SAFe Agile
Scaled Agile Framework. Framework for scaling Agile
Seven Core Competencies of Biz Agility
Enterprise Solution Delivery
Agile Product Delivery
Team & Technical Agility
Lean Portfolio Mgmt
Organizational Agility
Continuous Learning Culture * Lean-Agile Leadership
Business Agility requires what?
Technical Agility and Biz-level commitment to Product and Value Stream thinking. Everyone uninvolved in delivering Biz solutions use Lean & Agile practices.
What are the 4 SAFe configurations?
Essential, Portfolio, Large Solution, Full
When is the Essential SAFe configuration used?
For Basic SAFe implementations
When is the Portfolio SAFe configuration used?
TBD. Essential + Portfolio additions
When is the Large Solution SAFe configuration used?
TBD. Essential + Large Solution. MULTIPLE trains.
When is the Full SAFe configuration used?
TBD. All 3 other Configurations PLUS???
Enterprise Solution Delivery
How to apply Lean-Agile principles & practices to specification, development, deployment, operation and evolution of the world's largest & most sophisticated SW apps, networks, and cyber-physical systems. One of the 7 Core Competencies of Biz Agility.
Agile Product Delivery
A customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. One of the 7 Core Competencies of Biz Agility.
Team & Technical Agility
The critical skills and Lean-Agile principles that high-performing Agile teams (or team of teams) use to create hi-quality solns for customers. One of the 7 Core Competencies of Biz Agility. Roles: Agile Team, SM, PO. Teams execute w Scrum & Kanban.
Lean Portfolio Mgmt
Aligns strategy & execution by applying Lean- and systems-thinking approaches to strategy and investment funding Agile portfolio operations, and governance. One of the 7 Core Competencies of Biz Agility.
Organizational Agility
How Lean-thinking people and Agile Teams optimize their business, evolve strategy with clear & decisive new commitments, and quickly adapt ad needed to capitalize on new opportunities. One of the 7 Core Competencies of Biz Agility.
Continuous Learning Culture
A set of values and practices that encourage individuals, & the Enterprise as a whole, to continually increase knowledge, competence, performance and innovation. One of the 7 Core Competencies of Biz Agility.
Lean-Agile Leadership
How Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals & teams to reach their highest potential. One of the 7 Core Competencies of Biz Agility.
Built-in Quality
Built-In Quality practices ensure that each Solution element, at every increment, meets appropriate quality standards throughout development.
Agile Manifesto
Individuals & Interactions OVER Processes & Tools;
Working Software OVER comprehensive documentation; * Customer Collaboration OVER contract negotiation; Responding to Change OVER following a plan.
Continuous Delivery Pipeline (CDP)
Continuous Exploration -> Continuous Integration -> Continuous Deployment -> Release on Demand. CE -> CI -> CD -> RoD.
Measure & Grow
The way portfolios evaluate their progress towards Biz Agility and determine their next steps.
SAFe Core Values
Alignment, Built-in Quality, Transparency, Program Execution. The four Core Values represent the fundamental beliefs that are key to SAFe's effectiveness. These guiding principles help dictate behavior and action for everyone who participates in a SAFe po
Alignment
Constant communication, constantly check for understanding.
Built-In Quality
Ensures that each Solution element, at every increment, meets appropriate quality standards throughout development.
Transparency
visualize relevant work, admits mistakes, support others.
SAFe House of Lean
Illustrates the goal of delivering VALUE through the pillars of Respect for people and culture, Flow, Innovation, and Relentless improvement. LEADERSHIP provides the foundation on which everything else stands.
Respect for people and culture
House of Lean. Generative Culture; People do all the work; Customer is whomever consumes your work; Build long-term partnerships based on trust; To change the Culture, Change the Organization.
Flow
House of Lean. Optimize sustainable Value delivery; Build in Quality; Understand, exploit & manage variability; Move from Projects to Products.
Innovation
House of Lean. Innovative people, provide time & space for Innovation, Go see; Experimentation & Feedback; Innovation riptides; Pivot without mercy or guilt.
