Agile Rising’s Richard Knaster, SAFe Fellow and SAFe Distilled author leads a discussion on what’s new in the latest version of SAFe – SAFe 6.0 and how it can benefit your organization. Agile Rising’s Michelle Warner, SPCT joins Richard to review the new information and highlight key updates in SAFe 6.0.
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Yeah extensions, of the portfolio was renamed to enhance the portfolio.
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And why is that? Well, that’s because we recommend that organizations when they start their they’re safe transformation.
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Also begin implementing lean portfolio management which you’ll see at the top in, say, 5 dot, one.
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We made the change to edit the top, so therefore, we said to ourselves, You know what this step is more about enhancing the portfolio so maybe when you first started launching safe, you may have implemented a portfolio con B and start implementing portfolio.
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Epics, but you may not have adopted all the link portfolio management, and that’s why we call enhanced the portfolio.
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We also have a new and updated accelerate step, and accelerate does not represent the end of the journey.
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It as she represents the beginning of a new journey to continueous improvement.
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And how do we accelerate the benefits that we get from safe?
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How do we accelerate the value? So if we provide a lot of new guidance on how you can continue on improving your safe implementations and to’t forget when we when we launched new trains, we can’t forget about the old trains so that’s what this step is now all
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about.
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You also notice that I talked about the Spcs.
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At the bottom of the foundation and you’ll notice that every role in the framework is now represented by what we call a responsibility wheel.
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That’s this thing here that you’re seeing on the right, and one of the reasons why we’ve renamed the Spc.
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To say, practice, consultant is because we are phasing out the word program there’s nothing wrong with the word program, and you know, large organizations may still have programs like, you know, you’re very large companies like Cvs and large insurance companies.
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Banking, the Boeing of the world, the Lockheed Martins.
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But we felt that the word program still has that traditional connotations of project and program management.
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So that’s why we decided to phase out the way, and the word program has been mainly replaced by art.
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And we’ll talk about that at the end about all the terminology changes.
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So we have. Every role now is represented by these wheels which show what their main responsibilities are, and each article is written using this as an outline.
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The next thing we thought about was we really need to update our guidance about roles and responsibilities and safe?
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This is probably one of the areas that I get asked about along.
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You know, what does this role really do? And when we develop these role articles, many years ago, they were originally written to the job description.
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So you’ll see it was almost like a random list of bullets that was in the article but it really didn’t explain what the role did and what it’s responsibilities were.
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So every responsibility and role that you see highlighted has been updated.
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We also have done a similar treatment for agile release trains and solution train as well, even though that’s it’s technically not a role we kinda treat it like a role in the framework.
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So here are the other responsibility wheels and we’ve gotten a lot of good feedback.
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In fact, I think, Michelle, you told me this is one of your favorite features.
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I said, this is my favorite one. So the other one was my second favorite one.
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Yep.
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Okay, so why is it your favorite? What makes it?
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Well, it’s actually besides flow. And normally, I get that question when I’m teaching.
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So first introducing when we actually start a transformation.
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One of the first things that people always want to know is, what are my responsibilities right and we try to move away from races because they’re so constricting.
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And people don’t always want to play outside of the racy, and these roles you sometimes have to play outside.
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So these are these help so much in the transformation and I’ll just out.
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But again, I’m a graphical person. So graphics always help.
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Yeah, and we’re gonna we actually have a poster of all these responsibility wheels in one.
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Pdf. And if you’ve attended today’s webinar, we’re gonna share that with you. I think it.
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I think that’s pretty cool, and it looks great together.
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Especially when there’s no text on the left. But it’s it’s very visual.
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It’s very easy to see what the responsibilities are, and remember, they’re all gonna be responsibilities in your context, which is, gonna be different than what we’re showing here.
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Because safe is a framework, and it’s meant to be adapted.
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It’s not dogma. It’s not the Bible.
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It’s not the Koran. It is meant to be adapted to your context, but we feel that these are the main responsibilities of the different roles.
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You can see here we have. We’ve renamed Scrum, master.
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Now to scrum master team, coach. Well, that’s quite a change.
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And so one of the reasons why we’ve done that is because scrum masters maybe also we’re dealing with improving the flow of value.
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In fact, the bottom one. Here, somehow the text got cut off.
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It says improving flow. So the responsibilities of the scrum master go beyond what you see when you just have a single agile team, and you’re working in an agile role, and often the role that is on that team is doing more than just being a scrum master they’re also being a team coach
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so now, organizations have a choice of whether, to call it a scrum master or team coach, depending which best suits their context.
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There’s also been some rejection of the word scrum master in some circles, not liking that word, especially if you are project manager.
