Introducing SAFe 4.

0 for Software
and Systems Engineering
IBM InterConnect 2016 Conference DTA-1817

Michael P. Stump
Managing Director - EMEA
SAFe Fellow
Scaled Agile Inc.
@michael_p_stump
V4.0.0
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Agile, Inc. All
Rights Reserved.

We thought wed be developing like this:

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But sometimes it feels like this:

Library of Congress
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And our retrospectives read like this:

Too little
visibility
Too early
commitment
to a design
that didnt
work

No way to
improve
systematically

Underestimated
dependencies

Massive
growth in
complexity

Hard to
manage
distributed
teams

Late
delivery

Problems
discovered
too late

Phase gate
SDLC isn't
helping
reduce risk
Poor
morale

2016 Scaled Agile, Inc. All Rights Reserved.

Managements challenge

It is not enough that management

commit themselves to quality and
productivity, they must know what it
is they must do.
Such a responsibility cannot be
delegated.
W. Edwards Deming
and if you cant come, send no one
Vignette from Out of the Crisis, Deming,1986

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What it is they must do

!Embrace Lean-Agile values and principles

!Implement Lean-Agile practices
!Lead the implementation

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Embrace Lean-Agile values

and principles

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Embrace Lean-Agile values

House of Lean

Individuals and interactions over processes and tools

VALUE
Relentless
improvement

Innovation

Working software over comprehensive documentation

Flow

Respect for
people and culture

Agile Manifesto

Customer collaboration over contract negotiation

Responding to change over following a plan

LEADERSHIP

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Value in the shortest sustainable lead time

Relentless
improvement

Innovation

Flow

Respect for
people and culture

VALUE

LEADERSHIP

Achieve the sustainably shortest

lead time with
Best quality and value to
people and society
High morale, safety,
customer delight

There is only one boss. The

customer. And he can fire
everybody in the company.
Sam Walton

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Apply 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

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Agile,
Inc. All
Rights
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et Scaled
al. 2015
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Build incrementally to accelerate value delivery

444

Documents

Documents

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:
Unverified System

System

11

Take an economic view

Early delivery provides fast value with fast feedback

Value Delivery

Fast feedback

Time
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12

Implement Lean-Agile practices

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13

Knowledge for people building

the world's most important systems

SAFe is a freely revealed knowledge

base of integrated, proven patterns
for enterprise Lean-Agile development

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The evolution continues

2011

Field experience at enterprise scale

Now

3.0
1.0

2.0

4.0

LSE
Agile development | Lean product development | Systems thinking

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SAFe for midsize solutions

Expand
one level

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Three-level SAFe 4.0 is backwards compatible with V3

SAFe 3.0

Three level SAFe 4.0

! 4.0 is a superset: all the features of SAFe 3.0 are in 3-level SAFe 4.0
! Well suited for small to medium sized, independent programs
! Migrate existing SAFe implementations to 4.0 as, and when, needed
Note: SAFe 3 website and courseware will be fully supported through 2016
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SAFe for large solutions

Collapse
one level

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Organize the Portfolio around value

!Identify and organize around Value Streams

!Communicate enterprise strategy with Strategic Themes
!Empower decision makers with Lean-Agile Budgeting
!Provide visibility and governance to cross-cutting initiatives with
Kanban

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Build value with Agile Release Trains

!Apply cadence and synchronization

!Communicate with Vision and Roadmap
!Manage the flow of work
!Apply objective Milestones to measure progress

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The ART takes a systems view

Business

Product
Mgmt

Sys Eng.

PMO

Hardware Software

Testing

Deployment

AGILE RELEASE TRAIN

Agile Teams

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Synchronize with PI Planning

Future product development tasks cant be pre-determined. Distribute planning
and control to those who can understand and react to the end results.
Michael Kennedy, Product Development for the Lean Enterprise

! All stakeholders face-to-face,

(but typically multiple locations)
! Management sets the mission,
with minimum possible
constraints

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!Requirements and design emerge

!Important stakeholder decisions
are accelerated
!Teams createand take
responsibiltyfor plans

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Coordinate large Value Streams

!Apply cadence and synchronization

!Establish governance with Value Stream roles and an Economic
Framework
!Manage fixed and variable Solution Intent
!Manage the flow of Capabilities with the Value Stream Kanban
!Frequently integrate and validate Customer Solutions
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Portfolios within the enterprise

Smaller
business

Single-ART Value Stream,

Value Stream Level not
needed
(3-Level SAFe)

Larger
business

Multiple Value Streams,

some with multiple ARTs;
full Solution context
needed
(4-Level SAFe)

Largest
business

Multiple SAFe
portfolios, some
larger, some smaller
(multiple instances of
3- and 4-Level SAFe)
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Lead the implementation

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Leadership Foundation

Relentless
improvement

Innovation

Lead the change

Flow

Respect for
people and culture

VALUE

LEADERSHIP
People are already doing
their best; the problems are
with the system.

Know the way; emphasize

life-long learning
Develop people
Inspire and align with mission;
minimize constraints
Decentralize decision-making
Unlock the intrinsic motivation of
knowledge workers

Only management can

change the system.
W. Edwards Deming
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Train Everyone.
Launch Trains.
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Implementing SAFe 1,2,3

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Achieve business results

Happier,
more
motivated
employees

3075%
faster time
to market

2050%
increase in
productivity

50%+
defect
reduction

See ScaledAgileFramework.com/case-studies
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Dependencies
and risks
revealed far
in advance
with SAFe

Better able
to manage
expectations

50%
Improved
service
delivery
predictability

95%
Decrease in
product
defects

2050%
Productivity
increase

50%
Warranty
expense
down

Dramatic
improvement
in quality

Better
business-IT
collaboration

Applying
SAFe in a
large COTS
(Oracle)
application

Easier to
focus on
what has the
most
business
value

Increased
efficiency with
aligned teams

90%
Improvement
in build and
deployment

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Questions?

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Gain the Knowledge

Find SAFe training

Explore the SAFe

worldwide at:

knowledge base and

ScaledAgile.com

find free resources at:

ScaledAgileFramework.com

Leading SAFe
with SA Certification

Implementing SAFe
with SPC4 Certification
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