PM 2 Vorlesung 7 Teil 2

SAFe

Large Scale Scrum (LeSS)

Nexus

Enterprise Kanban (Portfolio Kanban)

Scrum@Scale (SaS)

Scrum of Scrums

Disciplined Agile (DA)

Combines Lean, Agile, and DevOps practices for business agility

The SAFe framework goes beyond lean portfolio management and aims to offer holistic solutions for enterprises.

• LeSS is a framework for scaling agile product delivery.

• Is like single team Scrum with a few adaptions

Nexus is a framework for scaled agile product delivery

Practices of visualizing work, limiting work in progress, and managing flow that are often used within other agile frameworks

• Scales the Scrum approach for a single team

• Focuses on product delivery

Scrum of Scrums is an agile technique for coordinating different teams that have to work together to develop complex solutions

Scrum of Scrums is for cross-team coordination and doesn’t deal with scaling agile for product delivery. It is an explicit part of SaS.

• Disciplined Agile started as Disciplined Agile Delivery (DAD), with a focus on product delivery.

• shows how business functions work together and what they should address for agile at scale

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

10. Organize around value

Everyday decisions must be made in a proper economic context.

Understand the aim of a system and optimize a system as a whole and not only a component.

Maintain multiple requirements and design options for a longer period in the development cycle and use empirical data to narrow the focus

Develop solutions incrementally in short iterations allows for faster customer feedback and mitigates risk

Regular evaluation, assure that a continuing investment will produce a commensurate return

Steps to achieve a continuous flow, where new system capabilities move quickly and visibly from concept to cash

Provides the mechanisms to operate effectively in the presence of development uncertainty.

Autonomy and purpose, minimizing constraints, creating an environment of mutual influence

Reduces delays, improves product development flow, enables faster feedback, and creates more innovative solutions designed by those closest to the knowledge

Business Agility demands that enterprises organize around value to deliver more quickly and reorganize when value flow changes

• Traditional approaches to portfolio management were not designed for a global economy or the impact of digital disruption

• These factors put pressure on enterprises to work under a higher degree of uncertainty and deliver innovative solutions much faster

People organized in functional silos and temporary project teams

Fund projects and project-cost accounting

Big up-front, top-down, annual planning and budgeting

Centralized, unlimited work intake; project overload

Overly detailed business cases based on speculative ROI

Projects governed by phase gates; waterfall milestones, progress measured by task completion

People organized in value streams/ARTs; continuous value flow

Fund value streams, Lean budgets and guardrails

Value stream budgets adjusted dynamically; participatory budgeting

Strategic demand managed by portfolio Kanban; decentralized intake by value Streams and ARTs

Lean business cases with MVP, business outcome hypothesis, agile forecasting and estimating

Products and services governed by self-managing ARTS; objective measures and milestones based on working solutions

Lean Portfolio Management competency aligns strategy and execution.

• Lean Portfolio Management describes how a SAFe portfolio is a collection of Value Streams for a specific business domain in an Enterprise.

• Each value stream delivers one or more Solutions that help the enterprise meet its business strategy.

• These value streams develop products or solutions for external customers or create solutions for internal operational value streams.

• Connect the Portfolio to Enterprise strategy

• Maintain a Portfolio vision

• Realize portfolio vision through epics

• Establish lean budgets and guardrails

• Establish portfolio flow

• Coordinate value streams

• Support program execution

• Foster operational excellence

• Foster and budget dynamically

• Measure portfolio performance

• Coordinate continuous compliance

Strategic themes influence portfolio strategy and provide business context for portfolio decision-making

• Strategic Themes are one result of strategy formulation

• They are the basis for further operationalization and provide the business context

• They are described by means of OKR

• The Portfolio Vision describes the future state of the value streams and solutions of the portfolio by means of a portfolio canvas (based on the Business Model Canvas).

