Lesson 2: Becoming a Lean-Agile Leader Flashcards
1
Q
What are the SAFe core values?
A
Alignment
Transparency
Built-in Quality
Program Execution
2
Q
Alignment Core Value
A
- Provides the relevant briefings and participate in Program Increment (PI) Planning
- Help with backlog visibility, review, and preparation
- Help with Value Stream organization and coordination
- Constantly check for understanding
- Communicate the mission, visions, and strategy at every opportunity
3
Q
Transparency Core Value
A
- Visualize all relevant work
- Take ownership and responsibility for errors and mistakes.
- Admit your own mistakes
- Support others who acknowledge and learn from their mistakes- never punish the messenger
4
Q
Built-in Quality Core Value
A
- Demonstrate quality by refusing to accept or ship low-quality work
- Support investments in capacity planning for maintenance and reduction of technical debt
- Ensure UX, architecture, operations, security, compliance, and others, are part of the flow of work
5
Q
Program Execution Core Value
A
- Participate as an active business owner in PI execution
- Celebrate high quality and predictably delivered Program Increments
- Aggressively remove impediments and demotivators
6
Q
SAFe House of Lean Components
A
Roof= Value Floor= Leadership 4 Walls= - Respect for people and culture - Flow - Innovation - Relentless Improvement
7
Q
SAFe House of Lean: Value
A
Achieve the shortest sustainable lead time with:
- The best quality and value to people and society
- High morale, safety, and Customer delight
8
Q
SAFe House of Lean: Respect for People and Culture
A
- Generative Culture
- People do all the work
- Your Customer is whoever consumes your work
- Build long-term partnerships based on trust
- To change the culture, you have to change the organization
9
Q
SAFe House of Lean: Flow
A
- Optimize sustainable value delivery
- Build-in quality
- Understand, exploit, and manage variability
- Move from projects to products
10
Q
SAFe House of Lean: Innovation
A
- Innovative people
- Provide time and space for innovation
- Go see
- Experimentation and feedback
- Innovation riptides
- Pivot without mercy or guilt
11
Q
SAFe House of Lean: Relentless Improvement
A
- A constant sense of danger
- Optimize the whole
- Problem-solving culture
- Base improvements on facts
- Reflect at key milestones
12
Q
SAFe House of Lean: Leadership
A
- Lead by example
- Adopt a growth mindset
- Exemplify the values and principals of Lean-Agile and SAFe
- Develop people
- Lead the change
- Foster psychological safety
13
Q
The Agile Manifesto
A
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
- Individuals and interactions (over processes and tools)
- Working software (over comprehensive documentation)
- Customer collaboration (over contract negotiation)
- Responding to change (over following a plan)
That is, while there is value in the items on the right, we value the items on the left more.
14
Q
The Agile Manifesto Principals
A
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
- Business people and developers must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity- the art of maximizing the amount of work not done - is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
15
Q
SAFe Lean-Agile Principals
A
- Take an economic view
- Apply systems thinking
- Assume variability; preserve options
- Build incrementally with fast, integrated learning cycles
- Base milestones on objective evaluation of working systems
- Visualize and limit WIP, reduce batch sizes, and manage queue lengths
- Apply cadence, synchronize with cross-domain planning
- Unlock the intrinsic motivation of knowledge workers
- Decentralize decision-making
- Organize around value
16
Q
Attributes of systems thinking
A
The Solution and the Enterprise are both affected by the following:
- Optimizing a component does not optimize the system
- For the system to behave well as a system, a higher-level understanding of behavior and architecture is required
- The value of a system passes through its interconnections
- A system can evolve no faster than its slowest integration point
17
Q
Attributes of Taking and Economic View
A
- Deliver early and often
- Deliver value incrementally
18
Q
Solution economic trade-offs
A
Tradeoff parameters:
- Sequence 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
19
Q
Attributes of Assume variability; preserve options
A
Development occurs in an uncertain world
- You cannot possibly know everything at the start
- Requirements must be flexible to make economic design choices
- Designs must be flexible to support changing requirements
- Preservation of options improves economic results
Apply a set-based approach (rather than a point-based approach)
20
Q
Attributes of Build incrementally with fast, integrated learning cycles
A
Apply fast learning cycles (The shorter the cycles, the faster the learning)
- Improves learning efficiency by decreasing teh time between action and effect
- Reduces the cost of risk-taking by truncating unsuccessful paths quickly
- Is facilitated by small batch sizes
- Requires increased investment in development environment
Integration points control product development
- Integration points accelerate learning
- Development can proceed no faster than the slowest learning loop
- Improvement comes through synchronization of design loops and faster learning cycles
21
Q
Attributes of Base milestones on objective evaluation of working systems
A
Apply objective milestones
Iterate to the optimum solution
22
Q
Apply objective milestones
A
Program Increment (PI) System Demos are orchestrated to deliver objective progress, product, and process Metrics.
