#tuki2018 #stöd2018 julkishallinnossa?ketter... · • what is scaled agile framework (safe)? •...

Ketterä kehitys –mahdollisuus julkishallinnossa?

KPMG OY AB – Sami Tervola

14.6.2018

#tuki2018 #stöd2018

2© 2018 KPMG Oy Ab, a Finnish limited liability company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved.

Document Classification: KPMG Public

KPMG Finland Agility Lead (SPC)

IT Advisory Manager, projektipäällikkö (PMP)

[email protected]

Samilla on 14 vuoden kokemus ohjelmistokehityksestä eri rooleissa. Hän vetää KPMG:n ketterää

liiketoimintaa ja kouluttaa seuraavia standardeja SAFe-sertifiointikursseja:

- Leading SAFe (SA)

- SAFe for Teams (SP)

- SAFe Scrum Master (SSM)

- SAFe DevOps (SDP)

Lisäksi pidämme työpajoja. Sekä sertifiointikoulutukset että työpajat saa myös räätälöitynä.

Tarkastamme ketteriä toimituksia ja vertailemme niitä standardeihin parannuskohteiden löytämiseksi.

Myös SAFen tuntevia lakimiehiä löytyy KPMG:ltä mm. sopimuksia varten.

Presenter: Sami Tervola

mailto:[email protected]

http://www.pmi.org/certifications/types/project-management-pmp

http://www.pmi.org/certifications/types/project-management-pmp



The following slides are mostly based on ScaledAgile’s (copyright owner)

Leading SAFe certification training with additions by KPMG.

The information on the following slides is not sufficient for a certification, but the

purpose of the slides is to demonstrate the key aspects to consider when

assessing the potential of SAFe in the public sector.

To acquire your own certification, you can participate in a two days' Leading

SAFe course.



• What is Scaled Agile Framework (SAFE)?

• SAFe’s values, principles, key benefits etc.

• Waterfall versus SAFe delivery

• How are development and operations working together in SAFe?

• What are Product Owner’s (customers) responsibilities in delivering value?

• Compliance as a built-in feature in SAFe

• What to expect from the vendor in SAFe?

• What do vendors expect from you?

During the presentation, take time to consider how the topics are reflected in your

workplace.

This presentation will concentrate on:



Suomi.fi-palveluita kehitetään

Väestörekisterikeskuksessa ketterästi

” Kokonaisvaltainen digipalveluiden kehitys vaatii myös

ketterät työtavat. VRK uudistaakin parhaillaan työnteon

tapojaan kohti kokonaisvaltaista ketterää kehittämistä.

-Olemme kuunnelleet asiakkailtamme tullutta palautetta

ja ryhtyneet uudistamaan palvelukehitystä, jotta voimme

tarjota parempaa palvelua, tiivistää kehityspäällikkö

Esa Keränen.

VRK:ssa on jo pitkään sovellettu ketteriä

toimintamalleja. Esimerkiksi viime vuonna päättynyt ja

VRK:n toteuttama Kansallinen palveluarkkitehtuuri -

ohjelma sovelsi pitkälti ketteriä kehitysmenetelmiä. Nyt

toimintamalli laajennetaan kuitenkin koko virastoon.

Näin tuote- ja projektikeskeisestä kehittämisestä

siirrytään SAFe:en pohjautuvaan

kokonaisvaltaiseen ketterään kehittämiseen.”

Suomi.fi ketterästi 1/2



”Väestörekisterikeskuksella on kovat odotukset mallin suhteen. Uudistuksella

tavoitellaan merkittäviä hyötyjä: tehokkaampaa toimintaa, pienempää läpimenoaikaa

(ideasta tuotantoon ja hyötyjen johtamiseen), parempaa riskienhallintaa ja tärkeimpänä

totta kai tyytyväisempiä asiakkaita.

- Mallin läpinäkyvyys poistaa myös yllätyksiä ja mahdollistaa jaetun tilannekuvan eri

sidosryhmien välillä. Se mahdollistaa myös luottamukseen perustuvan yhteistyön,

Keränen toteaa.

