transitioning from waterfall to safe® an insider’s view of ... master pmo planning procurement...
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Transitioning from Waterfall to SAFe®
An Insider’s View of a Multi-Million$ SAFe®
September 17, 2019
Randy Shumpert MBA, PMP, CSM, CSP, ACP, SPC, RTE Agile Leader at Sagitec Solutions, LLC
BTII Institute. West Orange NJ
©2019 BTII Institute
Transitioning from Waterfall to SAFe®
2
● Contrast Waterfall vs. Agile vs. SAFe®
● The strategic planning process in SAFe® and how it maps to Waterfall
● How SAFe® initiatives are funded vs. Waterfall
● Lessons learned from the trenches
● Tips for leveraging your PMP® for transitioning to an Agile/SAFe®
environment
TOPICS
An Insider’s View of a Multi-Million$ SAFe® Program
09/17/2019
©2019 BTII Institute
Transitioning from Waterfall to SAFe®
3
● Hold questions until the end
● Please remain seated and quiet during this presentation
● Place your cell phones on vibrate.
Ground Rules & Courtesies
An Insider’s View of a Multi-Million$ SAFe® Program
09/17/2019
©2019 BTII Institute 4
Survey
How would you describer your project management work
environment?
go to: pollev.com
user: randyshumper133
Go
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VersionOne Survey: State of Agile
Primary reasons companies
adopt Agile.
Accelerate
software
delivery 74%
Enhanced ability to manage changing priorities 62%
Increased Productivity
51%
Improved business/IT alignment 50%
Enhance software quality 43%
Enhance delivery
predictability
43%
Reduce project cost 41%Of the Agile frameworks, Scrum
and SAFe® continue to be most
popular and used across a wide
variety of industries.
for more info: stateofagile.com
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Methods for Scaling Agile
VersionOne Survey: State of Agile
Scrum of Scrum
Scaled Agile Framework (SAFe®)
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Digital disruption is now.
Scrum Master
PMO
PlanningProcurement
WBS
DBA
TFS
Project Manager
PI Planning
Monito
r & C
ontro
l
Lo
ad
Microsft Project
TesterP
rod
uct O
wn
er
CarryOver
Knowledge Areas
Business Analyst
Phase G
ate
Ris
k M
gm
t
Taskin
g
Earned Value
Critical Path
UI/UX
Kanban
Continuous Improvement
Scrum of Scrum
Earned Value
Tim
elin
e
SPI, CPI
Scaled Agile©
CV, SVFixed Price
Feature Data Sheet
Backlog
Lean
PI Objectives
DevOps
User Story
Scope Creep
Technical Architect
Fast T
rack
Developer
Program Manager
Crashing
PI D
em
oPMI
Project Charter I&A Workshop
Sto
ry P
oin
ts
Agile-MindsetRTE
Metric
s
System
Scope Management
Sprint Phase
Team RetrospectiveProduct Management E
nable
r
ChartCapacity
Culture
Spike
LessonsLearned
QC/QA PMP
Sprint Demo
Contingency
Vision
Defects
Planned Value
CAPM
PMBOK
Actual Cost Prin
cip
les
SDLC
Release
Roadmap
Epic
Budget at Completion
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Where is your current role?