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Before going for a project man to scrum master. Some people didn’t like that that new name, so we’ve provided some flexibility in the framework use either, which better suits you, and we this doesn’t mean that we’re reducing our support for scrum in fact, we’ve doubled down on
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our support from scrum Natalie, in this presentation.
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The third theme is about accelerating value, flow and one of the things that you’ll see here at the top is value.
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Stream management has been added to the big picture. It used to be an advanced topic, and now it is promptly on the big picture.
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You’ll also notice that there are 4 new articles, portfolio, flow, solution, train, flow, art, flow and team flow, and one of the things that Michelle mentioned really struck home with me, and that is about what is flow.
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You know, and if you do search on Google, it’s hard to find.
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I don’t think we could find any definition of what it means to have flow.
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And so our team defined it, and we say that a flow occurs when there is a smooth, linear and fast movement of work product through the steps of the value stream.
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But that may not be enough. So we decided to examine what are the things that constitute flow so what you’re seeing here are the 8 properties of flow.
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So now we have a full definition of when flow will exist, and what are the properties of these floors, for example, working process is an element of flow workers, people Bylenecks are part of flow.
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Queues and batches and handoffs are different aspects of flow now that we have defined what the 8 properties of flow what the really cool thing is, we’re able to look at.
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How can we accelerate the flow, you know, for each of those different properties and that’s what this represents.
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So these numbers one through 8, correlate to the 8 slow properties on the prior slide.
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So every accelerator allows you to to accelerate that particular property.
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And these items here on this accelerator, you can read more about them in the new principle.
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- Make value flow without interruptions, and each of these 8 principals is described in those 4 articles.
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So these 8 flow, these flow accelerators. I’m sorry not principals, easy flow accelerators can be applied differently at the portfolio, at the solution, at the court and team parts of safe and they’ll they’ll have different things and how you apply
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them. How you recognize you have a problem and what you can do about it.
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So that’s what this slide is about. It. Just summarizing that we have the flow articles here, and we’ve also have added more flow to save.
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And we’ve we’ve described more of of the compound method for teams, because teams and safe can either use.
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Say, can either use scrum, or they can we’ve renamed the method to safe team con method because we apply it directly to sales.
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Teams can use safe scrum save team Con Brun or a hybrid of their liking.
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Save scrum. So you may recall that this used to be called scrum, and we’ve decided to move the word Xp out of the word scrum as it some time was confusing.
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Sometimes people objected to combining Xp and scrum, but what I found is that all organizations are using Xp practices, whether or not they realize it and the state of the agile survey confirms that most people are using Xp practices though they don’t necessarily like the name
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xp. And so we have these diagrams for the safe scrum cycle.
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And also how does Kanban work within? Safe? That’s what this was showing here.
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So compound teams do play it. They may not do iteration planning, but they do typically a backlog replenishment meeting teams don’t always meet every day.
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They may sync once a week, or they may meet every day.
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It’s their choice, of course, they persuade in system, Demos, and they produce an increment at the end.
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So we’ve now described how to use con bonds specifically and safe.
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And we’ve done the same for scrum. Of course, teams often use the scrum events, such as iteration, planning, Internetation, review iteration perspectives and so on.
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But it’s not required that you do that in safe.
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The Save scrum article also provides guidance on how you can use and scrum together every backlog in safe is now managed by a system.
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We’ve also added a new advanced topic article called Applying in Safe.
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So, how is this different? Well, here we’re gonna describe what is a bond board? What are the elements of a board?
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What are the classes of services, and what does that mean?
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How do you establish the board? So you’ll see in the right corner.
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We’re showing you how you can identify the steps in your development value streams and use that as the initial steps so you’re a conv on board.
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And then, finally, there are 4 Conan systems in safe. And we describe how these different systems work together to allow oh, a fast flow of work, and you’ll notice that some of the work comes from the top down.
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Other work comes from the teams themselves, and other work comes from the art, or a solution.
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Training. So this is not meant to be a top-down system.
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However, when you have things like epics, you want them to be able to flow, flow through the system very quickly.
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And that’s why we have this enterprise system.
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We can also visualize how work goes from the top to the bottom.
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But again, we’re not constrained to go from the top to the to the bottom.
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In fact, you want a mixture of work coming from local context as well as from the top.
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We have a brand new built-in quality article, and we talk about built in quality in in 2 aspects, one, that there are practices, and they’re also different domains.
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So there are certain basic, agile practices. You’ll see that that’s the bottom.
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Lego. Of all these different practices. So some of the basic, agile practices includes shifting learning, left pairing and peer review, collective ownership and T-shaped skills, all the fact standards and definition have done and workflow automation and each of those will be applied to
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the different domain. So, for example, domains or business phone you may have software applications.
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So notice that there’s a there is business quality standards in the business functions.