Keränen korostaa, että itse kehittämismalli ei ole uudistuksessa tärkein, vaan tulos.”

Lisätietoa: [email protected]

tai

http://uutiskirjeet.vrk.fi/uutiset/suomi.fi-palvelut/suomi.fi-palveluita-kehitetaan-

vaestorekisterikeskuksessa-ketterasti.html

Suomi.fi ketterästi 2/2

http://uutiskirjeet.vrk.fi/uutiset/suomi.fi-palvelut/suomi.fi-palveluita-kehitetaan-vaestorekisterikeskuksessa-ketterasti.html



”AIPA-hankkeessa kehitetään yleisten tuomioistuinten eli

käräjäoikeuksien, hovioikeuksien ja korkeimman oikeuden sekä

syyttäjälaitoksen toimintaa siirtymällä sähköisiin työtapoihin.

Samalla rakennetaan tietojärjestelmäkokonaisuus tukemaan

uusia työtapoja. Kun hanke on valmis, kaikki lainkäyttöön liittyvät

toiminnot hoidetaan syyttäjänvirastoissa ja yleisissä

tuomioistuimissa sähköisesti.”

“AIPAn tietojärjestelmä rakennetaan ja otetaan käyttöön

osissa. Ensimmäinen osuus eli syyttäjien sakkosovellus on ollut

käytössä syyttäjänvirastoissa tämän vuoden helmikuusta alkaen.”

Lisätietoja: hankkeen johtoryhmän puheenjohtaja, ylijohtaja Kari

Kiesiläinen, puh. 02951 50138, ja hankejohtaja Marko Loisa, puh.

02951 50175 tai

https://oikeusministerio.fi/artikkeli/-

/asset_publisher/oikeushallinnon-aineistopankkihanke-aipa-

etenee-seuraavien-vaiheiden-tietojarjestelmatoimittajat-valittu

Oikeusministeriön AIPA-hanke SAFE:lla

https://oikeusministerio.fi/artikkeli/-/asset_publisher/oikeushallinnon-aineistopankkihanke-aipa-etenee-seuraavien-vaiheiden-tietojarjestelmatoimittajat-valittu



SAFe refers to a Scaled Agile Framework delivering software and systems. It is scalable, but certain

essentials are required even for smaller deliveries. A global best-practice roadmap is provided to

support implementation.

1. Introducing the Scaled Agile Framework



“The Scaled Agile Framework (SAFe®) helps businesses address the significant challenges of

developing and delivering enterprise-class software and systems in the shortest sustainable lead

time. It is a freely revealed, online knowledge base of proven success patterns, for people building

the world’s most important software and systems.

SAFe synchronizes alignment, collaboration, and delivery for multiple Agile teams. Scalable and

configurable, SAFe allows each organization to adapt it to its own business needs. It supports

smaller-scale solutions employing 50 – 125 practitioners, as well as complex systems that require

thousands of people.”

What is SAFe?

1-10© Scaled Agile, Inc.

The Scaled Agile Framework® (SAFe®)

Synchronizes alignment, collaboration, and delivery for large numbers of teams.

1. Built-In Quality

2. Program execution

3. Alignment

4. Transparency

Core Values


Navigate with the Implementation Roadmap

Roadmap presents best

practice to implement

SAFe

Certification trainings,

workshops, planning

sessions, LACE,

Coaches all help to

make this possible

Key principle is to train

everyone


Essential SAFe provides the basis for success

Lean-Agile

Principles1

2Real Agile Teams

and Trains3

Cadence and

Synchronization

PI Planning4

DevOps and

Releasability5

System Demo 6

Inspect

& Adapt7

IP Iteration8

Architectural

Runway9

Lean-Agile

Leadership10



Agile manifesto and lean thinking compose the lean-agile mindset which is a different way of thinking

compared to traditional waterfall-based deliveries. If thinking doesn’t change, you are not agile.

2. Embracing a Lean-Agile Mindset


The 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

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

That is, while there is value in the items on the right, we value the items on the left more.

agilemanifesto.org

http://www.agilemanifesto.org/


Leadership in House of Lean

People are already doing their best;

the problems are with the system.

