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SAFe in a Nutshell SCALED AGILE FRAMEWORK

SAFe in a Nutshell

SCALED AGILE FRAMEWORK

CINDY LAKE INTRODUCTION Education • MBA/ITM Master of Business Administration/Informational Technology Management

CINDY LAKE INTRODUCTION

Education

MBA/ITM Master of Business Administration/Informational Technology Management 2010

The UNIVERSITY OF PHOENIX, Salt Lake City, Utah

BSIT Bachelor of Science in Information Technology–2007

The UNIVERSITY OF PHOENIX, Salt Lake City, Utah

Certifications

UNIVERSITY OF PHOENIX, Salt Lake City, Utah Certifications • SASM SAFe 4 Certified Advanced Scrum Master

SASM SAFe 4 Certified Advanced Scrum Master 2018

CSM Certified ScrumMaster® - 2013

CSP Certified Scrum Professional® 2017

• SA SAFe® 4 Agilist 2017 • PMP Project Management Professional 2011 • Pragmatic Marketing
• SA SAFe® 4 Agilist 2017
• PMP Project Management Professional 2011
• Pragmatic Marketing III; Foundation, Focus, Build 2016
Professional
IT Manager, Project Manager, Scrum Master, Product Owner, SAFe Scrum Master
Focus, Build 2016 Professional • IT Manager, Project Manager, Scrum Master, Product Owner, SAFe Scrum Master
Focus, Build 2016 Professional • IT Manager, Project Manager, Scrum Master, Product Owner, SAFe Scrum Master
WHAT PROBLEM DOES SAFe TRY TO ADDRESS? How many have worked as PO or Scrum

WHAT PROBLEM DOES SAFe TRY TO ADDRESS?

WHAT PROBLEM DOES SAFe TRY TO ADDRESS? How many have worked as PO or Scrum Master
WHAT PROBLEM DOES SAFe TRY TO ADDRESS? How many have worked as PO or Scrum Master

How many have worked as PO or Scrum Master with an Agile Development Team?

worked as PO or Scrum Master with an Agile Development Team? What about more teams? What

What about more teams?

What about co located teams?

What does management want to know?

with an Agile Development Team? What about more teams? What about co located teams? What does
FOUR LEVELS OF SAFe Portfolio Large Solution Program Team

FOUR LEVELS OF SAFe

FOUR LEVELS OF SAFe Portfolio Large Solution Program Team

Portfolio

FOUR LEVELS OF SAFe Portfolio Large Solution Program Team

Large Solution

Program

Team

FOUR LEVELS OF SAFe Portfolio Large Solution Program Team
FULL SAFE OVERVIEW (EACH LAYER IS SCALED)

FULL SAFE OVERVIEW (EACH LAYER IS SCALED)

MC USES PORTFOLIO SAFE (THREE LEVELS)

MC USES PORTFOLIO SAFE (THREE LEVELS)

Portfolio Management PORTFOLIO Epic Owners Enterprise Architect

Portfolio Management

Portfolio Management PORTFOLIO Epic Owners Enterprise Architect

PORTFOLIO

Epic Owners

Portfolio Management PORTFOLIO Epic Owners Enterprise Architect

Enterprise Architect

Portfolio Management PORTFOLIO Epic Owners Enterprise Architect
Lower overhead required by funding projects work BUDGETING Value Stream is funded Business Pivots

Lower overhead required by funding projects work

Lower overhead required by funding projects work BUDGETING Value Stream is funded Business Pivots

BUDGETING

Value Stream is funded

Lower overhead required by funding projects work BUDGETING Value Stream is funded Business Pivots

Business Pivots

Lower overhead required by funding projects work BUDGETING Value Stream is funded Business Pivots
Shared Missing Agile Release Trains (ART) Coordination PROGRAM LEVEL mid-level governance: System Architect/Engineer Role

Shared Missing

Shared Missing Agile Release Trains (ART) Coordination PROGRAM LEVEL mid-level governance: System Architect/Engineer Role

Agile Release Trains (ART) Coordination

PROGRAM

LEVEL

mid-level governance:

System Architect/Engineer Role

PROGRAM LEVEL mid-level governance: System Architect/Engineer Role Product Management Release Train Engineer (RTE)

Product Management

Release Train Engineer (RTE)

PROGRAM LEVEL mid-level governance: System Architect/Engineer Role Product Management Release Train Engineer (RTE)
Agile teams build and deliver value On A cadence TEAM Part of the ART Development

Agile teams build and deliver value

Agile teams build and deliver value On A cadence TEAM Part of the ART Development Team

On A cadence

TEAM

Part of the ART

Development Team (Dev Team)

teams build and deliver value On A cadence TEAM Part of the ART Development Team (Dev

Product Owner

Scrum Master

teams build and deliver value On A cadence TEAM Part of the ART Development Team (Dev
DEV OPS MINDSET Collaboration between Development and IT Operations Developing Automating Continuous delivery pipeline.

DEV OPS MINDSET

DEV OPS MINDSET Collaboration between Development and IT Operations Developing Automating Continuous delivery pipeline.

Collaboration between Development and IT Operations

DEV OPS MINDSET Collaboration between Development and IT Operations Developing Automating Continuous delivery pipeline.

Developing

Automating

Continuous delivery pipeline.

DEV OPS MINDSET Collaboration between Development and IT Operations Developing Automating Continuous delivery pipeline.
Continuous Integration Test-First BUILT IN QUALITY Refactoring Pair Work Collective Ownership Agile Architecture

Continuous Integration

Continuous Integration Test-First BUILT IN QUALITY Refactoring Pair Work Collective Ownership Agile Architecture

Test-First

BUILT IN QUALITY

Refactoring

Pair Work

Continuous Integration Test-First BUILT IN QUALITY Refactoring Pair Work Collective Ownership Agile Architecture

Collective Ownership

Agile Architecture

Continuous Integration Test-First BUILT IN QUALITY Refactoring Pair Work Collective Ownership Agile Architecture
RELEASE MANAGEMENT (CROSS- DEPARTMENTAL ) CoordinationCoordination Communication Communication • • Internal

RELEASE

MANAGEMENT

RELEASE MANAGEMENT (CROSS- DEPARTMENTAL ) CoordinationCoordination Communication Communication • • Internal

(CROSS-

DEPARTMENTAL)

RELEASE MANAGEMENT (CROSS- DEPARTMENTAL ) CoordinationCoordination Communication Communication • • Internal
CoordinationCoordination Communication Communication • • Internal Internal • • External Communications
CoordinationCoordination
Communication
Communication
• •
Internal
Internal
• •
External Communications
External Communications
ProductProduct AndAnd SolutionSolution ManagementManagement
SolutionSolution Quality,Quality, ComplianceCompliance CriteriaCriteria
InspectInspect AndAnd AdaptAdapt (I&A(I&A))
Quality,Quality, ComplianceCompliance CriteriaCriteria InspectInspect AndAnd AdaptAdapt (I&A(I&A))
Quality,Quality, ComplianceCompliance CriteriaCriteria InspectInspect AndAnd AdaptAdapt (I&A(I&A))
Epic SAFe ARTIFACT Feature Stories
Epic
Epic

SAFe

ARTIFACT

Feature
Feature
Stories
Stories
Epic SAFe ARTIFACT Feature Stories
Epic SAFe ARTIFACT Feature Stories
KANBAN FLOW This Photo by Unknown Author is licensed under CC BY-NC-SA

KANBAN FLOW

This Photo by Unknown Author is licensed under CC BY-NC-SA

WEIGHTED SHORTEST JOB FIRST (WSJF) LOWEST HANGING FRUIT
WEIGHTED SHORTEST JOB FIRST (WSJF)
LOWEST HANGING FRUIT
VALUE STREAMS Development Value Streams (Strategic) Operational Value Streams (Enablers)

VALUE

STREAMS

VALUE STREAMS Development Value Streams (Strategic) Operational Value Streams (Enablers)

Development Value Streams (Strategic)

