SAFe Advanced Scrum Master Digital Workbook (5.0)

®
SAFe Advanced
Scrum Master
Advancing Scrum Master Servant Leadership
with SAFe
5.0
SAFe® C ourse Attending this c ourse gives students acc ess to the SAFe Advanced Scrum Mas ter exam and r elated prepar ati on materials .
5.0
SAFe® Course Attending this course gives students

access to the SAFe Advanced Scrum Master exam
and related preparation materials.
Student Workbook
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SAFe® Courses and Certifications
Leading SAFe" I Thriving in the Digital Age with Business Agility I• with SAFe® 5 Agilist Certification
Implementing SAFe" I Achieving Business Agi lity with the Scaled Agile Framework I♦ with SAFe• 5 Program Consultant Certification
SAFe" for Government I Applying Lean-Agile Practices in the Public Sector with SAFe® I• with SAFe® 5 Government Practitioner Certification
Lean Portfolio Management I Aligning Strategy with Execution I• with SAFe® 5 Lean Portfolio Manager Certification
SAFe" Product Owner/Product Manager I Delivering Value through Effective Program Increment Execution I♦ with SAFe® 5 Product Owner / Product Manager Certification
Agile Product Management I Using Design Thinking to Create Valuable Products in the Lean Enterprise I • with SAFe® 5 Agile Product Manager Certification
SAFe" Scrum Master I Applying the Scrum Master Role within a SAFe® Enterprise I• with SAFe® 5 Scrum Master Certification
SAFe" Advanced Scrum Master I Advancing Scrum Master Servant Leadership with SAFe® I• with SAFe® 5 Advanced Scrum Master Certification
SAFe" Release Train Engineer I Facilitating Lean-Agi le Program Execution I♦ with SAFe® 5 Release Train Engineer Certification
SAFe" for Architects I Architecting for Continuous Value Flow with SAFe® I• with SAFe® 5 Architect Certification
SAFe" DevOps I Optimizing Your Value Stream I• with SAFe® 5 DevOps Practitioner Certification
SAFe" for Teams I Establishing Team Agility for Agi le Release Trains I♦ with SAFe® 5 Practitioner Certification
Agile Software Engineering I Enabling Technical Agility for the Lean Enterprise I• with SAFe® 5 Agile Software Engineer Certification
SAF e® C ourse Attending this c ourse gives students acc ess to the SAFe® Advanced Scrum Mas ter exam and r elated preparati on materials .
Table of Contents
Privacy Notice .......................................................................... 1

Digital Workbook User Guide................................................... 2
Lesson 1: Exploring the Scrum Master Role in SAFe ................... 7
1.1 Explore Scrum Master challenges in the Enterprise .......... 8
1.2 Explain the purpose and the basic constructs of
SAFe ...................................................................................... 13
1.3 Establish Scrum Master connections in SAFe ................. 19
Lesson 2: Applying the SAFe Lean-Agile Principles ................... 23
2.1 Apply the SAFe Principles in the role of a Scrum
Master .................................................................................... 24
Lesson 3: Exploring Agile and Scrum Anti-Patterns ................... 57
3.1 Explore anti-patterns associated with the Product
Owner role ............................................................................. 58
3.2 Explain how Stories and tasks may lead to anti-
patterns .................................................................................. 61
3.3 Identify context-specific anti-patterns in your
environment ........................................................................... 66
Lesson 4: Facilitating Program Execution ................................... 71
4.1 Synchronize development with the Agile Release
Train ...................................................................................... 72
4.2 Organize teams around the flow of value ........................ 76
4.3 Plan the Program Increment ............................................ 84
4.4 Execute the Program Increment .................................... 107
4.5 Enable teams to release value on demand .................... 111
4.6 Prepare for the next PI Planning event .......................... 117
i | © Scaled Agile, Inc.

Lesson 5: Improving Flow with Kanban and XP ........................ 121
5.1 Build your Kanban board................................................ 122
5.2 Measure and optimize flow ............................................ 127
5.3 Build quality in ................................................................ 137
5.4 Foster engineering craftsmanship .................................. 146
5.5 Facilitate collaboration with Architects, System
Team, and Operations ......................................................... 150
Lesson 6: Building High-Performing Teams .............................. 155
6.1 Foster collaboration on the team .................................... 156
6.2 Facilitate cross-team collaboration ................................. 159
6.3 Build trust with stakeholders .......................................... 161
6.4 Develop team skill sets .................................................. 163
6.5 Build an improvement Roadmap .................................... 165
Lesson 7: Improving Program Performance .............................. 171
7.1 Explore the Inspect and Adapt process.......................... 172
7.2 Apply a Problem-Solving Workshop ............................... 175
Lesson 8: Becoming a Certified SAFe Advanced Scrum
Master....................................................................... 189
8.1 Becoming a Certified SAFe Professional ....................... 190
Glossary ...................................................................................... 195
ii | © Scaled Agile, Inc.

Privacy Notice
Your name, company, and email address will be shared with Scaled Agile, Inc. for
course fulfillment, including testing and certification. Your information will be used in
accordance with the Scaled Agile privacy policy available at
https://www.scaledagile.com/privacy-policy/.
1 | © Scaled Agile, Inc.