23
Q
Iterate to the optimum solution
A
Objective Milestones facilitate learning and allow for continuous, cost-effective adjustments towards an optimum Solution.
24
Q
Attributes of Visualize and limit WIP, reduce batch sizes, and manage queue lengths
A
- Visualize to increase understanding
- Reduce batch size for higher predictability
- Manage queue lengths
- Reduce queue lenths
25
The importance of small batches
Large Batches
- Large batch sizes increase variability
- Hight utilization increases variability
- Severe project slippage is the most likely result
Small Batches
- Go through the system faster with lower variability
- The most important batch is the handoff batch
26
Reducing Batch Size
- Increases predictability
- Accelerates feedback
- Reduces rework
- Lowers cost
- Probably saves twice what you think
27
Attributes of Apply cadence, synchronize with cross-domain planning
- Cadence without synchronization is not enough
- synchronize to assure delivery
- Control variability with planning cadence (cadence-based planning limits variability to a single interval)
- Synchronize with cross-domain planning
28
Cadence
- Converts unpredictable events into predictable occurrences 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
29
Synchronization
- Causes multiple events to happen simultaneously
- Facilitates cross-functional tradeoffs
- Provides routine dependency management
- Supports full system and integration and assessment
- Provides multiple feedback perspectives
30
Attributes of Unlock the intrinsic motivation of knowledge workers
Unlock intrinsic motivation with autonomy, mastery, and purpose
31
On managing knowledge workers
- Workers themselves are most-qualified to make decisions about how to perform their work
- Workers must be heard and respected for management to lead effectively
- Knowledge workers have to manage themselves: they need autonomy
- Continuing innovation has to be part of the work and the responsibility of knowledge workers
32
Autonomy
The desire to be self-directing and have control over what we work on, how we do our work, and who we work with.
33
Mastery
The urge to get better at what we do and improve our personal and team skills.
34
Purpose
The desire to do something that matters and has meaning.
35
Keys to practicing decentralize decision-making
- Openly discuss how decisions are made and explore opportunities to move authority for those decisions closer to where the work is performed.
- Establish a decision-making framework that equips knowledge workers with the information to make good decisions
- Provide clarity on organization objectives, coach effective problem-solving, and provide opportunities to exercise and cultivate decision-making abilities.
- Take responsibility for making and communicating strategic decisions- those that are infrequent, long lasting, and have significant economies of scale. Decentralize all others
36
Centralized decision-making is
- Infrequent: Not made very often and usually not urgent
- Long-lasting: Once made, highly unlikely to change
- Significant economies of scale: Provide large and broad economic benefit
37
De-centralized decision-making is
- Frequent: Routine, everyday decisions (Ex- Team and Program Backlog)
- Time critical: High cost of delay
- Require local information: Specific and local technology or customer context is required
38
Attributes of Organize around value
- Value doesn't follow silos
- Instead, organize around the flow of value
- Value at scale is distributed (often flows across organizational boundaries)
-
39
Value Stream
The sequence of steps used to deliver value to the Customer
40
Value Includes
The whole sequence, concept or customer order, to delivery of value and/ or receipt of cash
41
Value contains
The people who do the work, the systems, and the flow of information and materials