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Domain. While there is actual software development quality in the software applications domain for it.
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We also add it systems quality, and for hardware we add agile hardware engineering quality and finally, for cyber physical systems, we’ll add that additional Lego block along with applying hardware engineering quality so you’re gonna find a lot of the great practices there, including the Xp practices which were kind
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of a munge together in the old scrum article, save scrum article, and we tried to be true to the scrum guy, but safe goes beyond, just you know, small, agile teams, and that’s why we call it safe scroll and what you’re seeing here.
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Is a new value. Stream management promptly at the portfolio, because in safe we manage a portfolio of value.
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Streams. Today we mainly still talk about managing a portfolio of development value.
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Streams, but we’ve also elevated operational value streams, and we’ll also talk about the fact that we you can have combined portfolios with operational and development value streams.
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I think everyone has seen that, and that’s something that should be done.
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Value stream management it anchors flow is really important to the new safe principle of of making flow, making value flow without interruption.
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The value stream management office is new to safe. However, we can. The past.
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We do about having a apmo. So now we have a value management office, and it has different responsibilities.
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So I’m not gonna go through each one of these because that’s a lot to stick about. We’re gonna have a whole course just on that.
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We do actually.
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And Michelle is actually doing a presentation in to save some in Europe. Just about that.
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Particular topic, and you’ll be able to watch a replay of that.
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The next aspect is enhancing business agility with safe across the business, so you may have remembered this business in technology, icon at the bottom.
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And I started providing guidance about how do we apply safe outside of it?
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And we have really strengthened this guidance, and you will see that now we have 5 different patterns for expanding safe beyond it.
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For example, he may have a business enabled port, and that’s really how art should work.
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You know you have a regular, agile, least train, but you, when you do your balance team identification, you also identify what are the business people that we need for our to work properly then there’s the agile business training, and this is a business train that it creates and operates the
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business solution themselves. So think about an application that is kind of self-contained, and the business unit itself has developers in their unit.
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And they developed a solution. And they also offer it to customers directly.
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Then there’s this notion of an agile executive team.
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So we feel that there the leadership team, your top executive, should be using agile methods and agile practices.
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Now they may not operate like exactly like a scrum team.
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They may operate like a combine team. But, more importantly, the mindset is agile, and by them acting in an agile manner, it sets an ex an example for the rest of the organization.
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It also gives them empathy about how agile teams work.
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There’s also a agile business function, and there’s also a combined portfolio which includes both operational and development value. Streams.
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But in my mind operational value streams and development value streams were always something that was thought about together in a portfolio.
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But now we’re being a little bit more explicit.
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And you’ll see more guidance about that. Come down the pile.
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You know that we’re always inventing safe.
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So as we’ve just launched safe, we’re continuing to advance the framework even as we speak.
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The fifth item theme is building the future with AI big data and cloud these 3 technologies are absolutely essential to your organization.
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And I’m very big on artificial intelligence. In fact, prior to joining agile rising and after leaving scaled Agile, I worked for digital AI as a chief scientist for for artificial Intelligence diet management.
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It’s gonna change the world, I don’t think it’s gonna replace people, but isn’t gonna change the world, doesn’t gonna be a really important tool for organizations.
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And in your product offering same with big data being able to mine.
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That data. And now using artificial intelligence to mine, that data is huge.
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And if you haven’t moved your infrastructure to the cloud well, you’re gonna really get behind.
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So in safe, we have 3 articles. The AI is at the top of the big picture, because we believe it requires portfolio governance.
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You can almost say the same about big data and cloud. But we’ve certainly thought that AI needed more governance, whereas big data and cloud have been around longer.
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So we think that all organizations need to be using these 3 technologies.
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And the cloud is absolutely essential and I’m sorry I meant that big data governance is recorded at the at the portfolio.
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And then AI is on the spanning palette.
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The 6 theme is about delivering better outcomes with measure and grow.
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And okay, ours. So one of the first things that I think is exciting is that you now see, okay, ours on the big picture.
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And it’s on the spanning palette and metrics was also changed.
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It was changed to from metrics to measure and grow, and as I just described, AI is on spanning palette as well.
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So metrics, as you may know, has 3 domains to it, measuring outcomes.
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Do our solutions meet the needs of our customers and business, and too many organizations today are just measuring outputs.
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Guess what, when you develop a feature that is still an output, and sometimes features result in business outcomes, and sometimes they don’t.
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So it’s important that we measure what business results are we getting from the work?
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From our development teams. We also need to know how quickly that we are developing our outcome outputs that result in outcomes.
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So there are 4 or 5 flow metrics that you can use for that which are part of the measure and grow article.
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And yet another area is how proficient is the organization in providing agility.