VALUE STREAMS Development Value Streams (Strategic) Operational Value Streams (Enablers)

Operational Value Streams (Enablers)

VALUE STREAMS Development Value Streams (Strategic) Operational Value Streams (Enablers)
FLOW OF SAFe ARTIFACTS (WBS) Theme Epic Feature Story Task

FLOW OF SAFe ARTIFACTS (WBS)

FLOW OF SAFe ARTIFACTS (WBS) Theme Epic Feature Story Task
FLOW OF SAFe ARTIFACTS (WBS) Theme Epic Feature Story Task
FLOW OF SAFe ARTIFACTS (WBS) Theme Epic Feature Story Task

Theme

FLOW OF SAFe ARTIFACTS (WBS) Theme Epic Feature Story Task
Epic Feature Story Task
Epic
Feature
Story
Task
FLOW OF SAFe ARTIFACTS (WBS) Theme Epic Feature Story Task
ITERATIONS Timebox where work is completed. SAFe scales this concept • Program Increment • Sprint

ITERATIONS

ITERATIONS Timebox where work is completed. SAFe scales this concept • Program Increment • Sprint
Timebox where work is completed.
Timebox where work is
completed.
SAFe scales this concept • Program Increment • Sprint
SAFe scales this
concept
• Program Increment
• Sprint
ITERATIONS Timebox where work is completed. SAFe scales this concept • Program Increment • Sprint
ITERATIONS Timebox where work is completed. SAFe scales this concept • Program Increment • Sprint
• Solution Demo: • System Demo • Iteration Review DEMO TYPES

Solution Demo:

System Demo

Iteration Review

• Solution Demo: • System Demo • Iteration Review DEMO TYPES

DEMO TYPES

SAFE PLANNING

SAFE PLANNING

ROADMAPS This Photo by Unknown Author is licensed under CC BY

ROADMAPS

This Photo by Unknown Author is licensed under CC BY

PI OBJECTIVES Portfolio Objectives Release Train Objectives Team Objectives

PI

OBJECTIVES

PI OBJECTIVES Portfolio Objectives Release Train Objectives Team Objectives
Portfolio Objectives Release Train Objectives Team Objectives
Portfolio Objectives
Release Train Objectives
Team Objectives
PI OBJECTIVES Portfolio Objectives Release Train Objectives Team Objectives
PI OBJECTIVES Portfolio Objectives Release Train Objectives Team Objectives
quarterly planning synchronize the efforts of the Agile Release Train (ART)
quarterly planning
synchronize the
efforts of the
Agile Release
Train (ART)
Two Days: • Day 1 • Day 2
Two Days:
• Day 1
• Day 2
synchronize the efforts of the Agile Release Train (ART) Two Days: • Day 1 • Day

PROGRAM INCREMENT PLANNING

synchronize the efforts of the Agile Release Train (ART) Two Days: • Day 1 • Day
synchronize the efforts of the Agile Release Train (ART) Two Days: • Day 1 • Day
Develop on Cadence Releasing on demand
Develop on Cadence
Releasing on demand
Develop on Cadence Releasing on demand
Develop on Cadence Releasing on demand
PROJECT MANAGERS ROLE IN SCALED AGILE FRAMEWORK (SAFE)

PROJECT MANAGERS ROLE IN SCALED AGILE FRAMEWORK (SAFE)

THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK ® Guide) – Fifth Edition states: “The role

THE PROJECT MANAGEMENT BODY OF KNOWLEDGE

THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK ® Guide) – Fifth Edition states: “The role of

(PMBOK ® Guide) – Fifth Edition states:

“The role of the project manager is to lead the team that is responsible for achieving the project objectives” (PMI, 2013, p. 40).

Given the definition of the PM role established by PMI's Project Management Professional (PMP) ® certification, a shift in this role will create a challenge for the traditional PM.

