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SAFe SPC > 5.0 > Flashcards

5.0 Flashcards

1
Q

SAFe Goals

A

Achieve business agility using the 5 competencies

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2
Q

Configurations

A

5

  • Overview (competencies across big picture)
  • Essential
  • Large Solution (ex: auto-makers, org focused on delivery of large, multi-disciplinary solutions with hardware/software…)
  • Portfolio (Essential+Portfolio) ==> business agility
  • Full. ==> Business agility
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3
Q

Levels on Big Picture

A

3

  • Portfolio
  • Large Solution
  • Essential
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4
Q

Business Agility

A

Ability to compete and thrive in digital era by quacking responding to market change and emerging opportunity with innovative business solution
Picture used for initial orientation to Safe, guide to executive briefing, intro to business agility…

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5
Q

Competencies

A 
7
Execution
- Enterprise Solution Delivery
- Agile Product Delivery
- Team and Technical Agility

Strategy

  • Lean Portfolio Mgnt
  • Org Agility
  • Continuous Learning

Lean-Agile Leadership

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6
Q

Why Business Agility and SAFe 5

A

In digital era, capabilities (distribution, branches..), managerial framework (heavy hierarchy made for stability and scaled distribution without customer centricity and network of people), and infrastructure models do not allow organizations to move and react quickly
Solution: not destroying current model, but introduce a 2nd operating system (network that works with current hierarchy) around value delivery

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7
Q

Team and Technical competencies

A

critical skill and LA principles for high performing Teams and ToT to create high-quality solutions

  • Agile Team (SM+PO+team)
  • Build in Quality
  • Team of Agile Teams (ART)
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8
Q

Agile Product Delivery

A

customer centric approach to define, build, release continuous flow of valuable prod`/serv to cust/users

  • Customer centricity / Design thinking
  • Dev on cadence / Rel on demand
  • Dev Ops and Continuous Delivery
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9
Q

Ent Solution Delivery

A

application of LA principles/practices to specify, develop, deploy, operate, evolve largest and most sophisticated software app, networks, cyber-physical systems

  • Lean system and solution engineering
  • Coordinate trains and suppliers
  • Continuously evolve live system
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10
Q

LPM

A

Apply lean and system thinking to strategy and investment funding, agile port. ops, governance in order to align strategy and execution

  • Strategy and Invt funding
  • Agile portfolio ops
  • Lean Governance
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11
Q

Organizational Agility

A

How lean thinking people and teams optimize bus process, evolve strategy with clear/decisive/new commitment, and quickly adapt the org

  • Lean Thinking people and agile teams
  • Lean Business Ops
  • Strategic Agility - respond quickly to opp and threats
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12
Q

Continuous Learning Culture

A

Set of values and practices to encourage people and enterprise to continuously increase knowledge, competence, performance, innovation

  • Learning Org (everyone)
  • Relentless improvement
  • Innovation culture
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13
Q

Lean Agile Leadership

A

How LA leader drive and sustain org change and ops excellence by empowering ind and team to reach highest potential

  • mindset and principles
  • Leading by Example
  • Leading change
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14
Q

Agile Team

A

High performing cross functional team
- all teams are agile, not just dev
Maturity steps:
1- be Agile
2- Join value stream / ART (as team, or distributed)
3- specialize principles and practices (how to marketing in more agile way, what is hiring…)

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15
Q

Building Quality

A 
Practices - All Teams
- Flow
- Automation
- Pairing
- Definition of Done
- Collective Ownership
Practices - Tech Team (but can be used by all)
- Agile Architecture
- Agile Testing
- Test Driven Development
- Behavior Driven Development
- Refactoring
- Spikes
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16
Q

Customer Centricity

A

Mindset leading to more profit, Cust engagement, happy Cust.:
- Focus on customer
- Understand customer need
- build whole product solution
- think like Customer
- know Cust lifetime value
Research driven:
- Understand: Market Research ==> product strategy
- Design: User Research ===> product design

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17
Q

Design thinking

A

Tools to achieve customer centricity, focus on practice
-Understand Problem:
— Diverge: Discover (gemba walk) – inquire, how it works, to how it “should” work
— Converge: Define (persona, empathy map) – Epic and Features
-Design Right Solution
— Diverge: Develop (journey/story map)
— Converge: Deliver (prototype) – validated feature
- ==> Solution:
Desirable Feasible
Viable Sustainable

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18
Q 
Persona
Empathy Map
Benefit feature matrix
Journey Map
Story Map
Prototype
A

tools of design thinking

  • Persona: Used to reinforce that product / solutions are made for people
  • Empathy Map:Used to see customer perspective to inform solution development (what do they see, what do they hear, what do they know…)
  • Benefit Feature Matrix:reversed from feature - benefit. what does customer want, and then what feature fit (not the opposite)
  • Journey Map: Design thinking tool for operational value stream
  • Story Map: to understand user flow, help derives and show value of user stories
  • Prototype: to increase design feedback, cheapest, fastest (paper, mid-fi, high-fi, hardware)
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19
Q