Relentless improvement
House of Lean. Constant sense of danger; Optimize the whole; problem-solving culture; Base improvements on facts; Reflect at Key Milestones.
Value
House of Lean. Achieve the shortest sustainable lead time with The best Quality & Value to People & Society; high Morale, Safety and Customer Delight.
Leadership
House of Lean.Lead by example; Adopt growth mindset (why do it this way?); Exemplify values & principles of Lean-Agile & SAFe; Develop people; Lead the change; Foster psychological safety.
Lean-Agile Principles
SAFe is based on ten immutable, underlying Lean-Agile principles which inspire and inform the roles and practices of SAFe:
Take an economic view;
Apply systems thinking;
Assume variability;
Build incrementally with fast, integrated learning cycles;
Base m
Take an Economic view
Lean-Agile Prin.
Deliver Value early & often. & incrementally; Solution economic trade-offs.:
Sequence jobs for maximum benefit;
Do not consider Sunk Costs;
Make economic choices continuously (pivot relentlessly);
Empower local decision making;
Quantify t
Apply Systems Thinking
Lean-Agile Prin. ATTRIBUTES:
Optimizing a component does not optimize the system;
a higher-level of understanding & Arch is required;
System value passed through its interconnections;
System can evolve no faster than its slowest integration point.
Optimize Full Value Stream
Lean-Agile Prin., Systems Thinking. * Reducing Delays in Value Stream is fastest way to reduce time to market.
Assume Variability; preserve options
Lean-Agile Prin.
Requirements must be flexible to make economic designs choices.
Design must be flexible to support changing requirements. *Preservation of options improves economic options.. Apply a set-based approach.
Build incrementally with fast, integrated learning cycles
Lean-Agile Prin.
Apply fast learning cycles - shorter the cycle, faster the learning. PDCA (Plan, Do, Check, Adjust). Facilitated by small batch cycles.
Apply fast learning cycles. Integration points control product development. Dev proceeds no faster tha
Base milestones on objective evaluation of working systems
Lean-Agile Prin. 1. Apply Objective Milestones: PI system demos are orchestrated to deliver objective progress, product, and process Metrics. 2. Iterate to optimum solution (Objective Milestones).
Problems with Phase-gate milestones: early design decision
Visualize and limit WIP, reduce batch sizes, manage Q lengths
Lean-Agile Prin.
Reduce batch sizes for higher predictability, accelerated feedback, - less rework, lower cost. Most important is Handoff Batch.
Find optimal batch size. Higher Transaction costs make optimal batch size bigger; Higher holding costs make it
BVIR
Big Visible Info Radiator (Kanban board). Features, Stories, Dependencies, Milestones.
Little's Law
Faster processing time decreases wait; shorter q lengths decrease wait. Average Wait time = Average q length / average processing wait. Wq = Lq/Lambda. e.g. 30 items/10 items/Q = 3Quarters
Apply cadence, sync with x-domain planning
Lean-Agile Prin.
Cadence: predictable occurrences, predictable waiting time, regular planning & x-fcnl cordn, limits batch size, controls injection of new work, scheduled integration pts. Need scope/capacity margin. Cadence-based planning limits variabili
Unlock the intrinsic motivation of knowledge workers
Lean-Agile Prin. Knowledge workers most qualified to make decisions about their work. Need autonomy. Autonomy, Mastery, Purpose.
Decentralize decision-making
Lean-Agile Prin. Define the economic logic behind a decision; empower others to make the changes. Centralize: Infrequent, Long-lasting, Significant economies of scale. Decentralize Frequent, Time critical, Require local information.
Organize around value
Lean-Agile Prin.
Value doesn't follow silos.
Organize around flow of value (Value Stream).
Value at scale is distributed - often flows across org boundaries.
Find the kidney - value stream within which to build 1+ ARTs.
Value Stream
Sequence of steps used to deliver a continuous value to Customer. Includes whole sequence to value delivery, Contains people, systems, flow of info & materials.