Management Professional (PMP) ® certification, a shift in this role will create a challenge for the
Management Professional (PMP) ® certification, a shift in this role will create a challenge for the
CHARACTERISTICS OF A TRADITIONAL PROJECT MANAGER • Leadership • Team building • Motivation • Communication
CHARACTERISTICS OF A TRADITIONAL PROJECT MANAGER • Leadership • Team building • Motivation • Communication

CHARACTERISTICS OF A TRADITIONAL PROJECT MANAGER

Leadership

Team building

Motivation

Communication

Influencing

Decision making

Political and cultural awareness

Negotiation

Trust building

Conflict management

Coaching

• Political and cultural awareness • Negotiation • Trust building • Conflict management • Coaching
• Political and cultural awareness • Negotiation • Trust building • Conflict management • Coaching
This Photo by Unknown Author is licensed under CC BY “WHEN YOU COME TO A
This Photo by Unknown Author is licensed under CC BY “WHEN YOU COME TO A

This Photo by Unknown Author is licensed under CC BY

“WHEN YOU COME TO A FORK IN THE ROAD, TAKE IT” BERRA

(2001)

Through personal experiences with agile transformations, I have witnessed PM struggles with the new role in the lean and agile world. Voices cry out for the good old days, when the PM led initiatives and projects. The new context of the PM role creates a void that will have to be replaced with the acceptance of servant leadership.

SERVANT The traditional PM will undergo a paradigm shift from leading projects to embracing the

SERVANT

The traditional PM will undergo a paradigm shift from leading projects to embracing the role of a servant leader.

The servant leader focuses on serving team members to remove impediments that block the successful product release to market.

that block the successful product release to market. LEADER Servant leadership is one of the key

LEADER

that block the successful product release to market. LEADER Servant leadership is one of the key

Servant leadership is one of the key skills the PM will need to adapt to work in the SAFe environment.

The transition from the “command and control” to the servant leader model is challenging at first.

SAFe environment. The transition from the “ command and control ” to the servant leader model
SERVANT LEADER  Coaches the teams to deliver  Emphasizes objectives  Invested in the
SERVANT LEADER  Coaches the teams to deliver  Emphasizes objectives  Invested in the

SERVANT LEADER

Coaches the teams to deliver Emphasizes objectives Invested in the program's overall performance Asks the teams for answers Allows the teams to self-organize and hit their stride Assists others with fixing issues

THE AGILE PROJECT MANAGER • Observation after reviewing the traditional and agile PM activities, shows
THE AGILE PROJECT MANAGER • Observation after reviewing the traditional and agile PM activities, shows

THE AGILE PROJECT MANAGER

Observation after reviewing the traditional and agile PM activities, shows that the agile PM has fewer activities to perform during the project or release life cycle.

The primary reason is that the project team assumes more responsibility for project execution and continual improvements.

AGILE Agile frameworks and methods, a Agile frameworks and methods, a Project Manager does not

AGILE

Agile frameworks and methods, a Agile frameworks and methods, a Project Manager does not have
Agile frameworks and methods, a
Agile frameworks and methods, a
Project Manager does not have a
Project Manager does not have a
defined role.
defined role.
• The Scrum practice prescribes distributing the PM
role among the Scrum team members.
• Agile practitioners describe the PM as an Agile
Coach and Facilitator.
Scaled Agile Framework (SAFe) Scaled Agile Framework (SAFe) practice practice • PM has a potential
Scaled Agile Framework (SAFe)
Scaled Agile Framework (SAFe)
practice
practice
• PM has a potential for the Release Train
Engineer (RTE)
• RTE is responsible as the uber-Scrum Master.
PMI-ACP • The PMI-ACP ® certification provides a transition point for the certified PM and
PMI-ACP • The PMI-ACP ® certification provides a transition point for the certified PM and

PMI-ACP

The PMI-ACP ® certification provides a transition point for the certified PM and enables the continued use of knowledge acquired in the PMP certification.

A trained PM working within the context of the waterfall method can be at odds with lean and agile thinking.

Transforming the PM to the lean and agile thinking will enable change, and organizational change management (OCM) provides the appropriate techniques to support sustainable change.

