Team performance assessment

How did we do? Team Pl Performance Report

§ All teams’ PI objectives were assigned a business value

from 1 to 10
a Review and rate your Pl achievements:
— How well did you do against your stated objectives,
including (a) timeliness, (b) content, and (0) quality?
-- Scale: 1 to 10, max being max total business value
§ Average these across all objectives and give yourself a
program percent achievement score

Actual I&A Event Suggested Timebox @450 min

SCALED AGILE ' ©SCalen Ague‘ Inc

Team Pl performance report

Business Value
> Planned total does not include stretch objectives Objectives for PI 3 Plan “ml
- Structured locations and 7 7
> Actual total includes stretch objectives validation of Ioca‘ions

- Build and demonstra‘e a proo' B 8

> % Achievement = Actual Total/Planned Total of concept for contexl images

- Implement negative triangulation 8 6

by: tags, companies and people
> A team can achieve greater than 100% - Speed up indexing by 50% 10 5

(as a result of stretch objectives achieved) - Index 1.2 billion more web pages 10 8

- Extract and build URL abstracts 7 7

b Effort required for stretch objectives is included in 7 Stretch Objectives :
the load (i.e., not extra work the team does on - Fuzzy search by full name 7 0

- Improve tag quality (0 80% 4 4

weekends) relevance

Totals: 50 45

> Individual team totals are rolled up into the % Achievement: 90%
J

Program Predictability Report

SCALED AGILE ' ©SCalen Ague‘ Inc 13716

201 © Scaled Agile, Inc.

Program Performance Metrics
How did we do?
Collect and discuss any other program metrics that the team has agreed to collect

Insert any context slides and stage the

Program velocity

Predictability measure
metrics review using this agenda
# Features planned
# Features accepted
# Enablers planned
# Enablers accepted

# Stories planned

# smes mam“ Actual I&A Event Suggested Timebox Q‘

45-60 min
Unit test coverage %
Defects

Tma' "55‘s Program Performance Metrics Template is

% “mat“ included in your Program Increment Toolkit
# NFR tests

13717
SCALED AGILE ' re) Scaled Agile‘ Inc

The problem-solving workshop overview @

After a short retrospective, teams systematically address the larger impediments

that are limiting velocity by using root cause analysis.

Agree on the Apply root-cause analysis Identify the biggest root-cause

probiem to solve (and 5 Whys) using Pareto analysis

an‘a rm... y

X lnsufficiently : 1
y 2 .9)
reliable release
commitments I
.
I h V
n («w (MIR (Awe (um (me Clue
\ . . 1 ‘ 2 .

Restate the new problem for . . Identify improvement

. Brainstorm solutions .
the buggest roct-cause backlog Items

-
’ i
X Insu ff icient _
‘ »‘
architectural -
., t
runway
OOO
Hm
NFRs
1313
SCALED AGILE ' re) Scaled Agile‘ Inc

202 © Scaled Agile, Inc.

Build the problem-solving board
1. Original 4. Restate
People Process problem problem

3
5. Brainstorm solutions

2. Root cause
Analysis

3.Biggest root 6. Identify improvement

cause backlog items

Tools Program Environment

SCALED AGILE‘ mcmmswnc 1349

Agree on the problem to solve

A problem weII-defined is a problem half—solved.

‘ Clearly stating the problem is key to problem

identification and correction
You must define the undesirable problem or situation,
so that everyone involved in the countermeasures
understands

~ A clearly defined problem focuses your investigation efforts and saves time.
Honest effort at careful definition will avoid the “ready, fire, aim” approach that
is so common in problem-solving.

A problem that is not well-defined may result in failure to reach the proper countermeasure.

SCALED AGILE‘ «mamguem 13720

203 © Scaled Agile, Inc.

Anatomy of a well-defined problem

Think about the What, When, Where, Frequency, and any gaps

w w
We discovered three significant design problems in the October deployment
of the new EMV vehicles at the Thrills Amusement Park.

@ @
The design flaws caused us to recall the vehicles and invest three months
in materials, redesign, and testing. We delivered late, paid substantial
penalties, and lost credibility with the customer.