ART
Agile Release Train. Long-lived team of Agile Teams. Virtual org of 5-12 Teams (50-125+ indivds). Syncd on common cadence, PI. Aligned to common mission vis single PROGRAM backlog. CE, CI, CD, ROD. Create x-fcnl ARTs.
BV
Business Value
BO
Business Owner. Key stakeholders on the ART.
CapEx
Capital Expenditures, how much the firm spends on fixed assets.
Agile Team
In SAFe, an Agile team is a cross-functional group of 5-11 individuals who define, build, test, and deliver an increment of value in a short time box.
Architectural Runway
Existing code, components, and technical infrastructure needed to implement near-term features without excessive redesign and delay.
Built-In Quality
Ensures that each Solution element, at every increment, meets appropriate quality standards throughout development.
Business Owner
BO. Small group of stakeholders who have the primary business and technical responsibility for governance, compliance, and return on investment (ROI) for a Solution developed by an ART. They are key stakeholders on the ART who must evaluate fitness for us
Capabilities
Higher-level solution behavior that typically spans multiple ARTs. Capabilities are sized and split into multiple features to facilitate their implementation in a single PI.
CoPs
Communities of Practice are organized groups of people who have a common interest in a specific technical or business domain. They collaborate regularly to share information, improve their skills, and actively work on advancing the general knowledge of th
Compliance
A strategy and a set of activities and artifacts that allow teams to apply Lean-Agile development methods to build systems that have the highest possible quality, while simultaneously assuring they meet any regulatory, industry, or other relevant
CDP
Continuous Delivery Pipeline
Continuous Delivery Pipeline
Represents the workflows, activities, and automation needed to shepherd a new piece of functionality from ideation to an on- demand release of value to the end user.
CD
Continuous Deployment/Delivery. Part of CDP. The process that takes validated Features in a staging environment and deploys them into the production environment, where they are readied for release.
Continuous Exploration
CE. Understand Customer needs. Part of CDP. The process that drives innovation and fosters alignment on what should be built by continually exploring market and customer needs, and defining a Vision, Roadmap, and set of Features for a Solution that addres
CE
Continuous Exploration. Process that drives innovation and fosters alignment on what should be built by continually exploring market and customer needs, and defining a Vision, Roadmap, and set of Features for a Solution that addresses those needs.
CI
Continuous Integration. Part of CDP. The process of taking features from the Program Backlog and developing, testing, integrating, and validating them in a staging environment where they are ready for deployment and release.
Core Values
Four Core Values of Alignment, Built-in Quality, Transparency, and Program Execution represent the fundamental beliefs that are key to SAFe's effectiveness. These guiding principles help dictate behavior and action for everyone who participates in a SAFe
DevOps
Mindset, culture, and set of technical practices. It provides communication, integration, automation, and close cooperation among all the people needed to plan, develop, test, deploy, release, and maintain a Solution. Used to Build a Continuous Delivery P
Enabler
Supports the activities needed to extend the Architectural Runway to provide future business functionality. These include exploration, architecture, infrastructure, and compliance. Enablers are captured in the various backlogs and occur throughout the Fra
Enterprise
Represents the business entity to which each SAFe portfolio belongs.
Enterprise Solution Delivery
The Enterprise Solution Delivery competency describes how to apply Lean-Agile principles and practices to the specification, development, deployment, operation, and evolution of the world's largest and most sophisticated software applications, networks, a
Epic Owners
Responsible for coordinating portfolio Epics through the Portfolio Kanban system. They collaboratively define the epic, its Minimum Viable Product (MVP), and Lean business case, and when approved, facilitate implementation.
Epics
A container for a significant Solution development initiative that captures the more substantial investments that occur within a portfolio. Due to their considerable scope and impact, epics require the definition of a Minimum Viable Product (MVP) and appr
Feature
Represents work for the ART. A service that fulfills a stakeholder need. Each feature includes a benefit hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single ART in a single Program Increment (PI). Implemented
Foundation
Contains the supporting principles, values, mindset, implementation guidance, and leadership roles needed to deliver value successfully at scale.