Actual Cost
PMO
Planning
Procurement WBS
Project Manager
Monito
r & C
ontro
l
Microsoft Project
Knowledge Areas
Phase G
ate
Ris
k M
gm
t
Portfolio Manager
Critical Path
Earned Value
Tim
elin
e
SPI, CPI
CV, SVFixed Price
Scope Creep
Fast T
rack
Program Manager
Crashing
PMI
Project Charter
Scope ManagementLessonsLearned
QC/QAPMP
Contingency
Planned Value
CAPM
PMBOK
SDLC
Sponsor
Waterfall
Scrum Master
DBA
TFS
Epic Owner
Tester
Product Owner
CarryOver
Business Analyst
Taskin
g
UI/UX
Kanban
Continuous Improvement
Scrum of Scrum
Scaled Agile®
Feature Data Sheet
Backlog
Lean
PI Objectives
DevOps
User Story
Technical Architect
Developer
PI D
em
o
Retrospective
Sto
ry P
oin
ts
Solution Architect
Release Train Engineer (RTE)
Metric
sSystem
Sprint
Phase
Agile CoachProduct Management
Enable
r
Chart
Capacity
Agile Project Manager
Spike
Sprint Demo
Vision
Defects
Prin
cip
les
Release
Roadmap
Epic
SAFe® Agile
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• The Agile tsunami is moving fast.
• Be Ready. Be Agile. Be SAFe®
Career Planning
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Contrasting Waterfall vs SAFe©
Exploring SAFe®
Principles & Practices
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Knowledge Areas
Initiating Planning Executing Monitoring & Controlling Closing
Integration Management
4.1 DevelopProject Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work4.6 Perform Integrated Change Control
4.7 Close Project or Phase
Scope Management
5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS
5.5 Validate Scope5.6 Control Scope
ScheduleManagement
6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Durations6.5 Develop Schedule
6.6 Control Schedule
Cost Management 7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget
7.4 Control Costs
Quality Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Resource Management
9.1 Plan Resource Management9.2 Estimate Activity Resources
9.3 Acquire Resources9.4 Develop Team9.5 Manage Team
9.6 Control Resources
ProcurementManagement
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
. . . etc.
Stakeholder Management
13.1 IdentifyStakeholders
13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement
13.4 Monitor Stakeholder Engagement
5 Process
Groups
10
Knowledge
Areas
Traditional PMI Methodology
HeavyUpfront
Planning
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PROJECT
Project Managers
PROGRAM
Program Managers
PROJECT
Project Managers
PROGRAM
Program Managers
PROJECT
Project Managers
OTHER
PROGRAMSProgram Manages
PORTFOLIO
Portfolio Managers
STRATEGIC
PLANNINGExecutives
PORTFOLIO
Portfolio Managers
PROJECT
Project Managers
OTHER PROJECTS
& OTHER WORKProject Managers
Corporate Strategy
• Portfolio
Management
• Program
Management
• Project
Management
Corporate Strategy
Portfolio
SAFe®
Essential
SAFe®
Team Level
Agile
SAFe® - Scaled Agile Framework®
RTE, Architects, Product Managers
SCRUM MASTERS
Program Management Structure
Agile / SAFe®Waterfall
LEAN PORTFOLIO
MANAGEMENT
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Waterfall vs Agile: Deming Cycle
Plan Lean-Agile Cycle2-4 Week Sprints
Plan
DoCheck
Act
Deming CycleLong phases
The concept of ADJUST is critical to the understanding difference
between Waterfall and Lean-Agile delivery cycles.
Plan
DoCheck
Adjust
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Triple Constraint – Iron Triangle
SCOPE
• Heavy upfront planning & analysis
• The goal is to plan and fix the
scope, then determine the timeand cost.
Waterfall
Plan Driven
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Triple Constraint – Iron Triangle
Agile inverts the triple constraint.
The mindset is to fix schedule and cost and evolve the scope.
AgileSCOPE
Value Driven
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What is Agile?
16
“Agile” is an umbrella term that
refers to a number of Agile
frameworks. Most popular are
Scrum and XP.
Kanban is used for flow
All are supported by the Agile
Manifesto.KANBAN
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What is Agile?
17
Agile Manifesto
Individuals and interactions over processes and
tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Responding to change over following a plan
Our focus today is on Scrum.
SCRUM
KANBAN
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The Scrum Framework
18
Scrum is lightweight and consists of short planning, execution and feedback cycles.