Concept contributed by Beth Miller

SCALED AGILE‘ «chaueaAgwnc 13721

O Problem-Solving: Agree on the problem to solve

U

Loriginal 4. Restate
Step 1: Build the problem-solving board ”8°” “‘‘‘‘‘‘

, Step 2: As a team, define the problem, 5. Brainstorm solutions

and create a clear problem statement

a 6. Identify improvement
,/ Step 3: Write down the statement under backlog items

the Original problem heading on the

problem-solving board
PREPARE

SCALED AGILE‘ «chaueaAgwnc 13722

204 © Scaled Agile, Inc.

Root cause analysis (fishbone or Ishikawa) diagram

The main ‘bones’

represent typical
People Process sources of problems
Cause of in development.
cause of
cause 1 Cause of

mus“ Cause1 X Insufficiently

l reliable release
commitments

F%[Eéfi Problem to solve

SCALED AG|LE ' eecaien Agile. Inc 13723

Finding the root cause: The 5 Whys

By repeating why five times, the nature of the problem, as well as its solution, becomes clear.
—Taiichi Ohno
> A proven problem-solving technique used to explore the cause-and-effect
relationships underlying a particular problem
> The key is to avoid assumptions and logic traps
> Instead, trace the chain of causality in direct increments from the effect to a root cause

The Problem: My car will not start. wuvm

Why? - The battery is dead (first why). ' A'‘ -
Why? - The alternator is not functioning (second why). -
Why? - The alternator belt has broken (third why). %
Why? - The alternator belt was well beyond its useful service life (fourth why). n
Why? - l have not been maintaining my car according to the recommended servioe schedule
(fifth why, the root cause).

SCALED AGILE' (a:acauenAgueJnc 13724

205 © Scaled Agile, Inc.

Use the Five Whys to identify root causes

People Process
Cause of
cause of
cause 1 Cause of
cause 1 Cause 1 X Insufficiently

I reliable release
commitments

Tools Program Environment

SCALED AGILE' (aesauenAgueJnc 13725

O Problem-Solving: Root cause analysis

U

> Step 1: Brainstorm potential causes of the problem and write them down under
the Root Cause Analysis heading on the problem-solving board

> Step 2: For each cause identified, use the ‘Five Whys’ technique to get to a
potential root cause
People Process

cause 1
Cause 1 X lnsuf‘ficiently
| reliable release
commitments

PREPARE

Kzfing4vironment

SCALED AGILE' (aesauenAgueJnc 13726

206 © Scaled Agile, Inc.

Vote on root causes

fir
fir
* People Process *
*
Cause of
cause of
causel Cause of
cause 1
Cause 1 Insufficiently

**%2/*
reliable release
commitments
*
Tools Program Environment

SCALED AG|LE ' eScaien Agile. Inc 13727

Pareto analysis — Identify the biggest root cause

> Also known as the ‘80/20 rule’ is a

o—-Nw&mo~\lm\o 0

statistical decision technique used to

narrow down the number of actions that Votes

produce the most significant overall effect

> It uses the principle that 20% of root

causes can cause 80% of problems Cause Cause Cause Cause Cause Cause
1 2 3 4 5 6

> It is useful where many possible sources

and actions are competing

SCALED AG'LE ‘ ©Scalen Agile. Inc 13728

207 © Scaled Agile, Inc.

O Problem-Solving: Restate the new problem

> Step 1: Dot vote to identify the

bi 99 est p roblem on y our chart Example:
We did not have the ability to measure or
> Step 2: Use Pareto analysis to test the full electrical load on vehicles in real
visualize the biggest root cause Operating conditions-
Impact:
under the Blggesz‘ ROOt Gauge We had to upgrade the deployed power
heading on the problem-solvrng distribution system beyond what was
board specified. Major cost and schedule overrun.