Only management can change the system.

—W. Edwards Deming

Lead the change

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

LEADERSHIP

Respect fo

r

people

and c

ulture

Flo

w

Innovation

Rele

ntless

impro

vem

ent

VALUE


Activity: Assessing a Lean mindset

Step 1: Assess where your organization stands in embracing a Lean mindset

Step 2: Compare the results with your peers.

Value delivery

Respect for

people and culture

Flow

Innovation

Relentless improvement

Leadership

(low)

1 2 3 4(high)

5

PREPARE

5min



The benefits of SAFe can only be obtained if following the SAFe principles.

3. Understanding SAFe 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

SAFe Lean-Agile principles

Versus

Waterfall

delivery model


Achieve business results with SAFe

30 – 75% faster

time-to-market

10 – 50% happier,

more motivated

employees

20 – 50% increase

in productivity

25 – 75%

defect reduction

See ScaledAgileFramework.com/case-studies


Agile economics: Deliver early and often

Documents Documents Unverified System System


Execution: Don’t waterfall Iterations

D D DB B BT T T

D D DB B BT T T

D D DB B BT T T

This is an

Inter-Iteration

waterfall:

This is an

intra-Iteration

waterfall:

Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5

These are

cross-functional

Iterations:

Define Build Test

BuildDefine Test

Define Build Test

De

fine

De

fine

De

fine

Bu

ild

Bu

ild

Bu

ild

Te

st

Te

st

Te

st




SAFe delivers earlier value to the market

SAFe’s early deliveries brings better value against market value, and go

to market time is shorter than in waterfall

SAFe’s fast feedback after each sprint

Time

Valu

e d

eliv

ery

System

Go-live


Base decisions on economics

Understand tradeoff parametersSequence jobs for maximum benefit

Do not consider money already spent

Make economic choices continuously

Empower local decision-making

If you only quantify one thing, quantify

the cost of delay

—Don Reinertsen,

Principles of Product Development Flow

“Understanding economics requires

understanding of the interaction amongst

multiple variables.”

Cycle timeProduct

cost

ValueDevelopment

expense

Risk


Apply fast learning cycles

Fast feedback accelerates knowledge.

Improves learning efficiency by decreasing the

time between action and effect

Reduces the cost of risk-taking by truncating

unsuccessful paths quickly

Facilitated by small batch sizes

Requires increased investment in development

environment

The shorter the cycles, the faster the learning

Principles of Product Development Flow, Don Reinertsen

Plan. Do. Check. Act. (Adjust), W. Edwards Deming,

Walter Shewhart, et al.

The iterative learning cycle

Do

CheckAdjust

Plan

PDCA


SAFe’s Integration points reduce risk faster

Ris

k

Fast, integrated cycles

Waterfall

Time

Deadline

SAFe

Integration

point?

False positive

feasibility?


Cadence and synchronization

Converts unpredictable events into

predictable ones and lowers cost

Makes waiting times for new work predictable

Supports regular planning and cross-

functional coordination

Limits batch sizes to a single interval

Controls injection of new work

Provides scheduled integration points

Causes multiple events to happen at the

same time

Facilitates cross-functional tradeoffs

Provides routine dependency management

Supports full system and integration and

assessment

Provides multiple feedback perspectives

Principles of Product Development Flow, Don Reinertsen

The Lean Machine, Dantar Ootserwall

Note: Delivering on cadence requires

scope or capacity margin

Note: To work effectively, design cycles

must be synchronized


Cadence without synchronization is not enough

Time spent thinking you are on track

Integrate and slip!

System

Iterate Iterate Iterate Iterate Iterate Iterate

Iterate Iterate Iterate Iterate

Iterate Iterate Iterate Iterate Iterate Iterate

Iterate

Iterate

Iterate

Iterate

Iterate

Iterate


Synchronize to assure delivery


Control variability with planning cadence

Cadence-based planning limits variability to a single interval.