Uncommitted objectives

A

Same as stretch goals in 4.6 - obj that the team has time for but cannot commit to (dependencies)
does not count in expected business value, but count in actual business value

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20
Q

DevOps

A 
it is a mindset, everybody needed is working together ALIGNED to deliver app at high velocity (dev, ops, security compliance, architecture, business)
C - culture
A - Automation
L - Lean flow
M - Measure of everything
R - Recovery
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21
Q

Lean System and System Engineering

A

Part of Ent Solution Delivery

  • Continually refine the fixed/variable Solution Intent
  • Apply multiple planning horizons (commit for 1 PI, forecast rest across ART PI roadmap, Solution PI roadmap, Solution vision and roadmap)
  • Architect for scale, modularity, releasability, and serviceability = determine cost of future changes
  • Continually address compliance concerns (LQMS)
22
Q

Coordinating Trains and Suppliers

A

Part of Ent Solution Delivery

  • Build and Integrate solution component and capabilities with ART”S”
  • Continuish integration: might not be able to do full solution integration at every iteration, but need to be fully integrated at end of PI and delaying during PI increases risks
  • Manage supply chain with system thinking (involve vendors in solution trains)
23
Q

Continually evolve Live Systems

A

Part of Ent Solution Delivery - not once out with everything, but deploy minimum, learn and evolve the existing one

  • Build a continuous delivery pipeline
  • Evolve deployed systems
24
Q

Lean Portfolio Management Collaborations

A 
Strategy & Invt Funding:
--- Executives / Ent Arch. / Bus. Owners
Agile Port. Mint:
--- APMO-LACE / RTE & SM CoP
Lean Governance:
--- APMO / Ent Arch. / Bus. Owners
25
Q

Strategy & Invt Funding

A

Part of LPM

  • Connect the Portfolio to the Enterprise Strategy
  • Establish portfolio vision and roadmap (and arch. roadmap)
  • Establish Lean Budgets and Guardrails
  • Establish Portfolio Flow
26
Q

Enterprise Strategy Formulation

A

INPUTS -
1. Vision / Mission / Core Values
– Vision – future state of what wants to be, persistent and long-lasting
– Mission – bus. obj. implementing ent. vision and framing strategy. more temporal, incremental
– Core values – immutable belief system governing all individual and corporate behaviors and activities.
2. Enterprise business drivers – emerging industry themes and trends affecting the business
3. Distinctive competence – distinctive capabilities providing competitive edge
4. Financial goals – to be clear to all stakeholders.
7. Competitive environment – most significant competitive threats to business
8. Portfolio context – Knowledge of current state of each solution portfolio - feedback from portfolio
OUTPUTS
- Strategic Themes ==> Portfolio Vision
- Portfolio Budgets ===> Lean Budgets

27
Q

Portfolio Context and Strategy

A

Strategy —->. Themes / Budget. —— > Portfolio

28
Q

Tools to communicate Strategy

A
  • Business Model Canvas (BMC)

- Lean Canvas

29
Q

Impact of Strategic Themes

A
  • Portfolio Vision (direct input)
  • Value stream Budgets and Guardrails (influence)
  • Portfolio Kanban and Portfolio Backlog (
  • Vision and Large Solution, ART, and Team backlogs
30
Q

Strategic Themes

A

Part of Connecting Portfolio to strategy > Part of Strategy and Investment Funding > part of LPM
provide a simple, memorable message that influences everyone involved in solution delivery.
can be defined by a phase or Objectives and Key Results (OKRs)

Objective – memorable description of what want to achieve. short, inspirational, and challenging
Key results – set of metrics to measure progress towards theme. 2 to 5

31
Q

Portfolio Vision

A

Part of Strategy and Investment Funding (part of LPM)
Portfolio Canvas is the tool to vizualize portfolio and vision
- Establish current
- Explore possibilities (divergent) - Envision future states with SWOT and TOWS
- Evaluate Options (create new canvases)
- Make decisions (convergent)
- Create future state canvas
==> create your postcard for the future from the gap

32
Q

Lean Start up / Portfolio Kanban / Epic

A

Part of Agile Portfolio Operations (part of LPM)
Lean Start up: epic has lean business case and the MVP needs to be implemented by Train to evaluate hypothesis. When hypothesis proven, development continues.
New state for Epic on Kanban:
- Implementing
– MVP: MVP in development, hypothesis not proven yet
– Persevere: hypothesis proven, train implementing under portfolio governance

33
Q

Lean Budget Guardrails

A

Guiding investments by horizon
Applying capacity allocation
Approving significant initiatives (above epic threshold)
Continuous Business Owner engagement

34
Q

Lean Governance

A 
Part of LPM
1. Forecast and Budget Dynamically
==> Participatory Budgeting
2. Measure Portfolio Performance
3. Coordinate Continuous Compliance
35
Q

Portfolio Sync

A

bi-weekly / monthly
by APMO
Visibility how portfolio progress toward objectives (look at 3 dimensions: Strategy/funding, Ops (remove impediments), Lean governance)
includes high level people, set in advance with detailed agenda, could include participatory budgeting

36
Q

Organization Agility

A

how Lean-thinking people and Agile teams
- optimize their business processes
- evolve strategy with clear and decisive new commitments
- quickly adapt the organization as needed
===> to capitalize on new opportunities.