Digital Workbook User Guide
Frequently Asked Questions
Q: How can I take notes in my digital workbook?
A: After each lesson, there is a notes page that allows you to type notes directly into
the workbook. At the end of the workbook, there is an action plan which also has
fields that allow you to type notes. Remember to save your workbook to your
personal computer to save any content you may have added.
If you open the digital workbook with a product like Adobe Acrobat, there are
functions that allow you to add your own text boxes, add bookmarks, highlight text,
and add comments. Remember to save your workbook to your personal computer to
save any content you may have added.
Q: What other features are included in the digital workbook?
A: All videos have a hyperlink directly below the slide that will take you to the
correct URL. If you click on assets in the front matter, you will be taken to
ScaledAgileFramework.com resources like the Implementation Roadmap and
course certification pages.
Q: Is my digital workbook saved on the community platform?
A: The original digital workbook file will always be available to you in your Learning
Plan on the SAFe Community Platform. However, any text or content added to your
digital workbook must be saved on your personal computer. Remember to save your
workbook to your personal computer to save any content you may have added.
Q: Can I share my digital workbook with my coworkers?
A: No. You cannot share your digital workbook. It is for personal use only, so you
may not reproduce or distribute it.
Q: Can I print the digital workbook?
A: Yes. You may print the digital workbook for your personal use. The file is in full
color, so if you’d prefer to print the workbook in black and white only, make sure to
adjust your printing preferences.

SAFe ® Course Attending this course gives students
access to the SAFe Advanced Scrum Master exam and
related preparation materials .
5.0
SCALED AGILE .
t:>Scaled Agile, Inc.
Notes:
Logistics
► Class times
► Breaks
► Lunch
► Restrooms
► Accessing Wi-Fi
► Working agreements
SCALED AGILE · Cl Scaled Agile . Inc.
Notes:

Duration
Discussion: Introductions ~
~
► Step 1 : Find someone you don't

know
► Step 2: Introduce yourself and
share with them:
- One thing you already know about
the Scrum Master role
- One thing you hope to learn about
the Scrum Master role in this course
► Step 3: Team up with another

pair and take turns introducing
the person you just met
SCALED AGILE • Cl Scaled Agile . Inc.
Notes:
Course map
► Lesson 1: Exploring the Scrum Master Role in SAFe

► Lesson 2: Applying SAFe Principles
► Lesson 3: Exploring Agile and Scrum Anti-Patterns

► Lesson 4 : Facilitating Program Execution
► Lesson 5: Improving Flow with Kanban and XP
► Lesson 6: Building High-Performing Teams

► Lesson 7: Improving Program Performance
► Lesson 8: Becoming a Certified SAFe Advanced Scrum Master
Notes:

This page intentionally left blank.

Lesson 1
Exploring the Scrum Master Role
in SAFe
Learning Objectives:
1.1 Explore Scrum Master challenges in the Enterprise
1.2 Explain the purpose and the basic constructs of SAFe
1.3 Establish Scrum Master connections in SAFe
SAFe® Course Attending this course gives students access to the

SAFe® Advanced Scrum Master exam and related preparation
materials.

1.1 Exp lore Scru m M ast er ch alleng es in th e Enter prise
SCALED AGILE .
Notes:

Discussion: Challenges that require

facilitation
~i)
~~
► Step 1: Brainstorm team challenges that require facilitation and that

originate from within and outside the team.
► Step 2: Write those challenges on sticky notes and save them. We

will address them later in the course.
► Step 3: Share a few of the challenges with the class.
SCALED AGILE · Cl Scaled Agile.Inc. 6
Notes:

Characteristics of an effective Agile Team
► Displays the Lean Enterprise competency of Team and Technical Agility
► Is able to reliably deliver
► Has members who are not afraid to challenge each other's ideas
► Makes process visible to its team members and to stakeholders
► Collaborates to achieve Iteration goals and Pl Objectives
► Produces consistent , high-quality increments of value
► Sustains a predictable pace of development
SCALED AGILE · Cl Scaled Agile.Inc .
Notes:
Modern Enterprises introduce a bigger challenge
The team in the Enterprise is affected by other teams, stakeholders,

and processes that fall outside of its control.
SCALED AGILE • Cl Scaled Agile.Inc . 8
Notes:

Teams must relentlessly improve
Apart from the impediments to developing and delivering value, Agile

Teams in the Enterprise may encounter significant roadblocks to
growth.
SCALED AGILE · Cl Scaled Agile.Inc.
Notes:

Discussion: Enabling team growth ~i)

~~
► Step 1: Discuss the following:

- What are some roadblocks that prevent your team from growing, improving,
learning, and becoming stronger?
► Step 2: Share with the class some of the roadblocks and some of
the possible solutions for removing impediments.
SCALED AGILE · Cl Scaled Agile.Inc . 10
Notes:

1.2 Exp lain the purpo se and the b asic con stru cts of SAF e
1.2 Explainthe purposeand the basic constructsof

SAFe
SCALED AGILE .
Notes:
Why SAFe?
SAFe business benefits are derived directly from case studies written by SAFe customers
10 - 50% happier more 30 - 75% faster

motivated employees time-to-market
20 - 50% increase ---. 25-75 %

in productivity defect reduction
Source : scaledag ileframework .com/case-studies
SCALED AGI LE · Cl Scaled Agile. Inc. 12
Notes:

The Scaled Agile Framework
SAFe synchronizes alignment , collaboration , and delivery for large numbers of teams .
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• 13
Notes:
SAFe's Seven Core Competencies
EXECUTION
Enterprise Solution Lean Portfolio ~

Delivery Management I@
Agile Product Organizational

Delivery Agility
Team And Lean-Agile Continuous

Technical Agility Leadership Learning Culture
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SCALED AGILE • Cl Scale d Agile.In c. 14
Notes:

Team and Technical Agility is the engine
► High-performing, cross-functional Agile teams
► Business and technical teams build business Solutions
► Quality business Solutions delight Customers
Agile Teams Teams of Agile Teams Built-In Quality
G..ILE RELE A_SE RAIN
Notes:
Agile Product Delivery provides the focus on Customer and execution
► The Customer is the center of your product strategy
► Develop on cadence and Release on Demand
► Continuously explore, integrate, deploy, and innovate
Customer Centricity Develop on cadence DevOps and the

and Design Thinking and release on demand Continuous Delivery Pipeline
@ ....
00 llllll
Notes:

Enterprise Solution Delivery drives delivery of highly complex systems
► Apply Lean system engineering to build really big systems
► Coordinate and align the full supply chain
► Continually evolve live systems
Lean System and Coordinate Trains Continually Evolve

Solution Engineering and Suppliers Live Systems
Notes:
Lean Portfolio Management aligns execution to strategy
► Align strategy, funding, and

execution
► Optimize operations across

the portfolio
► Lightweight governance
empowers decentralized
decision-making
Notes:

Organizational Agility provides the flexibility to change
► Create an enterprise-wide, Lean-Agile mindset
► Lean out business operations
► Respond quickly to opportunities and threats
Lean-thinking People Lean Business Strategy Agility

and Agile Teams Operations
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Notes:
Continuous Learning Culture transforms the culture
► Everyone in the organization learns and grows together
► Exploration and creativity are part of the organization's DNA
► Continuously improving solutions, services, and processes is

everyone's responsibility
Learning Organization Innovation Culture Relentless Improvement
SCALED AGILE • Cl Scaled Agile.Inc .

• 20
Notes:

Lean-Agile Leadership provides the foundation
► Inspire others by modeling desired behaviors
► Align mindset, words, and actions to Lean-Agile values and principles
► Actively lead the change and guide others to the new way of working
Leading by Example
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Mindset & Principles
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Leading Change
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Notes:

1.3 Est ablish Scrum Master co nnection s in SAF e
SCALED AGILE .
Notes:

Discussion: The Seven Core Competencies

and the Scrum Master role
~~
~~
► Step 1: Considering the 'Big Picture'
graphic, draw connections from the
Scrum Master role to other
Framework elements, based on:
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- Collaboration "
- Problem-solving
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- Other ideas you have
► Step 2: Share some of your insights

with the class
Notes:

Lesson review
In this lesson you:
► Explored the Scrum Master role in SAFe
► Explained the purpose and basic constructs of SAFe
► Established Scrum Master connections in SAFe
Notes:

Lesson 1 notes
Click below to type your thoughts.

Lesson 2
Applying the SAFe Lean-Agile
Principles
2.1 Apply the SAFe Principles in the role of a Scrum Master

materials.

2.1 Apply th e SAFe Prin ciples in the role of a Scrum M aster
SAFe Lean-Agile Principles

#1 Take an economic view
#2 App ly systems thinking
#3 Assume variability; preserve options
#4 Build incrementally with fast , integrated learning cycles
#5 Base milestones on objective evaluation of working systems
#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7 Apply cadence , synchronize with cross-doma in plann ing
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision-making
#10 Organ ize around value
C Scaled Agile, Inc. 25
Notes:
#1 Take an economic view
SCALED AGILE .
Notes:

Apply a comprehensive economic framework
SAFe's economic framework contains four primary elements:
► Operating within lean budgets and guardrails
► Understanding solution economic trade-offs
► Leveraging suppliers
► Sequencing jobs for the maximum benefit
SCALED AGILE · Cl Scaled Agile . Inc. 27
Notes:
Solution economic trade-offs
Understanding tradeoff parameters

► Sequence jobs for maximum
benefit Lead Time I I Product Cost
► Do not consider money already
►
spent
Make economic choices

continuously
I X
Value
Development
Expense
► Empower local decision making
► If you only quantify one thing, Risk

quantify the cost of delay t:,Scalcd~le.lnc
SCALED AGILE • Cl Scale d Agile.Inc . 28
Notes:

Examples of high-impact indicators
Here are examples of indicators that may

have a surprisingly high economic impact
in the long run.
► Cost of late defect fixing
► Cost of branching with late merge ......

Cl)
0
(.)
► Cost of delayed performance testing
► Cost of large batch of cross-team

dependencies
Time
► Economic value of test automation
The cost of fixing a defect grows
► Economic value of Enablers such as nearly exponentially over time .
research spikes, refactors, etc .
Notes:

Discussion: Economic decisions ~rj)

~~
► Step 1: Looking at the economic trade-offs,

discuss the economic impact of the following
challenges:
- Cost of late defect fixing
- Cost of branching with late merge
- Cost of delayed performance testing
- Cost of large batch of cross-team dependencies
''''''
19111::19
- Economic value of test automation and Enablers , such

as research spikes , refactors, etc.
► Step 2: Be prepared to share with the class
Notes:

#2 Apply systemsthinking
SCALED AGILE '
Notes:
Three primary aspects of systems thinking
1. The soluti on itself 2. The enterprise building the 3. Optimize the full
is a system . system is a system too. value stream.
~~~
C- Ag,lt. Inc
SCALED AGILE • Cl Sealed Agile.Inc . 32
Notes:

Optimize the full Value Stream
All we are doing is looking at the timeline , from when the customer gives us an order to when we
collect the cash . And we are reducing the timeline by reducing the non-value-added wastes .
-Taiichi Ohno
► Most problems with your process will surface as delays
► Most of the time spent getting to market is a result of these delays
► Reducing delays is the fastest way to reduce time-to-market
Focus on the delays!
Value : 1 hour 1 hour 1 hour 1 hour 1 hour 1 hour ... 6 hours

Wait: 1 week 2 weeks 2 weeks 1 week 1 week .. .7 weeks
SCALED AGILE · Cl Scale d Agile . Inc. 33
Notes:
Reduce lead times and improve flow
A tale of two Stories
--------•--- ---• --
Time to complete : 3 Iterations
Lead time savings = 25 days
---·· - Time to complete : 5 days

•-------•
Notes:

Move from bottleneck to bottleneck
I say an hour lost at a bottleneck is an hour out of the entire system . I say an hour saved at a
non-bottleneck is worthless . Bottlenecks govern both throughput and inventory .
- Eliyahu M. Goldratt , The Goal
•
1h11
► The Scrum Master helps the team identify and remove bottlenecks
► Every system has only one or two bottlenecks that significantly constrain performance
► Once you have identified and removed the current bottleneck , there will be another
one, but the system is already operating at a higher level of performance
Notes:

Discussion: Identifying delays ~i)

~~
► Step 1: Select a part of your development process (could be any part,
example below)
► Step 2: Discuss ways you could increase flow by reducing work in

process (WIP) and eliminating bottlenecks
Email Technical Assign Code To To

Request supervisor developer verification operations Deploy
auaumant &Test
Notes:

#3 Assume variability;preserve options
SCALED AGILE '
Notes:
Development occurs in an uncertain world
Aggressively evaluate alternatives . Converge specifications and solution sets.

-Allen Ward
► You cannot possibly know everything at the start
► Requirements and designs must be flexible to build an optimal

Solution
► Iterative, incremental development can reduce uncertainty over time
What is known
• What is unknown
Notes:

Common problem of many organizations
When Agile practices are adopted on top of a traditional , phase-gate mindset , teams end
up with a typical problem :
► They follow an iterative and incremental development model while committing to a

specific Solution specification early in the process
► As a result , the power of Agile is significantly underused and reduced to applying only
minor adjustments
Too many
constraints up front
•____.
------------------------------
_ .......... ---~-~---~-~---~
~
-
• Iteration Iteration Iteration Iteration
1 13 14 15
Notes:
Different thought process is needed
► 'Just in time ' elaboration of requirements and

design
► Not everything should be defined at once
► Better requirements and design options will Set-Based

emerge over the course of Iterations
Multiple __ _
► Up-front thinking is not enough ; 'learning by
doing ' must extend the paradigm design ---
options ---
► Set-based design
► If you can 't be right early on , preserve multiple )

• LeamingPomts.
options until you have more certainty Time
► Narrow them down over the course of the

learning points and Iterations
Notes:

#4 Build incrementallywith fast, integrated learning

cycles
SCALED AGILE '
Notes:
Apply fast learning cycles
► Improves learning efficiency by

decreasing the time between action The iterative learning cycle
and effect
► Reduces the cost of risk-taking by

Plan
~ Do
truncating unsuccessful paths quickly
►
Is facilitated by small batch sizes
Requires increased investment in

development environment
n PDCA-0.
The shorter the cycles , the faster the
learning
Adjust ¢::J Check
Notes:

Apply fast learning cycles
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 OSca;edAg,lt inc
cycles
Notes:
Integration points reduce risk
Dead ine
Integration
point •
Time
Notes:

Activity: POCA learning cycles

representations
~i)
~~
► Step 1: Individually review the list of team and program events in your
workbook
► Step 2: As a team using a flip chart sheet or a whiteboard, create a

representation of the POCA learning cycle for your team and for the
program events
► Step 3: Discuss where, as a Scrum Master, you anticipate bigger

challenges and why
► Step 4: Present your POCA representations and share some insights

with the class
Notes:
ARTSync
I -
J Program ovents
~~~·
Somm of Strtu ms
~~- ~
PO Sync
Teamovents
1111
•
I 11II II I
1 I 1111 1
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II
II
1h1 1 Daily
ltera.tion Slan.d-up
P1a ing Iteration
Syst em
ReYi8\,., Denno
ltera.tion
Re ro
I r
I I I
Q Sc:aled Ag· e. Inc .

#5 Base milestoneson objectiveevaluationof working

systems
SCALED AGILE '
Notes:
The problem of phase gate Milestones
Phase gates determine requirements and designs too early , rendering adjustments too late and costly as new
facts emerge .
Requirements Design Planned

complete complete
Point
solution
Not enough
time to adjust
Tracking progress via traditional Milestones delays critical

learning points until it's too late.
Notes:

Apply objective Milestones
► Build the system in

increments, each of which is
an integration point that Progress Product Process
demonstrates some evidence ~ •• ..t il

of the feasibility of the
Objective,
Cul!OtMrFNdbaelr
•
ProdudlSolution
P9rformanc•
., lm pf'Oftfflenl
BackJotlleml
solution in process.
~
• 9 0
~
SyslamDem o
~ ~
► Milestones based on
objective evaluation of
working systems.
-~ ~
••
Notes:
Iterate to the optimum Solution

Objective Milestones facilitate learning and allow for continuous , cost-effective adjustments towards an
optimum Solution .
"•·•i,-.--~-·
· -------4111►
Optimum
Solution
Notes:

#6 Visualize and limit WIP, reduce batch sizes, and

manage queue lengths
SCALED AGILE '
Notes:

Duration
Video: Visualize and limitWIP ~

~
Order= 10
Batch= 10
Process
1
iE ..D ··~...□ 7
Order= 10
Batch= 5
1
1•
~ []I D
Order= 10 •
Batch= 1
• D
D I□
https ://youtu .be/JoLHKSE8sfU
Notes:
1~
~
Video Link: https://youtu.be/JoLHKSE8sfU

Discussion: WIP and Flow ~rj)

~~
► Step 1: With your team, considering

the flow of work represented on the
diagram, discuss:
- How do you think the Scrum Masters for
SM Team 1
each Team feel about the progress?
What can the Scrum Master from Team 1
learn from Team 2 and 3? SM Team 2
- What is a large batch in your context and

how can you improve flow? SM Team 3
► Step 2: Be prepared to share with

the class
Notes:

How can we reduce lead times?
► Reduce size of work
► Reduce bottlenecks
► Reduce waiting
► Increase swarming
► Improve quality
Notes:
Work in process (WIP) and flow
When there's too much WIP, there's no visibility into bottlenecks, and
the system is usually highly inefficient.
At the surface , however , it all looks smooth and promising .