Max deviation

Time

Cadence-based

planning

Asynchronous

planning

Max

deviation

(3X)



SAFe beats “managing silos” challenges with cross-function teams. Clear roles and responsibilities

are also known and determined beforehand. Everyone knows what is expected from them.

4. Creating High-Performing Teams and Programs


Value doesn’t follow silos

Business HardwareSystem

Engineering

Software Test and QA

Management challenge:

Connect the silos

Value delivery is inhibited by

hand-offs and delays

Political boundaries can

prevent cooperation

Silos encourage geographic

distribution of functions

Communication across silos

is difficult


Build cross-functional Agile Teams

Agile teams are cross-functional,

self-organizing entities that can

define, build and test (and ideally

deploy) a Feature or component

Optimized for communication

and delivery of value

Deliver value every two weeks


Nothing beats an Agile Team

Cross-functional, self-organizing — can define, build, and test

valuable things

Applied Agile Software Engineering practices with XP, Scrum,

and Kanban

Delivers value every two weeks

Do

CheckAdjust

Plan

PDCA


In SAFe teams execute iterations with Scrum

Scrum is built on transparency, inspection, and adaptation.

Pla

n ReviewDev Team

PO

SM

Retro


Agile Teams power the train

Scrum

Master

Product

Owner

Development

Team

Coach the Agile team and facilitate team meetings

Removes impediments; protects the team from outside influence

Attends Scrum of Scrum meetings

Defines and accepts Stories

Acts as the customer for developer questions

Works with Product Management to plan Program Increments (PI)

Create and refine user Stories and acceptance criteria

Define/Build/Test/Deliver Stories

Develop and commit to Team PI Objectives and Iteration plans

Three to nine members


Product Owner

Product ownership on different levels

The Product Owner (PO) is a member of the Agile Team responsible

for defining Stories and prioritizing the Team Backlog to streamline the

execution of program priorities while maintaining the conceptual and

technical integrity of the Features or components for the team.

The PO has a significant role in quality control and is the only team

member empowered to accept stories as done. For most enterprises

moving to Agile, this is a new and critical role, typically translating into a

full-time job, requiring one PO to support each Agile team (or, at most,

two teams).

This role has significant relationships and responsibilities outside the

local team, including working with Product Management, who is

responsible for the Program Backlog, to prepare for the Program

Increment (PI) Planning meeting.

Product

ownershipConnected

backlogs

https://www.scaledagileframework.com/agile-teams/

https://www.scaledagileframework.com/story/

https://www.scaledagileframework.com/team-backlog/

https://www.scaledagileframework.com/features-and-capabilities/

https://www.scaledagileframework.com/product-and-solution-management/

https://www.scaledagileframework.com/program-and-solution-backlogs/

https://www.scaledagileframework.com/pi-planning/


Agile Release Trains (ARTs) continuously deliver value

A virtual organization of 5 – 12 teams (50 – 125+ individuals from

teams)

Synchronized on a common cadence, a Program Increment (PI)

Aligned to a common mission via a single Program Backlog


Create cross-functional Agile Release Trains


Program roles govern the train

Release Train Engineer acts as the Chief Scrum Master for the train

Business Owners are key stakeholders on the Agile Release Train

Product Management owns, defines, and prioritizes the Program Backlog

System Architect/Engineering provides architectural guidance and technical

enablement to the teams on the train

The System Team provides processes and tools to integrate and evaluate

assets early and often



Planning for the following ten weeks takes place during a two-day session called Program Increment

(PI). It's a planning event in which everyone participates and where everyone commits to the

iteration goals.

5. Experiencing PI Planning


Simulation: Day 1 agendaPresented

by RTE


Simulation: Day 2 agendaPresented

by RTE


Video resource: Agile Planning Implementation

DURATION

2min

https://youtu.be/ZZAtl7nAB1M








New ideas are discovered by exploring various different sources. The approved ideas of highest

priority are executed. Only when ideas go to live production environment value is released. Releases

should happen often, even after each two-week sprint.

6. Exploring, Executing, and Releasing Value


Manage continuous delivery with the Program Kanban


The Roadmap guides the delivery of Features over time.