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So we have a business agility, assessment, and then we have assessments for the essential level for solution trains for the portfolio to ensure that you are following the practice in a way that is going to provide you with the most amount of a Jill and that you’re doing the things
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that sort of really move the needle in your organization, and you need to know where you’re at today so that you can know what to do.
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Where do we need to improve tomorrow? And what are the highest priority? Things?
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And so you can also use Wsjf for the items that you identify as improvements to see which improvement items that you should be working on first, Michelle.
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It looks like you are about to say something over there.
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No sorry. I just got asked a question, but I’m like.
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Okay. I thought I noticed your hmm face. All right.
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So when it comes to applying okay, ours, we believe that.
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Organizations need to be careful about this what we don’t want to have is to have 2 systems of objectives.
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So we believe that okay, ours belong in 3 places in the framework.
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First of all, okay, ours is a terrific way on how to express our strategic themes because there isn’t a there’s an objective to a strategic theme.
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You wanna measure? Are we making any progress to that strategic theme?
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So we have key results so we think it’s very appropriate there, too.
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The second place is for epics. How do we know that we are achieving the business outcomes that we need?
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Those also can be measured with keyword results specifically with leading indicators.
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Also the transferation. It’s always difficult to know.
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Are we making progress on the transmission, while the assessments are great to understanding how well that you’re adapting or adopting the practices.
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It doesn’t necessarily tell you whether you get the business outcomes for the work that you’re doing with safe and if you’ve got a 100 trains or 200 trains launched that doesn’t really matter unless you’re moving the needle.
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In the business. So we thought that, okay, our specifically would be helpful. There, too.
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So these are the 3 areas which we think that okay, our should be focused on.
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For now we’re not saying that you can’t use them elsewhere.
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But one particular area, that we have a concern about is using.
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Okay, ours to replace pi objectives. Pi objectors are particularly something that we are going to thejectors that we want to achieve over the next pi and we don’t want it to be conflicting with the overall arching goals of the strategic themes.
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We want to align our pi objectives with, okay, ours.
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Okay. Ours are not the easiest thing to write in to write them.
00:40:32.000 –> 00:40:37.000
Well, and we don’t want that to take too much time of the of the Pi planning, trying to document really good.
00:40:37.000 –> 00:40:46.000
Okay, ours that said, feel free to experiment. It’s a framework.
00:40:46.000 –> 00:40:52.000
So if you find that using okay, ours for pi objectives works for you, that’s great.
00:40:52.000 –> 00:40:56.000
But we’re saying, Be careful with that. We really want to a line.
00:40:56.000 –> 00:41:01.000
Okay ours and not cascade them down from the top.
00:41:01.000 –> 00:41:02.000
So you can imagine if we had okay, ours for the add your release train.
00:41:02.000 –> 00:41:10.000
And we had, okay, ours for our pi objectives. Well, which ones should I be working on?
00:41:10.000 –> 00:41:18.000
Which are the most important things. So that’s why we’re being a little bit cautious now about applying them to pi objectives.
00:41:18.000 –> 00:41:37.000
Other important changes is about they safe backlog as an example, you’ll notice that the vertical label for the the word is no longer on the big picture, and that’s because we have merged the guidance for backlogs and content together.
00:41:37.000 –> 00:41:49.000
They’re one article with simplify thing, and every backlog and safe where they’re using Scrum Xp or Conbon is managed by Comban.
00:41:49.000 –> 00:42:08.000
So all backlog or managed by and you may have recalled that we had a States in the system called backlog and now we’ve changed that to ready, because all convent systems are managed by backlog, and we wanted to reduce the confusion.
00:42:08.000 –> 00:42:18.000
Between the word backlog as a state and the word backlog as something that we manage the backlog with for scrum.
00:42:18.000 –> 00:42:25.000
They still use the term backlog, because after they have planned their iteration that becomes their iteration backlog.
00:42:25.000 –> 00:42:33.000
So that’s the one exception.
00:42:33.000 –> 00:42:40.000
The next thing is enterprise, solution, delivery, and there are 2 main things which have changed.
00:42:40.000 –> 00:42:46.000
We have learned a lot over this past several years, especially in the past 2 years.
00:42:46.000 –> 00:42:57.000
As have we been working with organizations like Boeing, Lockheed, Martin Rockwell, and many others really large.
00:42:57.000 –> 00:43:03.000
Dod contract is an very large insurance companies and banks that they quite didn’t do.
00:43:03.000 –> 00:43:08.000
Pre-pi planning and postpi, planning the way we had it in the framework.
00:43:08.000 –> 00:43:09.000
So based upon our learnings, we’ve updated this.
00:43:09.000 –> 00:43:26.000
It’s now called Pre-plan and cordinate, and deliver so you’ll find if you read these articles, the guidance has evolved to reflect how these large organizations really do.