Full SAFe
The most comprehensive configuration, including all seven core competencies needed for business agility
IP
The Innovation and Planning (IP) Iteration occurs every Program Increment (PI) and serves multiple purposes. It acts as an estimating buffer for meeting PI Objectives and provides dedicated time for innovation, continuing education, PI Planning, and Inspe
I&A
The Inspect and Adapt is a significant event, held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated by the train. Teams then reflect and identify improvement backlog items via a structured, p
Iteration
The basic building block of Agile development. Each iteration is a standard, fixed-length timebox, where Agile Teams deliver incremental value in the form of working, tested software and systems. The recommended duration of the timebox is
two weeks. Howev
Iteration Execution
How Agile Teams manage their work throughout the Iteration timebox, resulting in a high-quality, working, tested system increment.
Iteration Goals
A high-level summary of the business and technical goals that the Agile Team agrees to accomplish in an Iteration. They are vital to coordinating an ART as a self-organizing, self-managing team of teams.
Iteration Planning
An event where all team members determine how much of the Team Backlog they can commit to delivering during an upcoming Iteration. The team summarizes the work as a set of committed Iteration Goals.
Iteration Retrospective
A regular meeting where Agile Team members discuss the results of the Iteration, review their practices, and identify ways to improve.
Iteration Review
A cadence-based event, where each team inspects the increment at the end of every Iteration to assess progress, and then adjusts its backlog for the next iteration.
Large Solution SAFe
Describes additional roles, practices, and guidance to build and evolve the world's largest applications, networks, and cyber-physical systems.
Lean Budget Guardrails
The policies and practices for budgeting, spending, and governance for a specific portfolio.
Lean Budgets
Provide effective financial governance over investments, with far less overhead and friction, and supports a much higher throughput of development work.
Lean Entrprise
A thriving digital age organization that exhibits business agility � responding quickly to market changes and emerging opportunities by delivering innovative systems and solutions to its customers in the shortest sustainable lead-time.
Lean UX
Lean User Experience design is a mindset, culture, and a process that embraces Lean-Agile methods. It implements functionality in minimum viable increments and determines success by measuring results against a benefit hypothesis.
Lean-Agile Leadership
A competency which describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.
Lean-Agile Mindset
The combination of beliefs, assumptions, attitudes, and actions of SAFe leaders and practitioners who embrace the concepts of the Agile Manifesto and Lean thinking. The personal, intellectual, and leadership foundation for adopting and applying SAFe princ
Metrics
Agreed-upon measures used to evaluate how well the organization is progressing toward the portfolio, large solution, program, and team's business and technical objectives.
Milestones
Used to track progress toward a specific goal or event. There are three types of SAFe milestones: 1. Program Increment (PI), 2. Fixed-date, 3. Learning milestones.
MBSE
The practice of developing a set of related system models that help define, design, and document a system under development. These models provide an efficient way to explore, update, and communicate system aspects to stakeholders, while significantly redu
NFRs
Nonfunctional Requirements define system attributes such as security, reliability, performance, maintainability, scalability, and usability. They serve as constraints or restrictions on the design of the system across the different backlogs.
PI Objectives
PROGRAM Increment Objectives are a summary of the business and technical goals that an Agile Team or train intends to achieve in the upcoming Program Increment (PI).
Portfolio Backlog
Highest-level backlog in SAFe. It provides a holding area for upcoming business and enabler Epics intended to create and evolve a comprehensive set of Solutions.
Portfolio Kanban
Portfolio Kanban system is a method to govern Epic flow, from ideation through analysis, implementation, and completion. WIP limits, transparent.
Portfolio Vision
A description of the future state of a Portfolio's Value Streams & Solutions and describes how they will cooperate to achieve the portfolio's objectives and the broader aim of the Enterprise. Use SWOT and TOWS methods to envision future state.