Road Rage ported (part I)

Brickyard port started

Distributed platform demo

ALL GUIs for both games

demonstrable

Multiuser architecture

New Road Rage Features

(see objectives for details)

New Brickyard Features (see

objectives for details)

— Stretch Objectives —

Demo of Beemer game

Roadmap creates the outline

May July Sep

E3 Expo Tradeshow!

Road Rage completed (single

user)

Brickyard Ported (single user)

Road Rage multiuser

demonstrable

First multiuser game Feature for

Road Rage

Road Rage (multiuser)

first release

Brickyard ported multiuser demo

New Features for both games (see

backlog)

Committed

V1.0V2.0

E3 Expo (7/23)9/18

Forecast


Features have benefit hypothesis and acceptance criteria

‘Feature’ is an industry-standard term familiar to

marketing and Product Management

Benefit hypothesis justify Feature

implementation cost, and provides business

perspective when making scope decisions

Acceptance criteria is typically defined during

Program Backlog refinement

Reflect functional and Nonfunctional

Requirements

Fits in one PI

Epics Solution Feature User Story Task

Multi-factor

authentication

Acceptance criteria

1. USB tokens as a first layer

2. Password authentication second layer

3. Multiple tokens on a single device

4. User activity log reflecting both

authentication factors

Benefit hypothesis

Enhance user security via both

password and a device.

SSO example:



In DevOps, Development and Operations work together with shared targets. Automation, lean flow,

measurement and recovery are considered to be important in DevOps. DevOps Health Radar can be

used for health check and to show improvement opportunities.

7. DevOps


What is DevOps?

An agile approach to bridge the gap between development and

operations to deliver value faster and more reliably.

Operations:

Create stability

Create or enhance

services

Development:

Create change

Add or modify

Features

DevOps

DevOps is a capability of every Agile Release Train


DevOps is IN the Value Stream

Value occurs only when the end users are operating the solution.

Lead time

R E P E A T

$

Trigger

Define Implement Deploy

DevOps isn’t optional. The only question is how efficient it is.


Video resource: Bing Continuous Delivery (2 of 4) - Microsoft Engineering Stories

DURATION

4min https://youtu.be/3sFT7tgyEQk

https://youtu.be/3sFT7tgyEQk


https://youtu.be/f4et0EGvKXA




A CALMR approach to DevOps

Culture Establish a culture of shared responsibility for

development, deployment, and operations.

Automation Automate the Continuous Delivery

Pipeline.

Lean flow Keep batch sizes small, limit Work In

Progress (WIP), and provide extreme visibility.

Measurement Measure the flow through the pipeline.

Implement application telemetry.

Recovery Architect and enable low-risk releases.

Establish fast recovery, fast reversion, and fast fix-

forward.

4.53© Scaled Agile, Inc.

Automate the deployment process

1. Match development environments to production to the

extent feasible

2. Maintain a staging environment that

emulates production

3. Deploy a working system to staging

every Iteration

4. Automate testing of Features and

performance tests

5. Automate deployment

– Everything under version control

– Automatically build environments

– Automate the actual deployment process

For Reference


Continuous code integration

Develop

End-To-End

Testing StagingApp

PackageTest

Package

Version

Control

Commit

On the market you can find proper tools for each phase. Those tools should be integrated.


Document Classification: KPMG Confidential

DevOps Health Radar for health check and improvements

SAFE DevOps certification training deals with

Health Radar. It is used also outside the course to

evaluate client’s DevOps status and improvement

points.

Health Radar has 16 sub-sections, which are

evaluated and graded. Each sub-section belongs

to certain business benefit and can be realized

with certain practices.

Review results show client’s current status and

what would need to be done to improve each sub-

sections to achieve the business benefit on the

inner grey circle in the radar.