Product Backlog
Development
Team
Scrum
Master
`
Product
Owner
Sprint Planning
Sprint Backlog
Sprint Execution
Daily Standup
Burndown
Product Increment
Sprint Demo
Sprint Retrospective
Scrum Team
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The Scrum Framework
19
Subsequent iterations start with Sprint Planning, continues into Sprint Execution and adds value with each iteration.
Sprint 1 Sprint 2 Sprint N
But, Scrum projects at scale need a framework.
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Scaling Agile Teams
SAFe® Agile Release Trains consist of 5-10 teams ranging from 50 to 125 team members.
An Agile Release Train or “Agile Release Train or “Agile Release Train or “Agile Release Train or “ART” is a team of Agile teams.
Example: release train has 10 teams of seven members each
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Product Owner
Developer
Developer
Scrum Master
Tester
Tester
Developer
Team & SAFe Program Level Roles
Scrum Team Roles Program Level Roles
RTE Arch
UXSystem Team
Product Management
ReleaseManagement
Team
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What is SAFe?
22
Scaled Agile Framework*
The Scaled Agile Framework (abbreviated as SAFe®) is a set of organization and workflow
patterns intended to guide enterprises in scaling lean and agile practices.
SAFe ® promotes alignment, collaboration, and delivery across large numbers of agile teams. It
was developed to leverage three primary bodies of knowledge:
• Agile Software Development
• Lean Product Development
• Systems Thinking
SAFe® is made freely available by Scaled Agile, Inc., which retains the copyrights and
registered trademarks.
* Source: https://en.wikipedia.org/wiki/Scaled_agile_framework
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Scaled Agile Framework©
Role-based Certifications:SAFe Scrum MasterAdv. Scrum MasterSAFe PO/PMSAFe for Teams
Source: ScaledAgileFramework.com
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Scaled Agile Framework©
Certifications:SAFe PO/PMSAFe Solution Architects
Source: ScaledAgileFramework.com
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Scaled Agile Framework©
Certifications:Lean Portfolio MgmtLeading SAFe
Source: ScaledAgileFramework.com
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Putting them side-by-side …
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Waterfall SAFe©
Lead by a Program/Project
Manager
Lead by a Release Train
Engineer
Heavy upfront planning Plan for 10-12 weeks of work
Phased delivery 10-12 week delivery cycles
Adverse to change Change is welcome
Hours/Days used in estimation Story points used in estimation
Predictability through %Complete Predictability through Velocity
Quality is Planned-in Quality is Built-in
Cost Center Accounting Value Streams Funded
Scrum
Servant Leader, Scrum
Master
Plan for 2-4 weeks of work
2-4 week delivery cycles
Change is welcome
Story points used in estimation
Predictability through Velocity
Quality is Built-in
Focus on value delivery, not
cost
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Contrasting Waterfall vs SAFe©
Initiating, Planning, Funding and Executing
a SAFe® program
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Initiating a Program/Project
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Each framework agree on Chartering. • Provides justification
• Establishes a shared understanding
• Authorizes use of resources
SAFe
Scrum
CHARTER
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Initiating a Program
Strategic Planning• 3+ year growth vision
• Business initiatives are the output
• Portfolios launch initiatives/programs
Waterfall and SAFe® generally agree on strategic planning processes.
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Initiating a Program
Strategic Planning• Waterfall: Cost center accounting
• SAFe®: Value Streams are funded
Funding is where the differences between
Waterfall and SAFe® start.
Waterfall and SAFe® disagree on how to fund, monitor and control programs.
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Planning a Program
31
Scrum Master, Product Owner,
Developers, Testers
Iteration Planning: 2-4 weeks
Daily Planning: 15 mins
ProgramLevel
TeamLevel
PI-2PI-1
Iterations
2 3 4 IP1
RTE, Product SME’s, Architects
Program Planning: 10-12 weeks
Epic/Feature Planning for PI1
Elements of Agile Release Train
Planning
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Planning a Program
32
Themes
Epics
Features
Tasks
User Stories
Strategic planning
Visioning
Steering committees,
C-level execs, Business
Owners, Boards
Solution Planning Operating Executives,
SME’s, Exec Architects
Program Planning SME’s, Directors, Architects,
and Program Managers
Daily Planning
Iteration Planning Delivery teams; product
owners, developers, testers,
scrum masters.