ENTERPRISE AGILITY • Enterprise agility is the best model to support the vast skills of

ENTERPRISE AGILITY

Enterprise agility is the best model to support the vast skills of a certified PM

the best model to support the vast skills of a certified PM • The SAFe model

The SAFe model supports an enterprise agility model that includes:

Portfolio

Program

Delivery Team

The PM can participate in either the portfolio, program, or delivery team segments of an organization

Delivery Team • The PM can participate in either the portfolio, program, or delivery team segments
SAFE ROLES • The roles defined in the SAFe model provide potential transitional opportunities that

SAFE ROLES

SAFE ROLES • The roles defined in the SAFe model provide potential transitional opportunities that a

The roles defined in the SAFe model provide potential transitional opportunities that a PM can assume and thereby become a valuable contributor

The SAFe portfolio, program, and execution (project) teams are three areas of the traditional project model that the PM will be familiar

As the PM role is evaluated using the SAFe model, the PM will take on a new persona and characteristics emphasizing the PM as:

Portfolio (PM supports the organization's strategic objectives)

Program (PM identifies ways to minimize impediments)

Delivery Team (PM provides answers to past team behaviors)

identifies ways to minimize impediments)  D e l i v e r y Team (PM
identifies ways to minimize impediments)  D e l i v e r y Team (PM
SCALED AGILE FRAMEWORK (SAFE) The PM is expected to lead by influence without authority .

SCALED

AGILE

SCALED AGILE FRAMEWORK (SAFE) The PM is expected to lead by influence without authority . In

FRAMEWORK

(SAFE)

SCALED AGILE FRAMEWORK (SAFE) The PM is expected to lead by influence without authority . In

The PM is expected to lead by influence without authority. In the lean and agile world, the PM must become a servant leader.

lean and agile world, the PM must become a servant leader . The transformation into a

The transformation into a servant leader is difficult when previous experience has been a command-and-control model.

The realization of becoming an Agile PM provides a value that enables continual learning and improvement to members in the organization.

of becoming an Agile PM provides a value that enables continual learning and improvement to members
TRADITIONAL PM VS AGILE PM ROLE Traditional PM: Agile PM: Initiating Initiating • Identify stakeholder
TRADITIONAL PM VS AGILE PM ROLE
Traditional PM:
Agile PM:
Initiating
Initiating
Identify stakeholder and project charter
Product vision evangelist
Planning
Planning
Establish project scope, refine objectives, define
corrective actions to maintain objectives
• Integration w/ Non-product development teams
• Stakeholder management
Executing
Executing
Complete the work defined in Project Plan
• Communicate with Non-Product Development Teams
• Vendor relationship management
Monitoring and Controlling
Monitoring and “Learning”
Track, Review and Regulate Project Progress and
Performance
• Metrics (Quality, Cost, and Execution)
• Integration Progress
• Risks and Dependencies
Closing
Closing
Formally close the project or phase; Close
procurement
Formally close the release; Close Procurement
PORTFOLIO PM • Comparing the PM role in the SAFe model to the traditional PM

PORTFOLIO PM

PORTFOLIO PM • Comparing the PM role in the SAFe model to the traditional PM (Project

Comparing the PM role in the SAFe model to the traditional PM (Project Portfolio Manager) role. A PM role in the SAFe model supports the portfolio organization.

to the traditional PM (Project Portfolio Manager) role. A PM role in the SAFe model supports
PROGRAM PM The PM charts the future by anticipating and preventing issues that are potential

PROGRAM PM

The PM charts the future by anticipating and preventing issues that are potential impediments for the team. The role is key for leading organizational change management activities that enable cross-functional teams to adapt to the changes in the working environment.

change management activities that enable cross-functional teams to adapt to the changes in the working environment.
change management activities that enable cross-functional teams to adapt to the changes in the working environment.
DELIVERY TEAM PM

DELIVERY TEAM PM

DELIVERY TEAM PM
DELIVERY TEAM PM
DELIVERY TEAM PM
DELIVERY TEAM PM
PO RESPONSIBILITIES The Product Owner is responsible for the following:  Works with Product Management
PO RESPONSIBILITIES The Product Owner is responsible for the following:  Works with Product Management