The role of continuous security

Information security is a key

concept in SAFe DevOps

DevSecOps concepts present key

principles for value delivery

Security affects every dimension of

the continuous delivery cycle

Information security should be part

of every DevOps transformation

Threat

Modeling

Security

as code

Continuous

Security

Monitoring

Penetration

Testing


The role of continuous testing

Testing is an ongoing activity

We build quality in by addressing

testing and quality throughout the

continuous delivery cycle

Automated testing and quality

assurance should be part of every

DevOps transformation

BDD Behavior

Driven

Development

TDD Test

Driven

Development

Unit

Testing

Production

Testing

Non-functional

Testing


Decouple deployment from release

New

Feature



In the public sector, as in other sectors, your organization needs to be compliant with certain

standards, rules and laws. Break compliance into smaller requirements, automate their testing

cumulatively and run in each sprint. Final release brings all compliance requirements together

without big bang effort and last minute compliance breach findings.

8. Compliance

60© Scaled Agile, Inc.

Traditional development challenges regulatory assessment

Often results in late verification, validation, and opportunities for

compliance assessment

Can create a large bow wave of testing and compliance activity

resulting in missed deadlines and windows for schedule compliance

activities

Despite best efforts, compliance with large batches and late feedback

slows flow and results in worse outcomes and lower quality

No way to leverage compliance knowledge to improve flow


Verification, validation, and compliance

Validation is the confirmation via objective evidence that the system

performs its intended function. The intended functions and how well the

system performs those functions are determined by the customer.

We built the right solution.

Verification is the confirmation through objective evidence that the specified

requirements have been fulfilled. Verification demonstrates that the design

and implementation correctly and completely embody the requirements.

We built the solution right.

Compliance is an organization’s adherence to relevant laws, specifications

and guidelines. Compliance typically requires documented, objective

evidence of solution V&V through tests, inspections, analysis, or

demonstrations.

And we have evidence that we have done so.


SAFe addresses both types of compliance requirements

Processes and procedures are performed in

accordance with policy based on regulations

Product is specified, designed, built and

tested in accordance with regulations

Sign-off

Approval

Certification

Validation

Objective

Evidence

63© Scaled Agile, Inc. 63

Meeting regulatory requirements with

Lean-Agile development

Build the solution and compliance incrementally

Organize for value and compliance

Build quality and compliance in

Apply continuous verification and validation


Specify, build, and comply incrementally

One PDCA cycle

P

DC

A P

DC

A P

DC

A P

DC

A P

DC

A

P

DC

A

Documents More Documents Unverified System Certified SolutionDocuments


Integrate regulatory, customer, and compliance concerns

Solution Intent

Shared understanding of system’s goals,

specifications, and constraints

Kanban and Backlog

Align and focus on work

priorities

PI Planning

Synchronizes on

near term plan

PI System Demo

Frequent feedback on fully-

integrated system

Inspect & Adapt

Continuously

improve together

PI

Roadmap

Know solution’s

future plan


Accelerate feedback through automated compliance testing

Give teams automated scripts instead of checklists

Automate tests in the same iteration

as the functionality

Include tests for safety, security,

performance, quality, etc.

Invest in automated testing

infrastructure to improve flow

Actively maintain test data under

version control

Done

Functional test

Security test

Performance test

QA test

Compliance test

…

Pro

gre

ss

Functional test automation

Building functionality

Compliance test automation

Safety V&VQuality Security

Functional test

Security test

Performance test

QA test

Compliance test

…


Continually reduce risk for meeting compliance objectives

Break compliance activities into

smaller batches

Regular cadence make

compliance predictable

Get visibility, transparency into

assessment sooner

Fast feedback continuously

improves practices

Reduce last sign-off activity from a large, extended

event to a quick, boring, non-event.

V&V

…


Include compliance concerns in continuous improvement

Solution Demo• Asses results of current compliance work and automated tests

• Demonstrate compliance status by assessing or generating latest

information and documents

Quantitative Measurement• Show trends towards meeting compliance solution and dev system

• % code coverage, % requirements coverage, peer reviews status

• % compliance concerns covered in automated tests

Retrospective and Problem Solving Workshop• Are we sufficiently addressing compliance goals?

• Are policies or procedures inhibiting development?