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SAFe®Waterfall
• One-time event that starts after Program
Management Plan is complete
• All requirements must be known
• Execution continues until all
requirements are fully developed
• Value is delivered at the end of the
program or project
• Execution cycles start every 10-12 weeks
• Requirements are defined for 10-12
week of effort
• Execution continues for 10-12 weeks
• Incremental value is delivered in 10-12
week cycles
Executing a Program
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SAFe ® AgileWaterfall
• Processes required to track, review, then
regulate performance
• Collect project performance data and
report on variances
• Evaluate Change Requests
• Take corrective action
• Daily Stand-up Meetings, Scrum of
Scrum, Product Owner Sync Meeting
• Collect objective metrics; Story Points,
Velocity, Burndown
• Variability is limited to a sprint cycle
• Team Demos, System Demos, Customer
feedback drives changes in next cycle
Monitoring and Closing a Program
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SAFe ® AgileWaterfall
• Programs are not closed until all projects
are closed
• Then, program are formally closed
• Resources are reassigned
• Sprints are closed every 2-4 weeks
• Program Increments are closed every
10-12 weeks
Closing a Program
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Implementing SAFe
How to implement SAFe®
Recent Transformation Experiences
Lessons Learned
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Agile Transformation – Recent Example
1
Waterfall
Scrum Hybrid
2012-2014
Tipping point
Alignment,
Scaling, Poor
Quality, and
Dependency
issues, Late
delivery.
2
Go SAFe
Develop
Implementation
Plan
Identify value
streams
Mar 2014
4
Determined
cadence
ART Launch
Readiness
Apr-May 2014
Identified teams
Prepare backlog
3
SAFe
Training
SAFe for PO/PM
Apr 2014
Leading SAFe
Executives,
Product Mgr, PO,
SM, Architects
5
Launch first
Program
Increment (PI)
Fear of change
June 2014
Chaotic
Excitement
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Agile Transformation – Recent Example
6
PI1-PI9
Smooth
Feature Development
Limited dependencies
Jun 2014 - Jan 2019
7
PI10-PI13
Regression breaks
Refactoring
Velocity decreased
Root cause analysis:
Underlying issue: QUALITY
Increased integration
Feb 2019 – May 2019
Bumpy
8
PI14
Jul 2019
Refocus on SAFe’s built-in
quality practices
4 Dev Teams
1 Bug fix team
1 Prod support
Quality is Built-in
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Lesson learned in the trenches
Putting SAFe Lean-Agile Principals into action
# 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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Putting SAFe Lean-Agile Principals into action
# 1 – Take an economic view
# 2 – Apply systems thinking
# 5 – Base milestones on objective
evaluation of working systems
Arriving at a decision to restructure an Agile Release Train
Agile Transformation
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Lesson learned in the trenches
Program failed to follow SAFe® PI Planning Agenda.
• The metaphor “architectural runway” describes how functionality is added to
an application’s framework prior to when teams will need it.
• Updates are based on the program’s roadmap and planned with each
program increment.
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How coaches address such problems?
43
Putting SAFe ® Lean-Agile Principals into action
The impression that ‘our problems are different’ is a common disease that
afflicts management the world over. They are different, to be sure, but the
principles that will help to improve the quality of product and service are
universal in nature.
—W. Edwards Deming
Source: ScaledAgileFramework.com
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Final thoughts
44
Now that we know little about Agile, let’s end with a short story.
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©2019 BTII Institute
Product Owner
Developer
Tester
Get those idiots
back here right
now!
Have fun… enjoy the agile culture.
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