• For this purpose, the current state is described with a SWOT analysis, and the future state is derived with a TOWS analysis

• Initially coined by Andy Grove (Intel) in 1983

• John Doerr introduces OKR to Google in 1999 and other organizations introduce OKRs• OKRs are the refined version of the common management method Management by Objectives (MBO)

• With OKRs, teams in the company adapt the overarching goals themselves for their respective areas. If the teams need to work with other partners in the company to achieve the overall goals, these teams can also formulate joint OKRs to ensure common alignment.

• OKRs change the mindset from "Did we have a lot to do with the tasks?" to "Did we move our company forward?".

• Focus and prioritization

• Transparency and alignment

• Motivation and excellence (mapping individual objectives to the corporate ones) to create a common purpose

• Agility (frequent measurement/reassessment)

• Decision-making quality

OKR is a common management strategy and facilitates shared alignment and commitment to measurable goals.

I will <Objective> as measured by <Key Results>.

When key results are achieved, the objective is (by definition) achieved

• Easily remembered, qualitative descriptions of what you want to achieve

• Should be short, inspiring and appealing

• Should motivate and challenge the team

Improve customer satisfaction

Reduce data errors in the system

• Metrics that measure progress towards a goal

• For each objective, two to five of these key results (more points would be hard to remember)

• Net Promotor Score

• Customer churn

• Rate of adoption

• Conversion rates

Measured by the reduced...

• Number of qualitative data errors reported to support

• Number of orders that cannot be fulfilled automatically

• Number of order errors reported by customers

In SAFe, budget is distributed to value streams and managed in a decentralized manner - one method for this is participatory budgeting

Lean Budget Guardrails are defined for decentralized allocation in the value streams. They describe budgeting, spending and governance rules to ensure

1. that both short-term and long-term developments are funded,

2. that features, enablers as well as "technical debt" / maintenance are handled,

3. that large, significant investments (Epics) are appropriately approved,

4. that business owners are actively involved to ensure priorities are met.

• Epics are containers for significant solution development initiatives (substantial investments occurring in a portfolio)

• Epics are not projects

• Epics are described using Epic Hypothesis Statement and Lean Business Case

Implemented by stable, cross-functional Value Streams and ARTs

No definitive start and end date; scope is variable. Continue until WSJF says otherwise

Progress is measured as outcomes against the benefit hypothesis

Lean Business Case, based on benefit hypothesis and definition of an MVP

Implementation follows the build –measure –learn SAFe Lean Startup Cycle

After the Lean Business Case is approved, commitment is to the evaluation of the MVP

Implemented by temporary teams, which disband after work is completed

Definitive start and end date; scope is fixed. All scope must be implemented

Progress is measured based on task completion

Overly detailed business case, based on speculative ROI

Implementation typically follows phase-gated, sequential (waterfall) process

After business case is approved, up-front commitment is made to the entire project scope

• The Epics move from left to right through the columns

• WIP limits can be defined for individual columns

• In general, Epics are pulled (pull principle)

• Special conditions exist for individual steps

Funnel

Reviewing

Analyzing

Portfolio Backlog

Implementing

Done

All big ideas are captured, such as:

- New business opportunities

- Cost savings

- Marketplace changes

- Mergers and acquisitions

- Problems with existing solutions

Refine understanding of the Epic

Create the Epic hypothesis statement

Prelimnary cost estimates and WSJF

WIP limited

Pull when an Epic Owner is available

Solution alternatives

Refined cost estimated and WSJF

Define MVP

Create Lean Business Case

Go/no-go decision

WIP limited

Pull when an Epic Owner has capacity

Epics approved by LPM

Sequenced using WSJF

Pull when approved by LPM

MVP

Persevere

Build and evaluate MVP

Pivot or persevere decision made

Pulled by teams

Pull when train capacity and budget available

Affected ARTs or Solution Trains reserve capacity for the epic

Continue feature implementation until WSJF determines otherwise

Pull when MVP hypotheses proven true

Done when LPM governance is no longer required

Pull when Epic is no longer a portfolio concern