00:43:26.000 –> 00:43:34.000
They’re planning the preparation before Pi planning for solution trains, and how do they coordinate and deliver? After that?
00:43:34.000 –> 00:43:39.000
Planning has occurred.
00:43:39.000 –> 00:43:44.000
The next thing is about the terminology changes that I managed that I mentioned.
00:43:44.000 –> 00:43:52.000
We going from an agile program management office to a value management office and all those terms that had program in it?
00:43:52.000 –> 00:44:01.000
Are now called part. So it’s our backlog or planning board art epics instead of program epics.
00:44:01.000 –> 00:44:16.000
We do art execution instead of program execution, and perhaps the one that has it has a little bit of controversy is going from the word program increment to planning into again one of the impetus is for changing.
00:44:16.000 –> 00:44:30.000
This was because we were phasing out the word program, but we also the other big reason why we change it to planning into the full is that we just don’t provide an increment, at the very end of the pi.
00:44:30.000 –> 00:44:35.000
We release on demand, we develop on cans, and we release on demand.
00:44:35.000 –> 00:44:48.000
So changing the terminology to planning interval really acknowledges that a pi is about having planning on a cadence, and again the increments can come.
00:44:48.000 –> 00:44:55.000
Every single iteration they we can do increments several times, and even within an iteration.
00:44:55.000 –> 00:45:17.000
So inc commence, happen all throughout the pi just not once, and we thought that was an important change, and, as I mentioned earlier, about changing it from safe program consultants to say, practice concerns, because it’s more than just about the address of the least train it’s about amount a whole bunch of other things it’s about
00:45:17.000 –> 00:45:28.000
Lean Portfolio management. It’s about lean systems, engineering and actual project delivery, and so much more in our competency.
00:45:28.000 –> 00:45:32.000
So that’s another reason why we made that change.
00:45:32.000 –> 00:45:37.000
And there’s other. We made similar changes for the solution term as well.
00:45:37.000 –> 00:45:44.000
It’s now solution, architect instead of solution. Architect, engineer, because that was always confusing.
00:45:44.000 –> 00:45:51.000
Okay, is this solution architect or solution? Engineer? And I’m speaking to these very large companies that have solution.
00:45:51.000 –> 00:46:00.000
Engineers or solution architects. They felt that the term solution architect work equally well for engineer solution.
00:46:00.000 –> 00:46:06.000
Engineers as well. Solution architect. So we just simplified that name and all those other terms.
00:46:06.000 –> 00:46:11.000
We’ve just included train in it, so that you know what is the solution.
00:46:11.000 –> 00:46:15.000
Backlog. What we’re really talking about is the backlog of the solution train.
00:46:15.000 –> 00:46:18.000
Not just some amorphous, you know the word solution.
00:46:18.000 –> 00:46:20.000
So you’ll see that terminology change as well.
00:46:20.000 –> 00:46:26.000
I think it’s a good change, and you’ll see other things that we’ve changed as well.
00:46:26.000 –> 00:46:39.000
We no longer call a daily stand up, we called a team sync, and that’s because not only do scrum teams sync, but so do comb on team Sync.
00:46:39.000 –> 00:46:42.000
The Lpm. Team 6. The architects Sync.
00:46:42.000 –> 00:47:01.000
So we thought it made more sense to standardize on the term sync and reflect the different types of syncs that may occur, and also the term, I think, better describes what the purpose of this event is.
00:47:01.000 –> 00:47:08.000
The event is meant to coordinate, you know, typically, we’re coordinating the upcoming days.
00:47:08.000 –> 00:47:13.000
Work, and you know, unfortunately, the daily standup has gotten the reputation of being a status meeting, and that’s because the 3 questions you know, what did you do?
00:47:13.000 –> 00:47:18.000
Yesterday. What are you gonna do today? And what amendment do you have?
00:47:18.000 –> 00:47:28.000
Well, those questions were asking questions that you got ask in a status meeting, so we wanted to get away from that.
00:47:28.000 –> 00:47:51.000
And really get back to the roots. What Scrum really intended to be was for it coordination meeting or sync, and of course we talked about the scrum master cannot be called a team coach or scrum master depending upon the context and we’re gonna take questions in just a moment.
00:47:51.000 –> 00:48:01.000
You can read a lot more about what’s new and safe in the new safe, extended guidance article which can be accessed from the home page.
00:48:01.000 –> 00:48:07.000
You’ll see a big banner. The safe website has now taken the place at scale.
00:48:07.000 –> 00:48:23.000
The outgoing framework.com. But the old version is still available at the 5 that’s your framework.com, and that will remain aligned until we have the next version of sale which could be a safe 6 dot.