Notes:

Too much WIP slows down the enterprise
Having too much

WIP confuses
priorities, causes ••..
"""-00 OEYaOP
., TEST co,£
frequent context Team L

Ill
.,"0 Gl
Gl [§iii
switching, and BACKLOG DEVELOP

[y
TEST
• 't •
....
increases overhead. M Iii
[y ~ ~
Team B
••
BACKLOG
.,
DEVELOP TEST DONE
TeamA
M Iii ~
[y ., [y
[y
Notes:
Visualize and limit WIP
One team's big visible information radiator (BVIR)

How is this team doing? How do you know?
- :
Wed . Thurs. Fri. Mon. Tues. Wed. Mon. Tues.
EiMH@ii Development
■
Accepted
•
■ Story
Story • 2
10 Story
Story :
1
3 •
•
•
Story
11
•
•
■
Notes:

Discussion: WIP improvement opportunities ~~

~~
► Step 1: Look at the BVIR graphic in your
Workbook.
Fri. Mon. Tues.
► Step 2: At your table discuss what the effect
would be of a three-story WIPconstraint on
Development and Test. Development
► Step 3: Consider the scenario: You're a

developer. You just finished story 6. What
would you do if:
There is no WIP constraint
The three-story WIP constraint is in place

Story
► Step 4: Which scenario has the highest 6
throughput?
Notes:

The importance of small batches
Small batches go through the system faster with lower variability.
► Large batch sizes increase variability
► High utilization increases variability
► Severe project slippage is the most likely result
► The most important batch is the transport (handoff) batch
► Proximity (co-location) enables small batch size
► Good infrastructure enables small batches
Notes:
Reducing optimal batch size
Reducing transaction costs reduces total costs and makes optimal batch size lower.
► Reducing batch size:

Optimal
- Increases predictability batch size
(lowest total cost)
- Accelerates feedback
- Reduces rework
-
en
0
()
- Lowers cost
Items per batch

Principles of Product Development Flow, Don Reinertsen
Notes:

Finding optimal batch size
Optimal batch size is an example of a U-curve optimization.
► Total costs are the sum of

holding costs and transaction Optimal
costs batch size
(lowest total cost)
► Higher transaction costs en

0
()
make optimal batch size
bigger
► Higher holding costs make

Items per batch
batch size smaller Principles of Product Development Flow , Don Reinertsen
Notes:
Manage queue lengths
Email from a client Long queues: All bad

service organization:
Thank you for

contacting us.
Increased risk
We are experiencing
increased volumes and More variability
apologize in advance for
the delay.
Lower quality
Our goal is to contact
you within . ..
Less motivation
Principles of Product Development Flow, Don Reinertsen
Notes:

Reduce queue lengths
► Understand Little's Law
► Faster processing time

decreases wait
► Control wait times by

controlling queue lengths
Example : Given average processing speed of 10 Features per quarter and a committed
set of 30 Features, a new Feature will experience an approximate wait time of:
30items
3
= Q
10 items/Q
Notes:

#7 Apply cadence, synchronizewith cross-domain

planning
SCALED AGILE '
Notes:
Cadence and synchronization
Cadence ... - -
► Converts unpredictable events into ► Causes multiple events to happen
predictable occurrences and lowers cost simultaneously
► Makes waiting times for new work predictable ► Facilitates cross-functional tradeoffs
► Supports regular planning and cross- ► Provides routine dependency management

functional coordination ► Supports full system and integration and
► Limits batch sizes to a single interval assessment
► Controls injection of new work ► Provides multiple feedback perspectives
► Provides scheduled integration points
Note: Delivering on cadence requires Note: To work effectively, design

scope or capacity margin cycles must be synchronized
Notes:

Controlvariabilitywith planningcadence
Cadence-based planninglimitsvariabilityto a single interval.
Accumu lated
deviation from
Plan
plan
Infrequent or
one-time
Reality ____ - _ .,.
planning
--- { Maximum deviation }

from plan
Cadence-
based
planning
Notes:
Synchronizewith cross-domainplanning
Future product development tasks can 't be pre -determined . Distribute planning and control to
those who can understand and react to the end results .
- Michael Kennedy , Product Development for the Lean Enterprise
► All stakeholders meet face-to-face ► Requirements and design happen

{but typically in multiple locations)
► Important stakeholder decisions are
► Management sets the mission accelerated
with minimum possible constraints ► Teams create and take responsibility
for plans
SCALED AGILE • Cl Scaled Agile.In c. 66
Notes:

#8 Unlock the intrinsicmotivationof knowledge

workers
SCALED AGILE '
Notes:
On managing knowledge workers
► Workers themselves are most

qualified to make decisions about
how to perform their work
Workers are knowledge
► Workers must be heard and workers if they know more
respected for management to lead
effectively about the work they perform
than their bosses.
► Knowledge workers have to
manage themselves : they need
autonomy
► Continuing innovation has to be - Peter Drucker

part of the work and the
responsibility of knowledge
workers
Notes:

#9 Decentralizedecision-making
SCALED AGILE '
Notes:
Decentralize decision-making
► Some decisions are strategic,

have far-reaching impact, and are
outside the scope, knowledge , or
responsibilities of the teams. Any inefficiency of
These should be centralized. decentralization costs
► Decentralize all others: less than the value of
- Frequent decisions faster response time.
- Time-critical decisions
- Decisions that require local information - Don Reinertsen ,
Principles of Product
► Define the economic logic behind Development Flow
a decision; empower individuals
and teams to actually make them.
Notes:

Activity: Decentralized decision-making ~i)

~~
► Step 1: Identify two or three currently centralized decisions that

affect your team and would benefit from decentralization
► Step 2: Pick one of them and justify the benefits of decentralization
► Step 3: Identify the stakeholder(s) who would help you apply a

decentralized model to decision-making in this case
Notes:

#10 Organize around value
SCALED AGILE '
Notes:
Value Streams
► A Value Stream is the sequence of steps used to deliver value to the customer
► It includes the whole sequence - concept or customer order - to delivery of

value and/or receipt of cash
► It contains the people who do the work, the systems, and the flow of
information and materials
-----------· Lead Time ------------ 1