> Step 3: Restate the problem to address the identified root cause, PREPARE
including the economic impact of the problem under the Restate
problem heading on the problem—solving board
SCALED AGILE‘ tewcauenAgueJnc 13729

O Problem-Solving: Brainstorm solutions

U

> Step 1: Individually brainstorm and write ideas on sticky notes and
put them up on the board under the Brainstorm Solutions heading on
the problem-solving board
> Step 2: After all ideas are captured, discuss m\
them as a team (A D I I
> Step 3: Organize ideas into affinity groups *
> Step 4: Dot vote to identify the top contenders -/
for possible solutions problem under the
Identify Improvement Backlog Items heading PREPARE
on the problem-solving board

SCALED AGILE‘ Mcammism 13730

208 © Scaled Agile, Inc.

Q Readout: Share your story

> Step 1: A team or two will tell their People mess L333?“ 232153139
problems-solving story

> Step 2: Go by order starting at the 5.8rainstovmsolutions

original problem and finishing with the o)
proposed improvement backlog items 1%?”
StBiggest root 6 Identify improvement
cause backlog items

Tools Program Environment

SHARE

SCALED AGILE' ©Sc=leuAguellnc 13—31

ART execution artifacts in the Program Increment Toolkit

t SAFe Program Events and Activities

> Inspect and Adapt Template ngram '"Crementm'k"

t PI Performance Reports

> Program Predictability Measure scamm-

b Pareto Analysis

> SAFe Team Self—Assessment

b SAFe Program Self—Assessment

13-32
SCALED AGILE ' e Scaled Agile‘ Inc

209 © Scaled Agile, Inc.

Lesson review

In this lesson you:

r Explored how to coach the train

and the teams

> Discussed how to continuously

l) l 3 1.2: 11‘

improve program performance with

Inspect and Adapt

Scaled Agile Framework reading:

Coach ART Execution article in the SAFe
Implementation Roadmap section

SCALED AGILE‘ qucawnAgwnc 13733

210 © Scaled Agile, Inc.

Implementing SAFe®
Lesson 14: Extending to the Portfolio

‘ SAFe® Authorized Course Attending this course

) gives students access to the SAFe® Program

& SAFe'4 f' Consultant exam and related

p re p aration materials.
“RM
SCALED AGILE - ©ScaledAgrle. Inc. 14.1

Learning objectives

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

>35!
14.1 Launch more ARTs and Value Streams

14.2 Extend to the Portfolio 0‘

‘5! ‘5' ‘ ;@ 9. S

14.3 Coordinate Value Streams .0 '::::::;: ..-.....m.....

‘ m ‘3
‘ ”3" “"3““ ”A m :9
° c» mm“: « » 3m." < l
6 -2: ‘’

SCALED AGILE ' o Scaled Agile‘ Inc

211 © Scaled Agile, Inc.

 14.1 Launch more ARTs and Value Streams

e Scaled Agile, Inc.

Extend success one ART at a time

.—
.—

TOOLKlT

SAFO' Scrum SAFI‘ Produd mer Luding SAFO‘

r lfiodnn Manager (lorARTsmkehalders)
m

SCALED AGILBZ 05w“ Mil». Inn} 144

212 © Scaled Agile, Inc.

Launch more ARTS in the same or new Value Streams

> Leverage wins to launch more ARTs and scale the implementation

> Launch all ARTs in a Value Stream

> Move to the next Value Stream

> Celebrate short-term wins, but don't declare victory too soon!

> Keep urgency high

> Don’t forget to support existing trains as you scale

The facts are friendly!

SCALED AGILE' (emcauenAgueJnc 1475

Establish Solution Train roles, artifacts and events

A g w
-_ _ _ LARGE sownon
J11
E l rpris
um
Government
15: 5. — _— A Solutlon Solullan
Economic 5 = v Demo Demofv‘ Q
®
' R x "FR” Q, W “ Business
I O BaCKIOQ E E Customer Solutions
I II a E Capability 1
T and Lean
Solution Solution Compliance I
ArchlEn 9 M g mt 7 'leou 7 7 ~ x7’ \ Systems
M835 sown“ - - w
Scum" mm" Set-Based ”W”
7'" Inn

7, — Solution Context
U}

SCALED AGILE' (emcauenAgueJnc 1476

213 © Scaled Agile, Inc.