00:48:23.000 –> 00:48:26.000
One it could be a safe 6 dot 5, or who knows if it’s major enough, it might even be safe.
00:48:26.000 –> 00:48:34.000
- We honestly don’t know. At this point there is a good fact that you can.
00:48:34.000 –> 00:48:37.000
FAQ. That you can read, which I’ve also provided.
00:48:37.000 –> 00:48:42.000
There, and if you didn’t watch this, the launch announcement from scaled, Agile.
00:48:42.000 –> 00:48:49.000
This is an incredible launching app, and it the production was as good as like a Hollywood Oscars. It.
00:48:49.000 –> 00:48:59.000
It was quite a production. So I think you’ll enjoy that, and I think you’ll enjoy a lot of the graphics that they did for that announcement as well.
00:48:59.000 –> 00:49:09.000
So now we’ll open it for questions. And, Michelle, perhaps you can be the person who moderates and throws out the questions. There.
00:49:09.000 –> 00:49:14.000
Sure I’ve been answering the questions as we go along.
00:49:14.000 –> 00:49:25.000
So I’m thinking that we would get to turn on and see who wants to ask a question themselves.
00:49:25.000 –> 00:49:26.000
Sure!
00:49:26.000 –> 00:49:28.000
Maybe because I’ve been answering questions. Hello, so I just sorry.
00:49:28.000 –> 00:49:35.000
But one thing that has come up, and it’s always a question that we get is the upgrade path.
00:49:35.000 –> 00:49:39.000
So I just wanna cover that a little bit quickly. If that’s okay.
00:49:39.000 –> 00:49:57.000
Yeah. So if you have, if you have the safe certification, that’s still good, you have to go in and just read some stuff and take a small 2020 question quiz, and then you’ll get upgraded to 6, and there’s no additional cost.
00:49:57.000 –> 00:50:06.000
If you’re at, say 4 dot. O, then you’ve got to you’ve actually got to upgrade to 5, and then from 5 you go to 6.
00:50:06.000 –> 00:50:15.000
If you’re anything prior to port auto like, say 3, then you’ve gotta take a say, 6, 5, yeah.
00:50:15.000 –> 00:50:20.000
Alright! Shall we open up the mics and let people ask questions in real time?
00:50:20.000 –> 00:50:22.000
Can we do that, Julia?
00:50:22.000 –> 00:50:29.000
So we can’t unmute. But the chat is open now, so people can ask in the chat or in the.
00:50:29.000 –> 00:50:37.000
So Michael Doherty has asked a question. Would you dive a little deeper into coordinate and deliver versus post pl planning?
00:50:37.000 –> 00:50:53.000
Yeah, so one of the things that we found was a that the the pre-pi planning just didn’t happen a day before the the planning, the Pi planning event where each art plans on their own.
00:50:53.000 –> 00:51:01.000
It often happens, maybe even 6 weeks in advance, and there might be multiple preparation meetings that happen.
00:51:01.000 –> 00:51:08.000
And it’s important to distinguish that pre-pi planning or pre-plan asked for calling it.
00:51:08.000 –> 00:51:16.000
Now is, was meant for solution trends. That doesn’t mean that you can’t have preparation prior to pi planning it.
00:51:16.000 –> 00:51:19.000
Just that particular guidance was meant for solution.
00:51:19.000 –> 00:51:40.000
Trains. So that’s one of the biggest changes is that it’s all about doing the preparation and coordinating the work that will be done over the next pi, and then the coordinate and deliver is more about the coordination that occurs after we do our pi
00:51:40.000 –> 00:51:51.000
planning. We may need to adjust our plans. We may need to adjust how we’re going to tackle something we may need more coordination in what we’re gonna do.
00:51:51.000 –> 00:51:54.000
A lot of that is also covered in the coordinate deliver article.
00:51:54.000 –> 00:51:58.000
But the post, or the recording deliver goes a little bit more into that for solution. Train.
00:51:58.000 –> 00:52:11.000
So it’s a very deep topic, and I don’t think I could do a justice on this call right now without spending the remaining time on that.
00:52:11.000 –> 00:52:14.000
What other questions do you have?
00:52:14.000 –> 00:52:19.000
So Michael said, so postcard planning is gone.
00:52:19.000 –> 00:52:38.000
Yes, it’s been replaced by coordinate and deliver, and as I mentioned it now better reflects how organizations do that in these large organizations because it wasn’t quite like we described it in the article.
00:52:38.000 –> 00:52:43.000
So as these, we’ve got these learnings, we’ve put that into the framework.
00:52:43.000 –> 00:52:52.000
So we worked for people like Debbie Bray and and many others who are really familiar with with solution trains, you know, like solution trains.