Lean-Thinking People and Agile Teams
 --- Lean Agile Mindset
 --- Safe Principle
 --- Agile HR Practices
 --- Agile working environment
 --- Tooling and Automation
 Lean Business Operations 
 --- Map Operation Value Stream
 --- Implement Flow
 Strategy Agility (react faster)
 --- Market Sensing
37
Q

Lean-Thinking People and Agile Teams

A 
Part of Organization Agility - 
Lean-Thinking People and Agile Teams
 --- Lean Agile Mindset
 --- Safe Principle
 --- Agile HR Practices
 --- Agile working environment
 --- Tooling and Automation
38
Q

Lean Business Operations

A

Part of Organization Agility -
Lean Business Operations
— Map Operation Value Stream (identify delays and efficiency increase opportunities)
— Implement Flow

39
Q

Strategy Agility (react faster)

A

Part of Organization Agility -
(react faster)
— Market Sensing
— Make strategy change decisively
— Organize and reorganize around value (change network not hierarchy of company)
— Innovate like startup (lean start-up, inno accounting)
— Implement changes quickly - through cadence and lack of queues
— Ignore sunk cost

40
Q

Learning Organization

A

Dimension of Continuous Learning Culture
Employees at every level are learning and growing so that the organization can transform and adapt to an ever-changing world.
– Personal Mastery – Employees develop as ‘T-shaped people’. critical foundation of Agile teams.
– Shared Vision – Forward-looking leaders envision, align with, and articulate exciting possibilities. invite others to share in and contribute to common view of the future
– Team Learning – Teams work collectively to achieve common objectives (share knowledge, suspend assumptions, and ‘think together’, complement skills f
– Mental Models – share and create assumptions and generalizations while working to create new models to understand complex concepts
– Systems Thinking - recognizes that optimizing individual components does not optimize the system.

41
Q

Innovation Culture

A

Dimension of Continuous Learning Culture

  • Innovative People
  • Time and Space (against tyranny of urgent)
  • Go see (Gemba)
  • Innovation and feedback - safe to fail
  • Pivot without mercy or guilt
  • Innovation riptide - idea from top / innovation from bottom
42
Q

Relentless Improvement

A 
Dimension of Continuous Learning Culture
Plan-Do-Check-Adjust
- Constant Sense of danger (not fear) - improvement activities are essential to survival
- Optimize the whole
- Problem Solving Culture
- Reflect at Key Milestone
- Fact Based improvement
43
Q

Lean Agile Leadership

A 
Foundation of competencies
Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.
- Lead by example
- mindset and principle
- leading change
44
Q

Mindset and Principle

A

Dimension of Lean Agile Leadership
-foundation ==> mindset can change

  • Mindset awareness (recognize fixed mindset)
  • recognize it is a choice
  • take new growth mindset actions
45
Q

Enhanced House of Lean

A

Respect: Generative culture (positive performance oriented culture)
Flow: move from project to product based
Innovation: Innovative people/Experimentation and Feedback/Innovation Riptides
Relentless Improvement: problem solving culture / base improvement on fact
Leader – model behaviors

46
Q

New Safe Principle

A 
from 9 to 10
#10 - Organize around Value - 2nd ops system, network, do not destroy hierarchy
47
Q

Leading by example

A

Dimension of Lean Agile Leadership

  • authenticity (walk the talk, model)
  • decentralized decision making
  • emotional intelligence
  • lifelong learning
  • growing others
48
Q

Leading the change

A

– Change vision - communicate why change is needed in inspiring, motivating, and engaging ways
– Change leadership - positively influence and motivate others to engage in the organizational change through the leader’s own personal advocacy and drive.
– A powerful coalition for change -
– Psychological safety - environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career.
– Training the new way of working
Use Implementation roadmap

49
Q

Implementation Roadmap

A

Script to the critical moves to adopt SAFe

Last steps is Accelerate

  • measure performance of portfolio (use assessments)
  • reinforce basics (10 critical SAFe)
  • progress toward mastery
  • anchor new behavior in culture
  • apply learning across enterprise
50
Q

Measure and Growth

A

way portfolios evaluate progress towards business agility and determine next improvement steps

Use Business Agility Assessment - from true to false

  • Facilitate effective self-assessment of business agility
  • Analyze the results - It is about the discussion. (look for gap in opinion, ideas, look at low areas, areas too high
  • Identify growth opportunities
  • Prioritize and take action
  • Integrate learning
  • Celebrate success
51
Q

Identify Value Streams and ARTs

A

Expand definition of Development value stream to business solution instead of system since agile team are also business agile teams

SAFe SPC (3 decks)

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