• If so, can we find alternatives to meeting compliance goals


Release validation

Fitness for purpose

Final validation

Qualification including installation

and operation

User acceptance testing

Supporting documentation

Installation, user, and other

Compliance evidence

Releasable Solution

System

Increment

Solution Increment

Team

Increment



• SAFe is the global best practice and trainings are available everywhere, so your organization can

expect vendor’s representatives to be certified and knowledgeable about SAFe. When you use

a standard delivery model, it is also easier to attract new employees to work for you.

• SAFe defines key roles, values and principles. A new recruit or vendor’s representative is

familiar with the roles, values and principles. They will only need to know who is who in the model

to start working for your organization.

• Vendors understand that value needs to be delivered in the shorted sustainable lead time.

• Improvements to process and velocity (throughput) occur in each sprint and vendor personnel

contributes to these improvements too.

• Transparency should be maintained.

• Product Owners decide the priorities according to what the company needs. Flexibility to

changing requirements is a key principle in SAFe.

• Teams from different vendors know how to work with other teams, how to communicate and how

to report progress.

9. What to expect from vendors in SAFe



• Vendors will expect support and presence of Product Owners, architects and other key persons

when needed.

• Vendors expect tools and process that support agile delivery.

• Vendors expect Product Owners and customer management to be able to make decisions and

lead by example.

• Vendors expect that your organization knows SAFE and also you follow SAFe values,

principles and processes.

10. What vendors expect from you



• SAFe refers to a Scaled Agile Framework delivering software and systems. It is scalable, but certain essentials are required even

for smaller deliveries. A global best-practice roadmap is provided to support implementation.

• Agile manifesto and lean thinking compose the lean-agile mindset which is a different way of thinking compared to traditional

waterfall-based deliveries. If thinking doesn’t change, you are not agile.

• The benefits of SAFe can only be obtained if following the SAFe principles.

• SAFe beats “managing silos” challenges with cross-function teams. Clear roles and responsibilities are also known and determined

beforehand. Everyone knows what is expected from them.

• Planning for the following ten weeks takes place during a two-day session called Program Increment (PI). It's a planning event in

which everyone participates and where everyone commits to the iteration goals.

• New ideas are discovered by exploring various different sources. The approved ideas of highest priority are executed. Only when

ideas go to live production environment value is released. Releases should happen often, even after each two-week sprint.

• In DevOps, Development and Operations work together with shared targets. Automation, lean flow, measurement and recovery are

considered to be important in DevOps. DevOps Health Radar can be used for health check and to show improvement opportunities.

• In the public sector, as in other sectors, your organization needs to be compliant with certain standards, rules and laws. Break

compliance into smaller requirements, automate their testing cumulatively and run in each sprint. Final release brings all compliance

requirements together without big bang effort and last minute compliance breach findings.

• SAFe makes it easier to get people to standard roles. In SAFe expectations and needed roles for both parties are clear.

Is your organization ready for SAFe?

Summary of presented SAFe



Scaling Lean-Agile and DevOps in Public Sector Organizations

Transitioning to Lean-Agile practices for building digital services is especially challenging in the

government context. But legacy governance, contracting, and organizational barriers can be

overcome with the right information and strategies. During this two-day course, attendees will learn

the principles and practices of SAFe, how to execute and release value through Agile Release

Trains, and what it means to lead a Lean-Agile transformation of a program inside a government

agency.

Attendees will gain an understanding of the Lean-Agile mindset and why it’s an essential foundation

for transformation. They’ll also get practical advice on building high performing multi-vendor Agile

teams and programs, managing Lean Government Portfolios, acquiring solutions with Agile

contracting, launching the program, planning, and delivering value using SAFe, and how specific

leadership behaviors can drive successful organizational change, even in government.

This course is designed for government leaders and influencers who can guide the decision

to adopt SAFe within their agency or program.

Coming soon: SAFe® for Government with SGP certification


© 2018 KPMG Oy Ab, a Finnish limited liability company and a member firm of the KPMG network

of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

The KPMG name and logo are registered trademarks or trademarks of KPMG International.

Thank you!

Contact KPMG and [email protected] for more information

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