Pre- and Post-PI Planning
Pre- and Post-PROGRAM Increment (PI) Planning events are used to prepare for, and follow up after, PI Planning for ARTs and Suppliers in a Solution Train.
Product Management
Responsible for defining and supporting the building of desirable, feasible, viable, and sustainable products that meet customer needs over the product-market lifecycle.
PO
Product Owner. Member of the Agile Team. Accepts/defines Stories and prioritizes Team Backlog [to streamline the execution of program priorities while maintaining the conceptual and technical integrity of the Features or components for the team.]
Program Backlog
The holding area for upcoming Features, which are intended to address user needs and deliver business benefits for a single ART. It also contains the enabler features necessary to build the Architectural Runway.
PI
PROGRAM Increment. A timebox during which an ART delivers incremental value in the form of working, tested software and systems. PIs are typically 8 - 12 weeks long. The most common pattern for a PI is four development Iterations, followed by one Innovati
PI Planning
Program Increment Planning is a cadence-based, face-to-face event that serves as the heartbeat of the ART, aligning all the teams on the ART to a shared mission and Vision. 2 days every 8-12 wks. Every attends in person. PM owns Feature priorities. Agile
Program Kanban
Program and Solution Kanban systems are a method to visualize and manage the flow of Features and Capabilities from ideation to analysis, implementation, and release through the Continuous Delivery Pipeline.
RTE
Release Train Engineer. Chief Scrum Master for the Train. Servant leader and coach for the ART. The RTE's major responsibilities are to facilitate the ART events and processes and assist the teams in delivering value. RTEs communicate with stakeholders, e
Release on Demand
The process that deploys new functionality into production and releases it immediately or incrementally to customers based on demand. Separates Deployment from Release w Feature Toggles. Makes value available when it's needed.
Roadmap
A schedule of events and Milestones that communicate planned Solution deliverables over a planning horizon.
SAFe Implementation Roadmap
An overview graphic and a 12-article series that describes a strategy and an ordered set of activities that have proven to be effective in successfully implementing SAFe.
SPCs
Certified SAFe� Program Consultants. Change agents who combine their technical knowledge of SAFe with an intrinsic motivation to improve the company's software and systems development processes. They play a critical role in successfully implementing SAFe.
SAFe for Government
A set of success patterns that help public sector organizations implement Lean-Agile practices in a government context.
SAFe for Lean Enterprises
A knowledge base of proven, integrated principles, practices, and competencies for achieving business agility by implementing Lean, Agile, and DevOps at scale.
Scrum Masters
Servant leaders and coaches for an Agile Team. They help educate the team in Scrum, Extreme Programming (XP), Kanban, and SAFe, ensuring that the agreed Agile process is being followed. They also help remove impediments and foster an environment for high-
Scrum XP
ScrumXP is a lightweight process to deliver value for cross-functional, self-organized teams within SAFe. It combines the power of Scrum project management practices with Extreme Programming (XP) practices.
SBD
Set-Based Design. A practice that keeps requirements and design options flexible for as long as possible during the development process. Instead of choosing a single point solution upfront, SBD identifies and simultaneously explores multiple options, elim
Shared Services
Represents the specialty roles, people, and services required for the success of an ART or Solution Train, but that cannot be dedicated full-time.
Solution
Each Value Stream produces one or more Solutions, which are products, services, or systems delivered to the customer, whether internal or external to the Enterprise.
Solution Architect/Engineer
Responsible for defining and communicating a shared technical and architectural vision across a Solution Train to help ensure the system or Solution under development is fit for its intended purpose.
Solution Backlog
Holding area for upcoming Capabilities and Enablers, each of which can span multiple ARTs and is intended to advance the Solution and build its architectural runway.
Solution Context
Identifies critical aspects of the operational environment for a Solution. It provides an essential understanding of requirements, usage, installation, operation, and support of the solution itself. Solution context heavily influences opportunities and co
Solution Demo
Where the results of development efforts from the Solution Train are integrated, evaluated, and made visible to Customers and other stakeholders.
