriate 6. Explicitly based on  principles 7. Attends to culture thinking

points 

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Lean‐Agile Team Business driven Contains core practices all teams should do Consistent across organization Provides explicit starting point for teams  based on where they are Provide proper way to abandon particular  practices when better ones available Based on principles to allow resolution not  dogma Addresses the culture of the organization

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At This Point Just Calling it Lean‐Agile Lean‐Agile is based on Lean Principles Incorporates best practices of Scrum,  Kanban, Kanban Method and eXtreme  Programming Provides solid team practices while  creating context both for how teams  deliver value and work together

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Lessons From Scrum Cross Functional Teams Are Good • Improve collaboration • Eliminate waste Cadence coordinates different roles Iterations Create Discipline Short term planning can be accurate

Principles are needed to learn. Theory without experience is useless.  Experience without theory is expensive.  Paraphrase of Deming © Copyright Net Objectives, Inc. All Rights Reserved

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Lessons From Kanban Use kanban to manage flow Visibility and explicit workflow greatly  enhances learning It is important to include management How to manage projects without cross‐ functional teams How to affect change when one can’t do any  change up front (Kanban Method) If we focus only on work flow, we will miss  other opportunities for improvement. Attempting to do only Kaizen can often lead to  stagnation (Kanban Method) © Copyright Net Objectives, Inc. All Rights Reserved

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Lessons From XP Test‐first and automated testing  results in long‐term maintainable code Continuous integration is important Small stories are important Collaboration is critical

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Framework/Method  Tunnel Vision Frameworks and methods don’t  preclude others theoretically But focusing on one thing precludes  others in practice Scrum tends to preclude flow, explicit  policies, management (doesn’t have to,  but often does) LKU Kanban tends to preclude teams  (doesn’t have to, but often does) In theory, theory and practice are the same.  But in practice they are different. © Copyright Net Objectives, Inc. All Rights Reserved

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The Lean‐Agility Space KANBAN

SCRUM Cross functional team Sprints provide discipline Use estimation & velocity

Small batches Self‐organization Daily standups

Improves flow within  existing structure Focus on Finishing Everything Visible Explicit Workflow Manage WIP

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The Lean‐Agility Space

Small batches Self‐organization Daily standups Focus on finishing

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The Lean‐Agility Space

Small batches Self‐organization Daily standups Focus on finishing Everything visible

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The Lean‐Agility Space

Small batches Self‐organization Daily standups Focus on finishing Everything visible Explicit workflow

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The Lean‐Agility Space

Small batches Self‐organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP

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The Lean‐Agility Space Small batches Self‐organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP Use estimation & velocity

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The Lean‐Agility Space Small batches Self‐organization Daily standups Continuous Integration Focus on finishing Everything visible Explicit workflow Manage WIP Use estimation & velocity

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Adopt Test‐First at Acceptance Level Small batches Self‐organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP Use estimation & velocity ATDD

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Others to Adopt When Can Small batches Self‐organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP Use estimation & velocity ATDD

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Different Situations call for Different Methods  Do we need iterations for planning? Do we need iterations for discipline? Can we adopt test‐driven  development? Are our developers willing to pair?

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How to Abandon Practices Practice

Value Provided

Alternative Method of Getting  Value

Time Boxing

Cadence for: • Input • Output • Demo • Retrospection Discipline Small batches Visibility In & Out Velocity Planning Method Focus

Can have independent cadences Must bring discipline to each story since they  make take longer than should without it Use small batches / stories Use visual controls throughout workflow Measure velocity via cadence Plan ahead if valuable Take a value centric approach

Cross‐ Functional Team

Limits WIP Reduces Handoffs Improves Feedback Short term delays in workflow Improves Collaboration  Improves learning

Attending to flow while using as close to a true  team structure can achieve these values

Product owner

Reduces unneeded features

An equivalent “one‐voice” is needed  regardless of method

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How to Abandon Practices Practice

Value Provided

Alternative Method of Getting  Value

Time Boxing

Cadence for: • Input • Output • Demo • Retrospection Discipline Small batches Visibility In & Out Velocity Planning Method Focus

Can have independent cadences Must bring discipline to each story since they  make take longer than should without it Use small batches / stories Use visual controls throughout workflow Measure velocity via cadence Plan ahead if valuable Take a value centric approach

Cross‐ Functional Team

Limits WIP Reduces Handoffs Improves Feedback Short term delays in workflow Improves Collaboration  Improves learning

Attending to flow while using as close to a true  team structure can achieve these values

Product owner

Reduces unneeded features

An equivalent “one‐voice” is needed  regardless of method

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Questions? Challenges?

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Net Objectives Agile at Scale consulting and  implementation for a decade. The premier provider of SAFe‐ related consulting and training. The primary contributors to the  materials in the SAFe code  quality section. Technical Training

SAFe‐Related Services

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SPC Training Leading SAFe with Net Objectives Extensions Portfolio Management Product Manager and Product Owner Training SAFe Kanban SAFe consulting © Copyright Net Objectives, Inc. All Rights Reserved

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Thank You Al Shalloway email: [email protected] Twitter tag @alshalloway Register at www.netobjectives.com/register to receive notices of  monthly webinars See www.netobjectives.com/resources See upcoming Leading SAFe courses at www.netobjectives.com/events

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