The ‘SAFe Implementation Railway’ Kanban
Input Transformation
‘
Funnel Backlog The Tracks Sustaln
- Th e Stat‘
rlons
7N {'3 F)
E9-4l

IDENTIFY PREP LAUNCH FIRST PI SECOND Pl AFTERCARE M, \

I
STATION STATION STATION STATION STATION —
V
V

ART

Source: Northwestern Mutual Case Study: https://www.scaledagi/e.com/case-study/northwestern-mutual/

SCALED AGILE' newcaueaAgueJnc 1477

Collect data and manage impediments

> Number of practitioners on each ART

> Start and end date for each Kanban state

> Number of people trained

> Date of first PI Planning

> Date of second PI Planning

> PI Predictability Measure

SCALED AG|LE ' ©Scalea Agile. Inc 1478

214 © Scaled Agile, Inc.

 14.2 Extend to the Portfolio

e Scaled Agile, inc.

Traditional mindsets handicap agility

Historically, portfolio and program management practices were based

on centralized decision-making and waterfall mindsets:

b Plan out a full year of projects

> Maximize utilization
> Widget engineering (spec handoffs)
> Development as order—taker mentality (“Just build it like we said.”)
> Just “Get it done!” (over commitment, excess WIP)
> Control through data and milestones

Thomas and Baker, Establishing an Agile Portfolio to Align IT Investments with Business Needs, DTE Energy
“-10
SCALED AGILEZ' 05w“ Mil». Inn}

215 © Scaled Agile, Inc.

Moving to Lean Portfolio Management
SAFe provides transformational patterns to move from traditional mindsets to
Lean Portfolio Management.

From traditional approach To Lean-Agile approach

1111111
#1 Centralized control Decentralized decision-making

#2 Project overload Demand management; continuous value flow

#3 Detailed project plans Lean, epic-only business cases

#4 Centralized annual planning Decentralized, rolling-wave planning

#5 Work breakdown structure Agile estimating and planning

#6 Project—based funding and control Lean budgeting and self-managing Value Stream

#7 Waterfall milestones Objective, fact-based measures and milestones

SCALED AGILE' (a:acauenAgueJnc 14711

The Agile PMO should lead the way

It’s better to lead than to follow.

> Lead the Lean-Agile transformation

> Apply objective milestones

b Lead the move to Lean-Agile budgeting 3

> Communicate strategic themes

> Foster Agile contracts Agile

Portfolio
Operations
> Develop Lean Supplier and Customer partnerships -. .-

SCALED AGILE' (a:acauenAgueJnc 14712

216 © Scaled Agile, Inc.

 Keep investments on track with Lean budget guardrails
Guardrai/s help balance near—term opportunities with long-term strategy, ensuring that large
investments are approved, and that investments in technology, infrastructure, and
maintenance aren’t routinely ignored.

There are 4 Lean budget guardrails: M _.. ‘3

. l
0 Guide investments by horizons /—\/ "

V) ' Lean Budgets

Approve significant initiatives Guardrails

Continuous Business Owner l

engagement -.u-
144 3
SCALED AGILE ' e Scaled Agile‘ Inc

Guide investments by horizon Q

SAFe balances different horizons of investment to ensure the future is not starved by over
investing in today, or that near—term opportunities are missed while pouring too much money
into the future.
> Horizon 3 (Evaluating): Dedicated to investigating new
potential solutions

b Horizon 2 (Emerging): Reflects the investments in solutions

that have emerged from horizon three
> Horizon 1: Reflects the desired state where solutions deliver
more value than their cost:

> Investing: Solutions that require significant ongoing

Evaluating Emlminn f lnvnlinq 3 Extracting; RItlrlng
investment
The example allocations shown an this figure were suggested m me Harvard Busrness
) Extracting; Stable solutions that are delivering great value Reviewarticlelocatedalhttps‘l/hbrorgiZD12105lmanaging-your-innuvation-purfiolio

with little additional spending needed

> Horizon 0 (Retiring): Investment in decommissioning

solutions 144 4
SCALED AGILE ' e Scaled Agile‘ Inc

217 © Scaled Agile, Inc.