00:52:52.000 –> 00:53:01.000
They core, require continuous alignment. The artifacts, the solution trains.
00:53:01.000 –> 00:53:05.000
You know my create, which might be a little bit different. How?
00:53:05.000 –> 00:53:23.000
Do? How do we create alignment across solution train artifacts having a solution roadmap, the solution to intend solution vision, you know, there might be a little bit more coordination for doing the planning for the solution train.
00:53:23.000 –> 00:53:27.000
You know, solution train is is a planning is is a big event.
00:53:27.000 –> 00:53:41.000
And then we also talk about the solution train pi the solution planning board in a little bit more detail and how it uses capabilities and how we’re, you know.
00:53:41.000 –> 00:53:47.000
How do we show the relationships between the capabilities and dependencies and different milestones?
00:53:47.000 –> 00:53:56.000
So it just goes a bit deeper into it as well as talking about integrating more frequently frequently, and synchronizing more frequently.
00:53:56.000 –> 00:54:08.000
We also talk about things like a Rt. Seeing a product manager saying, an architect sync as well, and talking about how we can coordinate releases across trains.
00:54:08.000 –> 00:54:09.000
So, it’s just a bit deeper guidance on how we do that.
00:54:09.000 –> 00:54:18.000
And it also includes things like coordinate and deliver.
00:54:18.000 –> 00:54:19.000
Can I?
00:54:19.000 –> 00:54:23.000
I mean, it’s sorry. Inspect it, inspect and adapt for solution training.
00:54:23.000 –> 00:54:24.000
Go ahead, Michelle!
00:54:24.000 –> 00:54:32.000
Okay. Yeah, I wanna add a little bit more to that. I always found the language of prepaid planning and postponing to be very faced.
00:54:32.000 –> 00:54:41.000
And people seem to interpret that as it’s only one meeting right before, like the week before, during the during the it iteration, right?
00:54:41.000 –> 00:54:50.000
And I it one of the things that I’ve always done when, especially Martin organizations, is that it’s continuous you’re continuously doing create planning.
00:54:50.000 –> 00:54:59.000
You’re continuously doing all the stuff. So I’m really happy to see if the language has changed.
00:54:59.000 –> 00:55:00.000
Once and done. Type, language.
00:55:00.000 –> 00:55:01.000
And moving away from this.
00:55:01.000 –> 00:55:11.000
Kind of language, so.
00:55:11.000 –> 00:55:12.000
Yep.
00:55:12.000 –> 00:55:14.000
Yeah. And it was certainly never meant to be face case in safe and the same goes with the postpoi planning postpi planning is just too limiting.
00:55:14.000 –> 00:55:29.000
Yeah, all the things that I just mentioned. You know, we need a lot more coordination after pi planning than just a quote, you know, adjusting our pi plans. After all, the arts have planned.
00:55:29.000 –> 00:55:30.000
It’s also about the synchronization that needs to happen.
00:55:30.000 –> 00:55:37.000
Following up, on items in the roadmap and making sure we’re aligned on a solution tent and so much more so the article is so much richer and so much deeper. You know.
00:55:37.000 –> 00:55:55.000
Thanks for the help of people like Robin Yemen and Rebecca Davis and Debbie Bray, and More.
00:55:55.000 –> 00:56:03.000
What are the questions that you have?
00:56:03.000 –> 00:56:06.000
Okay, so far.
00:56:06.000 –> 00:56:10.000
Oh, can I talk about the combined portfolio?
00:56:10.000 –> 00:56:23.000
Sure, absolutely. And I’m gonna ask you, bring up the framework.
00:56:23.000 –> 00:56:28.000
And a move some things out of the way.
00:56:28.000 –> 00:56:33.000
So this is the combined portfolio is the portfolio for phones, right?
00:56:33.000 –> 00:56:34.000
Not quite.
00:56:34.000 –> 00:56:37.000
Okay.
00:56:37.000 –> 00:56:39.000
But that’s certainly could be something that is part of it.
00:56:39.000 –> 00:56:44.000
So you’ll see here the combined portfolio.
00:56:44.000 –> 00:56:56.000
And what we’re talking about here is that in safe we’ve always talked about that a safe portfolio is a.
00:56:56.000 –> 00:57:14.000
A portfolio of development value. Streams who create solutions and now what we’re saying with a combined portfolio it’s a portfolio which includes both development and operational value streams.
00:57:14.000 –> 00:57:22.000
So some of the things that when we think about it in that context, we start to really think about the about them working together in a much more integrated way.
00:57:22.000 –> 00:57:46.000
It’s not an operational value stream throwing requirements over the wall to development value streams or development value streams throwing over the wall functionality to operational value streams, and that’s the development value streams need to really really cognizant of what results that we’re getting for the
00:57:46.000 –> 00:57:57.000
operational value streams. We want there to be a lot more synergy between the operational and development value streams, and some of the metrics that we had before were more focused on the development operate development value streams and operational development value streams.