PO RESPONSIBILITIES

The Product Owner is responsible for the following:

Works with Product Management team to plan releases

Ensures that the team pursues the vision

Drives business value through a prioritized backlog

Defines and accepts user stories

Represents the customer answering product questions by the Development team

user stories  R e p r e s e n t s the customer answering
user stories  R e p r e s e n t s the customer answering
SCRUM MASTER RESPONSIBILITIES The Scrum Master is responsible for the following:  Protects the product
SCRUM MASTER RESPONSIBILITIES The Scrum Master is responsible for the following:  Protects the product

SCRUM MASTER RESPONSIBILITIES

The Scrum Master is responsible for the following:

Protects the product development team from outside noise

Removes impediments

Facilitates team meetings

Coaches and facilitates agile behavior and practice

Serves as Scrum of Scrums Master who facilitates integration (Scrum of Scrums) meetings

Manage dependencies and risks

Enables the transition from non-agile to agile and lean thinking

 M a n a g e dependencies and risks  Enables the transition from non-agile
 M a n a g e dependencies and risks  Enables the transition from non-agile
Knowledge Area Traditional Process SAFe Process Integration Management Initiating Create Charter Define Strategic
Knowledge Area
Traditional Process
SAFe Process
Integration
Management
Initiating
Create Charter
Define Strategic Themes
(Portfolio)
Planning
Develop Project
Management Plan
Prioritize Portfolio Backlog
(Portfolio)
Executing
Direct & Manage Work
Optimize Value Streams
(Portfolio & Program)
Monitoring &
Controlling
Monitoring & Controlling
Project Work
Lean Portfolio Metrics
(Portfolio)
Perform Integrated
Change Control
Release Planning Event
(Program)
Closing
Close Project or Phase
Close the Release
(Portfolio, Program & Team)
Knowledge Area Traditional Process SAFe Process Scope Management Planning Plan Scope Prioritize Portfolio Backlog
Knowledge Area Traditional Process SAFe Process Scope Management Planning Plan Scope Prioritize Portfolio Backlog
Knowledge Area Traditional Process SAFe Process Scope Management Planning Plan Scope Prioritize Portfolio Backlog
Knowledge Area Traditional Process SAFe Process Scope Management Planning Plan Scope Prioritize Portfolio Backlog
Knowledge Area Traditional Process SAFe Process Scope Management Planning Plan Scope Prioritize Portfolio Backlog

Knowledge Area

Traditional Process

SAFe Process

Scope Management

Planning

Plan Scope

Prioritize Portfolio Backlog (Portfolio)

Collect Requirements

Split Epics, Prioritize Features (Portfolio)

Define Scope

Prioritize Product Backlog (Program & Team)

Create WBS

Prioritize Team Sprint Backlog

Monitoring & Controlling

Validate Scope

Defined by the Prioritized work in the Product backlog (Portfolio & Program)

Control Scope

Execution team size and velocity limits scope (Team)

Knowledge Area Traditional Process SAFe Process Time Management Planning Plan Schedule Management Fixed Sprints

Knowledge Area

Traditional Process

SAFe Process

Time Management

Planning

Plan Schedule Management

Fixed Sprints and PSI Durations

(Program & Team)

Fixed Sprints and PSI Durations (Program & Team) Define Activities Frequent Backlog Grooming (Program &

Define Activities

Frequent Backlog Grooming (Program & Team)

Sequence Activities

Prioritize User Stories (Team)

Estimate Activity Resources

Observed Team Velocity (Team)

Estimate Activity Durations

User Stories sized based on Fist of 5 and Fibonacci Sequence (Team)

sized based on Fist of 5 and Fibonacci Sequence (Team) Develop Schedule Team Members Commit to
sized based on Fist of 5 and Fibonacci Sequence (Team) Develop Schedule Team Members Commit to

Develop Schedule

Team Members Commit to Sprint Backlog (Team)

Monitoring & Controlling

Control Schedule

Fixed Sprints and PSI Durations (Team)