Solution Intent
Repository for storing, managing, and communicating the knowledge of current and intended Solution behavior. Where required, this includes both fixed and variable specifications and designs; reference to applicable standards, system models, and functional
Solution Management
Responsible for defining and supporting the building of desirable, feasible, viable and sustainable large scale business solutions that meet customer needs over time.
Solution Train
Organizational construct used to build large and complex Solutions that require the coordination of multiple ARTs, as well as the contributions of Suppliers. It aligns ARTs with a shared business and technology mission using the solution Vision, Backlog,
STE
Solution Train Engineer. A servant leader and coach for the Solution Train, facilitating and guiding the work of all ARTs and Suppliers in the Value Stream.
Spanning Palette
Contains various roles and artifacts that may apply to a specific team, program, large solution, or portfolio context.
Stories
Short descriptions of a small piece of desired functionality, written in the user's language. Agile Teams implement small, vertical slices of system functionality and are sized so they can be completed in a single Iteration.
Strategic Themes
Differentiating business objectives that Connect a portfolio to the Strategy of the Enterprise. They influence portfolio strategy and provide business context for portfolio decision-making. e.g., "Economic Mindset
Supplier
An internal or external organization that develops and delivers components, subsystems, or services that help Solution Trains and ARTs provide Solutions to their Customers.
System Architect/Engineer
Architectural guidance & tech enablement to teams on the Train.
System Demo
A significant event that provides an integrated view of new Features for the most recent Iteration delivered by all the teams in the ART. Each demo gives ART stakeholders an objective measure of progress during a Program Increment (PI).
System Team
Provides processes & tools to integrate & evaluate assets early & often. [A specialized Agile Team that assists in building and supporting the Agile development environment, typically including development and maintenance of the toolchain that supports th
Team Backlog
Contains user and enabler Stories that originate from the Program Backlog, as well as stories that arise locally from the team's local context. It may include other work items as well, representing all the things a team needs to do to advance their portio
Team Kanban
Method that helps teams facilitate the flow of value by visualizing workflow, establishing WIP limits, measuring throughput, and continuously improving their process.
Value Stream Coordination
Defines how to manage dependencies and exploit the opportunities that exist only in the interconnections between value streams.
Value Stream Funding
Fund Value Streams, not Projects. Control costs with increased flexibility. Maintain Guardrails.
XP
Extreme programming
Vision
A description of the future state of the Solution under development. It reflects customer and stakeholder needs, as well as the Feature and Capabilities proposed to meet those needs.
WSJF
Weighted Shortest Job First is a prioritization model used to sequence jobs (eg., Features, Capabilities, and Epics) to produce maximum economic benefit. In SAFe, WSJF is estimated as the Cost of Delay (CoD) divided by Job Duration/Size.
CFD
Cumulative Flow Diagram (which is?)
DoD
Definition of Done
EA
Enterprise Architect
EO
Epic Owner
FW
Firmware
HW
Hardware
KPI
Key Performance Indicator
LPM
Lean Portfolio Management. LPM function governs each SAF3 portfolio, provides 3 essential collaborations: 1. Strategy & investment funding; 2. Agile Portfolio Operations; 3. Lean governance.
MMF
Minimum Marketable Feature
OE
Opportunity Enablement (which is?)
OpEx
Operating Expenses
PDCA
Plan, Do, Check, Adjust
PM
Product Manager. ART level. Owns, defines, prioritizes PROGRAM backlog.
ROAM
ROAMing Risks: Resolved, Owned, Accepted, Mitigated
RR
Risk Reduction
S4T
SAFe� for Teams
SAFe
Scaled Agile Framework
SA
SAFe� Agilist
SM
Scrum Master
SMART
Specific, Measurable, Achievable, Realistic, Time-bound
SP
SAFe Practitioner
SPC
SAFe Program Consultant
SW
Software
VS
Value Stream
VSE
Value Stream Engineer
Build Quality In
You can't scale crappy code. Every increment reflects quality. Required for high, sustainable dev velocity. Peer review & pairing, Automation, DoD. BDD/TDD. Supports frequent system-level integration, design, MBSE, SBD.