 Use capacity allocation
Teams and trains apply capacity allocation as a quantitative guardrail to determine how
much of the total effort can be allocated for each type of activity for an upcoming Pl.

> ARTs and Solution Trains must balance new Capacity Allocation for this Pl

business features with continuous investment

‘7
in the Architectural Runway, and
exploration of requirements and designs for System and Solution
ArchitucllEnginecr I New Features
(Design Aulhorily)
future Pls, and in maintaining current systems I Enabler!

D Each value stream should develop explicit I Tech Debt and Malnlenance

policies for managing capacity allocation ‘1‘ Program

Backlog
Product and Solution
> The amount of capacity allocated will change Management
(Content Authority)
periodically based on the context

SCALED AGILE ' 0 Esalea Agila‘ Ins 14715

Approve significant initiatives ,3

\_/

While each value stream is funded to promote empowerment and local decision-making
authority, it is reasonable to ensure that significant investments are still governed responsibly.

Each significant initiative is tested against the

Portfolio Epic threshold, which is established by Portfolio Kanban

LPM: ./\

Stgnlfirant /Pon'oliok\ , /// LPM /

Initiative / Eplc , _Yes m \ Approval n \Go’
> Below threshold: Epic goes into the funnel of Identified \Threshold/ ‘ ’ _ ? y,
1 7 Lean =
the appropriate Program or Solution Kanban Business -
Case
systems / y, _. Portlollo
No _\N0 ‘ Backlog

> Above threshold: Epic enters the Portfolio —

_ —
Kanban system for review and approval, —
Program or Solution
regardless of whether the initiative arises at Kanban system

the Program, Solution or Portfolio levels

The Portfolio Epic threshold can be a monetary value, number of Pls and
A” epics require a Lean business case value streams boundaries crossed, or a combination of factors. There is
not prescribed rule for this threshold.

SCALED AG|LE ' ©Scalea Agile. Inc 14716

218 © Scaled Agile, Inc.

Continuous Business Owner engagement
Business Owners serve as a critical guardrail that ensures that the priorities of the ARTs and
Solution Trains are in alignment with LPM, Customers and Product and Solution
Management.

l‘v The money is allocated, but it has not been spent! . . .

u ‘ A

r» Business owner engagement assures it is spent on a & C“S‘5l’"‘e’ Lea:ng

''. Mana 9 emem
the right
- things
I at the right
I time
I P ha‘nagimseh‘
re uc an ouion

\ . l/

‘9 Business Owners actively participate before, during “-

and after PI Execution: / owners \
WSJF WSJF

Preparing for the upcoming Pl '-_ 3'» I—_ (i)

Pl Planning
=
—
=
—

Inspect and Adapt

14717
SCALED AGILE ‘ wsmenAgiieune

What do we fund?

Making decisions on what to fund using Participatory Budgeting:

L» A process through which a group of

stakeholders decides on, or contributes to,
decisions made on the use of resources

t» Used by Lean Portfolio Fiduciaries to

provide Business Owners, Epic Owners,
Product and Solution Managers, Solution-
System Architects and other stakeholders
with the forum needed to effectively and
efficiently implement Lean Budgeting
Participatory Budgeting

Photo: Used with permission from Conteneo

SCALED AGILE‘ t-)ga.enAgie.m 14718

219 © Scaled Agile, Inc.

Lean Portfolio Management Workshop Toolkit

A workshop with modular approach to LPM implementation

SAFe Lean Portfolio Management - Strategy and Investment Funding

Workshop Toolkit ;
-Agi|e Portfolio Operations
- Lean Governance
- Build the LPM Function
- Applying CapEx and OpEx
SCALED AGIL2‘
mm“. 1.. ”Mam.

SCALED AGILEg‘ osulad Agile, Inc. 14-19

14.3 Coordinate Value Streams

e Sealed Agile. lm.

220 © Scaled Agile, Inc.