Commit to Sprint Backlog (Team) Monitoring & Controlling Control Schedule Fixed Sprints and PSI Durations (Team)
Knowledge Area Traditional Process SAFe Process Cost Management MAPPING TRADITIONAL TO SAFE PROCESSES
Knowledge Area Traditional Process SAFe Process Cost Management MAPPING TRADITIONAL TO SAFE PROCESSES

Knowledge Area

Traditional Process

SAFe Process

Cost Management

MAPPING TRADITIONAL TO SAFE PROCESSES

   

Planning

Plan Cost Management

Agile Release Train (ART) Funding (Portfolio)

 

Estimate Costs

Allocation based on Customer Demands (Portfolio)

 

Determine Budget

ART Budget (Portfolio & Program)

Monitoring & Controlling

Control Costs

Costs are defined on a PSI Boundary (Program & Team)

Program) Monitoring & Controlling Control Costs Costs are defined on a PSI Boundary (Program & Team)
Program) Monitoring & Controlling Control Costs Costs are defined on a PSI Boundary (Program & Team)
Program) Monitoring & Controlling Control Costs Costs are defined on a PSI Boundary (Program & Team)
Knowledge Area Traditional Process SAFe Process Quality Management Planning Plan Quality Management Definition of
Knowledge Area Traditional Process SAFe Process Quality Management Planning Plan Quality Management Definition of
Knowledge Area Traditional Process SAFe Process Quality Management Planning Plan Quality Management Definition of

Knowledge Area

Traditional Process

SAFe Process

Quality Management

Planning

Plan Quality Management

Definition of Ready (Team)

Executing

Perform Quality Management

Behavior Driven Dev (BDD); Acceptance Test Dev (ATDD); Continuous Integration (Team)

Monitoring & Controlling

Perform Quality Control

Definition Of Done, PairTesting (Team)

Integration (Team) Monitoring & Controlling Perform Quality Control Definition Of Done, PairTesting (Team)
Integration (Team) Monitoring & Controlling Perform Quality Control Definition Of Done, PairTesting (Team)
Knowledge Area Traditional Process SAFe Process Human Resource Management Planning Plan Human Resource Management
Knowledge Area Traditional Process SAFe Process Human Resource Management Planning Plan Human Resource Management
Knowledge Area Traditional Process SAFe Process Human Resource Management Planning Plan Human Resource Management
Knowledge Area Traditional Process SAFe Process Human Resource Management Planning Plan Human Resource Management

Knowledge

Area

Traditional Process

SAFe Process

Human Resource Management

Planning

Plan Human Resource Management

Evaluate Team Capacity

(Team)

Executing

Acquire Project Team

Dedicated Teams Assigned

(Team)

Develop Project Team

Retrospectives and Continual Learning (Team)

Manage Project Team

Self – Organization

(Team)

Knowledge Area Traditional PM Process SAFe Process Communications Management Planning Plan Communications
Knowledge Area Traditional PM Process SAFe Process Communications Management Planning Plan Communications

Knowledge Area

Traditional PM Process

SAFe Process

Communications

Management

Planning

Plan Communications Management

Daily Stand-up Meetings, Sprint Demos and Retrospectives

(Portfolio, Program & Team)

Executing

Manage Communications

Daily Work on Kanban Boards

(Portfolio, Program & Team)

Monitoring & Controlling

Control Communications

Highly Collaborative environment; Lean Portfolio Metrics radiators

(Portfolio, Program & Team)

Communications Highly Collaborative environment; Lean Portfolio Metrics radiators (Portfolio, Program & Team)
Communications Highly Collaborative environment; Lean Portfolio Metrics radiators (Portfolio, Program & Team)
Communications Highly Collaborative environment; Lean Portfolio Metrics radiators (Portfolio, Program & Team)
Knowledge Area Traditional Process SAFe Process Risk Management     Planning Plan Risk
Knowledge Area Traditional Process SAFe Process Risk Management     Planning Plan Risk

Knowledge Area

Traditional Process

SAFe Process

Risk Management

   