ART Roles
RTE, System Arch/Engineer, BO, PM, SYstem Team.
Customer Centricity
Mind set for creating a positive customer experience.
Design Thinking
An iterative solution dev process that promotes a holistic approach to delighting all stakeholders.
Personas
Fictional characters based on research. Used to represent different people who might use your product/solution in a similar way.
Empathy Maps
Tool to help teams develop deep, shared understanding & empathy for other people. Used to design better UX and VS. Who, What do they need to do, What do they see, say, do, hear?
Journey Maps
Maps the steps in a process to capture workflows & help design the customer experience.
CoD
cost of delay. "If you only quantify one this, quantify the code of delay." Generally give preference to jobs/stories with shorter duration & higher CoD.
Relative Estimating: CoD= (User-BV + Time Criticality + RR &/or OE)/Job Size
Uncommitted Objectives
Planned but not guaranteed goals in a PI. Help improve predictability. Does count in velocity/capacity.
Fist of Five
Part of PI Planning. Confidence Vote: After dependencies are resolved & risks are addressed, a confidence vote is taken by the team & program.
Full SAFe configuration
Full SAFe represents the most comprehensive configuration. It supports building large, integrated solutions that typically require hundreds of people or more to develop and maintain. (Level 4)
Portfolio SAFe
Portfolio SAFe is for enterprises building solutions that require a modest number of Agile teams. It supports the development of multiple solutions, which have minimal dependencies on one another. (Level 3)
Large Solution SAFe
Large Solution SAFe is for enterprises that are building large and complex solutions, which do not require the constructs of the portfolio level. (Level 2)
Essential SAFe
Essential SAFe is most basic configuration of the framework and it provides the minimal elements necessary to succeed with SAFe.
What drives the Train?
Program Events create a closed-loop system to keep the train on the tracks. [SoS, PO Sync, System Demo, Prep for PI Planning, I&A, PI Planning, back to top...]
What is used to coordinate progress?
ART Sync. SoS (Scrum of Scrums) + PO Sync
SoS
Scrum of Scrums. Part of ART Sync. Facilitated by RTE, visibility into scope & impediments. weekly, 30-60 miW
PO Sync
Product Owner Sync. Part of ART Sync. Facilitated by RTE or PM (Product Mgr), visibility into progress, scope, priority adjustments. Weekly, 30-60 min.
Full System Increment
Part of ART Sync. Demo full system every 2 weeks. Features toggled to not disrupt. Happened after Iteration review. Demo from Stg environment.
IP Iteration
Innovation & Planning Iteration. Last 2 weeks of PI. Opportunity for Innovation. Cadence-based Planning. BUFFER Iteration. WEEK 1: Leftover work, Final verifications, Innovation, PI Planning prep. WEEK 2: Edu, I&A Evnt, PI Planning (2 days).
Program Performance Demo
Part of PI System Demo. Teams compare planned vs Actual PI Objectives. [Objectives / Planned BV, Actual BV]
Problem-solving workshop
Short Retrospective - systemically address larger impediments which are limiting velocity.
Automation of Testing reduces what?
Transaction Costs (not the Holding costs). The cost of preparing and implementing the batch.
CALMR
an approach to DevOps.
Culture of shared responsibility,
Automation of CDP,
Lean flow (small batch sizes, limited WIP, extreme visibility),
Measure flow, full stack view, *Recovery low-risk releases, fast recovery, reversion & fix fwd.
BMC
Business Model Canvas. Similar to Portfolio Canvas. Template for identifying a specific SAFe portfolio. Identified the domain of the portfolio & other key elements.
Horizon
Value of a Solution over time. Map solutions by Horizon (Exploring, Emerging, Investing, Extracting, Retiring).
SAFe Lean Startup Cycle
Full delivery but minimum functionality to determine/test Biz value (p 155)
Epic Hypothesis Statement
HL description of testable, expected, benefits.