00:57:57.000 –> 00:58:15.000
So we need to be concerned about, you know, return on investment revenue, customer, retention, customer, satisfaction, and all that.
00:58:15.000 –> 00:58:35.000
And so what we’re doing with the combined portfolio is to able to better align development opportunities with how operate, how the operational value streams do their work, you know, be ableigned on our funding be aligned on our strategy and be aligned on the flow
00:58:35.000 –> 00:58:39.000
of epics, through the portfolio, backlog for me.
00:58:39.000 –> 00:58:43.000
I’ve always thought of it like the way it’s being shown in this picture.
00:58:43.000 –> 00:58:54.000
And I think over time you will see that the big picture will look like this figure here in in figure 5.
00:58:54.000 –> 00:59:00.000
And so we also have an example of what a combined portfolio might look like.
00:59:00.000 –> 00:59:06.000
And each of those 5 patterns is described in this article.
00:59:06.000 –> 00:59:19.000
The other thing that it mentioned earlier in my description of what’s new, and that is, we give them new life to a a whole bunch of articles that we’ve had in the framework for a while, and that’s the extended guidance and safe.
00:59:19.000 –> 00:59:43.000
We used to call these advanced topics. So when you go to this page now, these are only topics which have been created by scaled agile, the topics or guidance from people within the community are on a separate community, page, and what you’re gonna see is here is that we refreshed all
00:59:43.000 –> 00:59:50.000
of these articles. So we’ve written the last we’ve made the graphics better.
00:59:50.000 –> 00:59:58.000
We have better descriptions of things. Today we give examples of what nonfunctional requirements are.
00:59:58.000 –> 01:00:20.000
The types of nfrs. And so there are a lot of gems within each of these extended guidance articles, and if you haven’t read them in a while, they are so much better written today, they have so much better graphics, and there was just a ton of new value within the extended
01:00:20.000 –> 01:00:27.000
guidance. Okay? Which you come from? The read more, and we still have the community contributions in another area which I’m excited about is the safe beyond it.
01:00:27.000 –> 01:00:46.000
Guidance that comes from our fellows who have written about their experiences with different things, such as doing finance in safe doing a large.
01:00:46.000 –> 01:00:51.000
It’s a price transformation at an insurance company agile. Hr.
01:00:51.000 –> 01:00:58.000
Talent, etc., so please take time to read those those are equally important things.
01:00:58.000 –> 01:01:07.000
So we are. Gonna end our call with a poll. And, Julia, if you can facilitate, that would be awesome.
01:01:07.000 –> 01:01:12.000
Yep. Just launched the poll. If everyone should please answer.
01:01:12.000 –> 01:01:20.000
So the poll says, would you be interested in a short class to help you recertify for safe 6.
01:01:20.000 –> 01:01:30.000
Of course you can recertify on your own, and you’ll get a learning plan if you haven’t gotten so already, and you can go through all the enabled materials.
01:01:30.000 –> 01:01:35.000
But we’re envisioning for this class is be able to interactively.
01:01:35.000 –> 01:01:42.000
Ask questions as we go deeper into the topics. Then you’ll see what’s in the safe and enablement.
01:01:42.000 –> 01:01:45.000
And, by the way, the safe enablement is wonderful. But people learn in different ways.
01:01:45.000 –> 01:02:02.000
Some people like to watch videos. Some people like to have an instructor LED course, and so on.
01:02:02.000 –> 01:02:09.000
How are we doing with the polls, Julia?
01:02:09.000 –> 01:02:12.000
It’s like just about everyone, answered.
01:02:12.000 –> 01:02:21.000
Okay, let’s get the drum roll and see what the results are.
01:02:21.000 –> 01:02:28.000
Okay. So we had 62% said, Yes, well, that’s great.
01:02:28.000 –> 01:02:32.000
And we’ll definitely talk in amongst our team about doing that.
01:02:32.000 –> 01:02:45.000
And we thank you very much, and if you have not taken implementing safe in a while, let’s say that you haven’t taken implementing safe since, say 4, 6, or you’re not an Spc.
01:02:45.000 –> 01:02:50.000
We’re also holding a An Spc class next week.
01:02:50.000 –> 01:02:59.000
So we still have some seats that are left, and if you like to join, please just sign up on the training calendar for agile rising.
01:02:59.000 –> 01:03:14.000
Thank you so much for attending today’s webinar, and we hope you found this to be really useful and that you’ll think about working with us and agileizing on your future engagements.
01:03:14.000 –> 01:03:19.000
Thanks, so much.