Planning

Plan Risk Management

MAPPING TRADITIONAL PM

Deliver in Small Increments; Mid PSI Reviews

TO SAFE PROCESSES

(Portfolio, Program & Team)

 

Identify Risks

Fishbone & 5 Whys Techniques; Scrum of Scrums (Portfolio, Program & Team)

 

Performance Qualitative Risk Analysis

Swarm and Proactively Resolve (Portfolio, Program & Team)

 

Perform Quantitative Risk Analysis

Swarm and Proactively resolve (Portfolio, Program & Team)

 

Plan Risk Analysis

Mid Sprint Reviews (Portfolio, Program & Team)

Monitoring & Controlling

Control Risks

Apply WIP Constraints inspect and Adapt; Remove Impediments (Portfolio, Program & Team)

Control Risks Apply WIP Constraints inspect and Adapt; Remove Impediments (Portfolio, Program & Team)
Control Risks Apply WIP Constraints inspect and Adapt; Remove Impediments (Portfolio, Program & Team)
Control Risks Apply WIP Constraints inspect and Adapt; Remove Impediments (Portfolio, Program & Team)
Knowledge Area Traditional Process SAFe Process Procurement Management Planning Plan Procurement Management
Knowledge Area Traditional Process SAFe Process Procurement Management Planning Plan Procurement Management
Knowledge Area Traditional Process SAFe Process Procurement Management Planning Plan Procurement Management
Knowledge Area Traditional Process SAFe Process Procurement Management Planning Plan Procurement Management
Knowledge Area Traditional Process SAFe Process Procurement Management Planning Plan Procurement Management

Knowledge

Area

Traditional Process

SAFe Process

Procurement

Management

Planning

Plan Procurement Management

Establish Strategic Relationships (Portfolio)

Executing

Conduct Procurements

Develop Business Partners

(Portfolio, Program & Team)

Monitoring & Controlling

Control Procurements

Align with Lean and Agile Practices (Program & Team)

Closing

Close Procurements

Close Contracts

(Program & Team)

Knowledge Area Traditional Process SAFe Process Stakeholder Management Initiating Identify Stakeholder Identify
Knowledge Area Traditional Process SAFe Process Stakeholder Management Initiating Identify Stakeholder Identify
Knowledge Area Traditional Process SAFe Process Stakeholder Management Initiating Identify Stakeholder Identify

Knowledge Area

Traditional Process

SAFe Process

Stakeholder

Management

Initiating

Identify Stakeholder

Identify Business

Partners (Portfolio, Program & Team)

Planning

Plan Stakeholder Management

Align to a Common

Vision (Portfolio, Program & Team)

Executing

Manage Stakeholder Engagement

Frequent Collaboration; Team Agreements

(Portfolio, Program & Team)

Monitoring & Controlling

Control Stakeholder engagement

Limit Team Interference

(Program & Team)

& Team) Monitoring & Controlling Control Stakeholder engagement Limit Team Interference (Program & Team)
& Team) Monitoring & Controlling Control Stakeholder engagement Limit Team Interference (Program & Team)
SOURCE PROCESSES The SAFe processes are retrieved from scaledagileframework.com The PMI Knowledge Areas, Process Groups,

SOURCE PROCESSES

The SAFe processes are retrieved from scaledagileframework.com

SAFe processes are retrieved from scaledagileframework.com The PMI Knowledge Areas, Process Groups, and project
SAFe processes are retrieved from scaledagileframework.com The PMI Knowledge Areas, Process Groups, and project

The PMI Knowledge Areas, Process Groups, and project management processes are from the PMBOK ® Guide - Fifth Edition

(2013)

Cornelius, D. A. (2014). The PM role in a lean and agile world. Paper presented
Cornelius, D. A. (2014). The PM role in a lean and agile world.
Paper presented at PMI® Global Congress 2014—North America,
Phoenix, AZ. Newtown Square, PA: Project Management Institute.
QUESTIONS

QUESTIONS

QUESTIONS
QUESTIONS
QUESTIONS