Trigger
REPEAT
Notes:

Organize around value
► The only sustainable competitive advantage is

the speed with which an organization can
respond to the needs of its customers with new
and innovative solutions
► Business Agility demands that Enterprises .;:: _.. - ,-

organize around value to deliver more quickly : ,J 1,j,--
.: j_ ~
► When market and customer demands change,
the Enterprise must quickly and seamlessly
around that new value flow.
Notes:
Activity: Building and presenting SAFe

Principles poster
~~
~~
► Step 1: As a team, pick one SAFe Principle
► Step 2: Using a flip chart sheet and markers,

represent the SAFe Principle with the following
requirements:
- Write your team's chosen SAFe Principle (e.g. Take an
economic view)
- Create an image that best exemplifies the SAFe Principle to

your team (ex: graphic , image , illustration)
- Include a concise statement about how, as a Scrum Master,

you can apply the SAFe Principle in your organization
► Step 3: Present your poster to the class

Notes:

Lesson review
In this lesson you:
► Discussed how to apply the SAFe Lean-Agile Principles
Notes:

Lesson 2 notes

Lesson 3
Exploring Agile and Scrum Anti-
Patterns
3.1 Explore anti-patterns associated with the Product Owner role
3.2 Explain how Stories and tasks may lead to anti-patterns
3.3 Identify context-specific anti-patterns in your environment

materials.

3.1 Exp lore anti-patterns associat ed with the Product Owner role
3.1 Explore anti-patterns associated with the Product

Owner role
SCALED AGILE .
Notes:
Recognizing anti-patterns
As an Agile coach, the Scrum Master must learn to recognize anti-patterns in the
process. An anti-pattern can be ...
Structural or behavioral Internal or external
Structural Team has more than one Internal Developers don't work
example Product Owner example collaboratively on Stories
Partially completed Stories Lack of coordination with

Behavioral External
are being carried over other teams leads to
example example
from Iteration to Iteration excessive WIP
SCALED AGI LE · Cl Scaled Agile.Inc. 78
Notes:

Many anti-patterns can be traced to the PO role
Underperforming in the Product Owner role can lead to dysfunction on the team.
Key responsibilities of the Product Owner:
► Facilitate Team Backlog refinement
► Prepare for and participate in Iteration Planning
► Elaborate Stories and Enablers just-in-time
► Address team questions ; be the voice of the customer
► Accept Stories
► Participate in the Iteration Review and Retrospective
► Coordinate with other Product Owners to manage dependencies
Notes:

Discussion: Anti-patterns that involve the

Product Owner
~~
~~
► Step 1: As a team, brainstorm

anti-patterns that may arise
from the interaction between
the Product Owner and the rest
of the team
► Step 2: Discuss how you as a

Scrum Master might address
some of these anti-patterns
► Step 3: Share with the class

Notes:

3.2 Exp lain ho w Sto ries and tasks may lead to anti-p attern s
3.2 Explain how Stories and tasks may lead to anti-

patterns
SCALED AGILE .
Notes:
Big Stories are a frequent source of anti-patterns
A team that can't iterate isn't able to inspect

and adapt.
► Big Stories do not support team Iteration
► Smaller Stories allow for faster, more

reliable implementation
► Splitting bigger Stories into smaller ones is

an essential skill
Notes:

Ways to split a Story
► By business rule variations As a rider , I want to hear

acceleration, braking , skidding , and
crashing sounds so that I will feel
► By use case scenario immersed in the ride experience .
► By simplicity or complexity
As a rider , I want to hear As a rider , I want to hear

accelerationsounds when I braking sounds when I brake
speed up so that I will feel so that I will feel immersed .
immersed.
As a rider, I want to hear As a rider, I want to hear

crashing sounds when I hit skidding sounds during
an obstacle so that I will feel skidding so that I will feel
immersed. immersed.
Notes:
Split by business rule variations
Business rule variations often provide a straightforward splitting scheme .
. . . bronze level
As a shopper, I want extra

benefits based on how
... silver level
much I buy...
. .. gold level
Notes:

Split by use case scenarios
If use cases are used to represent complex interactions, the Story can be split
via the individual scenarios .
Use Case/Story #1: ('Happy path')
Notify utility that

consumer has
equipment
As a user, I want to
Use Case/Story #2 :
enroll in the energy
savings program Utility provisions
through a retail equipment and data,
notifies consumer
distributor ...
Use Case/Story #3 : ('Alternate')
Handle data )
validation errors
-
Notes:
Split by simple/complex
Simplify. What's the simplest version that can possibly work?
...respond to the time and

As a user, I basically want duration of the critical peak
pricing event
a fixed price, but I also
want to be notified of
critical peak pricing
events ... . ..respond to emergency
events
Notes:

Activity: Splitting Stories ~i)

~~
► Step 1: Select a big Story from your actual backlog that is too big to
complete in an Iteration
► Step 2: Using sticky notes and considering the patterns we

discussed, split the Story into two or three smaller Stories that could
be completed in an Iteration
► Step 3: Share with the class
Notes:

Discussion: A Story that can't be split? ~i)

~~
► Step 1: Consider the following scenario: Your team is insisting that

big Stories in the backlog cannot be split into smaller ones.
► Step 2: As a team, discuss the following:

- How might you coach the team to reconsider?
- What specific steps would you take to shift their mindset?
► Step 3: Share with the class.
Notes:

3.3 Id entif y context-sp ecific anti-p attern s in your envir onm ent
3.3 Identifycontext-specificanti-patternsin your

environment
SCALED AGILE .
Notes:
PO and Backlog, planning, and commitment anti-patterns
PO and Backlog Planning Commitment
Product Owner and team Planning is based on Team does not commit to
do Iteration Planning tasks, not on User Stories clear Iteration goals
without preparation and acceptance criteria
There is more than one

PO per team
PO is not sufficiently
involved during Iteration
execution
Notes:

Execution, Demos, and Retrospective anti-patterns
Execution Demos Retrospectives
Developers don't work Story reported but not 'Idea fest' instead of
collaboratively on User demonstrated (non-UI focus on near-term,
Stories Stories, spikes, refactors, incremental
etc.) improvements
Waterfalling Iterations:
Team integrates and tests
Stories only at Iteration
end
Done isn't 'done': Debt is
carried forward Iteration
to Iteration
Notes:

Discussion: Anti-patterns ~i)

~~
► Step 1: Discuss with your team:

- Which of the anti-patterns resonate most strongly with you?
- What other anti-patterns are you aware of?
- Could these anti-patterns be fully resolved by the Scrum Master?
► Step 2: Pick two or three such anti-patterns, and for each one build
a list of action items that would allow the Scrum Master to resolve it.
Notes:

Lesson review
In this lesson, you:
► Explored anti-patterns associated with the Product Owner role
► Explained how big Stories may lead to anti-patterns
► Identified context-specific anti-patterns in your environment
Notes:

Lesson 3 notes

Lesson 4
Facilitating Program Execution
4.1 Synchronize development with the Agile Release Train
4.2 Organize teams around the flow of value
4.3 Plan the Program Increment
4.4 Execute the Program Increment
4.5 Enable teams to release value on demand
4.6 Prepare for the next PI Planning event

materials.

4.1 Syn chron ize dev elop ment with th e Ag ile R elease Tr ain
4.1 Synchronize development with the Agile Release

Train
SCALED AGILE .
Notes:
Agile Release Trains (ARTs) deliver Solutions
An ART is a long-lived, self-organizing team of Agile Teams.
Customer Centricity ESSENTIAL

Business • f
Owne<s ...
@
Product
Delivery
Agile
.• ..•
System
Arch/Eng
Product
Mgmt
00
Design Thinking
Pl ot,iedlVM S-plenl Demos

- - -
··· ........ ,.. : ...•......... •·
~ D'IIIOY"-1 onDlr'r..-d SoMJon
Context
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e..,_
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RTE i~E~
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Teamand
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AQility
~~
Agile Teams
~
PC:,U:
Program
Backlog
Scrum
-1~_1-
'. """ IICl
0
...... . ...... ICll!!I
OevOps
$
•
hi
Scrum Kanban
~
......._ iw- ......, Em ~.;!:~.... Built-In
Oual1ty
ProgrllfTI Increment Program loc:remeot
Master
Business I Dev I OpsI Support 1- 1 Core llD Lean-Agile • SAFe ~ •---) Implementation ~ SAFeProgram
5.0
- Values 1! Mindset Principles ~ <==- o Roadmap ...- Consultant
Lean -Agile Leadership
Notes:

The Agile Release Train
Mit:itl
L Repeat until further notice . Pro1ect chanering not required .
► A virtual organization of 5 -12 teams (50 -125+ individuals) that plans , commits , and
executes together
► Program Increment (Pl) is a fixed timebox ; default is 10 weeks
► Synchronizes Iterations and Pis
► Aligns to a common mission via a single Program Backlog
► Operates under architectural and UX guidance
► Frequently produces valuable and evaluable system -level Solutions
Notes:
Cadence without synchronization is not enough
Time spent thinking you are on track
MWei4,i·i·l·iMM%11J·i
1Fiii,i·i4
System
...
•• u•• Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate
Integrate
and slip!
...
1h11
•• u•• 1h11
Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate
•• u
111111
f
• Iterate Iterate Iterate Iterate Iterate Iterate
1111
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.. •Mi·M411%ei•i·iei411¥Mi·H•Midii,
SCALED AGILE • Cl Scaled Agile.Inc. 97
Notes:

Activity: Different cadences ~~

~~
► Step 1: Consider a scenario in which three teams

are working on different Iteration cadences.
- Team A: 2-week Iterations
- Team B: 3-week Iterations

....
• • a\
1h11
3weeks
- Team C: 4-week Iterations

....•
• u
1h11
2weeks

- If the teams start at the same time, when is the first
point in time they can align on the Iteration outcomes?
....•
• • u
1h11
4weeks
Notes:

Synchronize to assure delivery
This system is Program Program

System Demos Increment System Demos Increment
iterating Probably need help
from a system team
Ir Sys 1 Sys 2 Sys 3 Sys 4 Sys 5 Sys 6 Sys 7 Sys 8
•• &•
1111
1111
:
11111
< : Coo<
i""""'~loteg'{tioo:
: >
•• &
1111
1111
•
11111
< :
Iterate Iterate
: Coo
ti~,o"'~oteg} oo :
Iterate Iterate Iterate Iterate
:>
Iterate Iterate
Notes:

4.2 Organ iz e team s aroun d the flo w of valu e
4.2 Organize teams aroundthe flow of value
SC ALED AGILE .
Notes:
Build cross-functional Agile Release Trains
Business Product Hardware Software Quality Testing Compliance Security

Mgmt .
~---,,
...
·--- ....
. -- .. ---------------J
•....
' M t • •
. II
a Ur--•
,,,-,-~ I
----, 1111
1 MIll lhll
• II
• ,' '
\ \ Cross -functional I /
, Agile Teams M_.,
"" - - - - - - - - - - .,
Notes:

Organizing teams around value
Organize for the larger purpose
Maximize velocity by minimizing dependencies and handoffs while sustaining architectural

robustness and system qualities.
A team can be organized around:

Features
Components
Far less desirable organizing factors :
Architectural layer Other
Platform, middleware, UI, DB, business Programming language, spoken language,
logic, etc. technology, location
Notes:
Finding the right trade-off: Feature and component teams
Use feature teams for:
► Increased velocity
► To minimize dependencies
► To develop T-shaped skills
Use component teams in case of:
► High reuse, high technical

specialization , and critical NFRs
► Creating each component as a

'potentially replaceable part of the
system with well-defined interfaces '
Notes:

Roles on the Agile Release Train
---------------
n
-------------
~ Release Train Engineer acts as the Product Management owns, defines ,

~ chief Scrum Master for the train . ~ and pnontizes the Program Backlog .
~ Business Owners are key stakeholders

~l on the Agile Release Train .
Notes:
Responsibilities of the RTE
► Manage and optimize flow of value through the ART
► Facilitate Pl Planning readiness and the event itself
► Aggregate and communicate Pl Objectives
► Assist with execution and Features completion tracking
► Assist with economic decision-making through Feature

estimation and roll-up to Value Stream and portfolio
► Escalate and track impediments
► Foster collaboration between teams and system-level

stakeholders ; manage risks and dependencies
► Drive relentless improvement via Inspect and Adapt
Notes:

Operating as a community
► RTE is often the best fit to assist Scrum

Masters in removing systemic impediments
►
RTE and SMs see problems with the
train/team structure firsthand
Together RTE and Scrum Masters are able to

••
1h11
1h11
• 1h11
•
take a systems view of the Agile Release
Train
► Operating as a community is important

- Regularly meet to discuss problems
1h11
- Exchange experiences
Notes:

Discussion: Scrum Master responsibilities ~i)

~~

- What are your responsibilities as a member of the ART Scrum Master/RTE
community that go beyond basic Agile Team facilitation?
- What challenges might you face in performing this aspect of your role?
Notes:

The Product Management owns the Program Backlog
Assumptions about requirements need to be validated.
► Primary responsibilities of Product

Management:
- Understand customer needs; validate Solutions
- Work with System Architect/Engineering to

understand the value of Enablers
- Develop and communicate Vision and

Roadmap
Notes:
The Product Management owns the Program Backlog (cont.)
Teams must quickly feed emerging knowledge back into the Solution.
► Manage and prioritize the flow of work to

the program
► Prepare for and participate in Pl Planning
► Define releases and program increments
► Participate in demos and Inspect and

Adapt
► Build an effective Product

Management/Product Owner team
Notes:

The PO/PM team steers the ART
At scale, a single person cannot handle product and market strategy

while also being dedicated to an Agile Team.
,------------- ----------------
Product
Management owns
2-4
..' .
••• 1
Product Owner
owns Team
Agile Team
implements value
Program Backlog Backlog
Notes:

Activity: Facilitating PO/PM collaboration ~i)

~~
► Step 1: Discuss as a team:

- Is your Product Owner effectively collaborating with Product Management?
- Is the Product Owner sufficiently empowered to represent the voice of the

customer?
- How could you help facilitate PO/PM collaboration?
Notes:

4.3 Plan the Pr ogram Increment
SCALED AGILE .
Notes:

View
Video: Introduction to Pl Planning ~

~
https ://vimeo .com/361407 444/407333b 725
Notes:
Ir-vi
~
Video Link: https://vimeo.com/361407444/407333b725

Pl Planning
Program Increment (Pl) Planning is a cadence-based , face-to-face event that serves as the heartbeat of the
Agile Release Train (ART).
► Two days every 8 - 12 weeks (10 weeks is typical)
► Everyone attends in person if at all possible
► Product Management owns Feature priorities
► Agile Teams own Story planning and high-level estimates
► ArchitecUEngineering and UX work as intermediaries for governance , interfaces , and dependencies
Notes:
The Pl Planning process
Input Output
----- .== = ~""\
Program
Pl ObJectives
Vision
I
Pl Planning
~ 00
Top 10
Features
NFRs
Program
Backlog ::-.:: _ .,,._
_...,.._...,,.
Vision and top 10 Features Team and Program Pl Objectives

and Program Board
Notes:

Day one agenda
8:00 9:00 Business Context ► State of the business and upcoming objectives
n
Product/Solution
9:00 10:30 ► Vision and prioritized Features
Pl Planning Vision
Agenda ► Architecture , common frameworks , etc .
Architecture Vision and
10:30 11:30
development practices ►
DAY1 Agile tooling , engineering practices , etc .
11:30 1:00
Planning context
and lunch ' ► Facilitator explains planning process
aD ► Teams develop draft plans and identify risks

1:00 4 :00 Team breakouts
II a and impediments
g ► Architects and Product Managers circulate

Presented 4:00 5:00 Draft plan review
El ► Teams present draft plans, risks , and impediments
II byRTE
Management review ► Adjustments made based on challenges , risks ,
5:00 6:00
and problem solving and impediments
Notes:
Business context
To kick off Pl Planning, executive leadership

shares the state of the business and
upcoming objectives.
► There is no prescribed format, but some

options include:
► Communicating the key portfolio priorities
► Analyzing the organization's strengths,

weaknesses, opportunities, and threats
Alex Sun, CEO, M1tchell lntemar1onal Repnnted
(SWOT) by Permission of Mitchell fntemat,onaf
SCALED AGILE • Cl Sealed Agile.Inc. 117
Notes:

Product/Solution Vision
Product Management presents the Vision and the high-priority Features.
Repnnted by perm,ss,on of Discount Tlfe Corp. Repnnted by perm1ss,on of TradeStat10n Technologies
Notes:
Architecture, User Experience (UX), and development practices
Architecture, UX, and development practices are

high priorities in Pl Planning, not afterthoughts!
► A System Architect presents the Vision for

architecture, new architecture Epics, and
common frameworks
► Development management may provide

updates on Agile tooling and improvements in
engineering practices
► UX professionals provide guidance

around usability issues
Notes:

Team breakout #1
► In breakouts, each team breaks down its

Features into User Stories. Stories are
estimated and placed into Iterations.
► There is a lot of back and forth between

the teams, mostly about understanding
and minimizing dependencies.
Prt«oaR-,,,,,ndt,y~otr,-,.~TK#lnolog!N
Notes:
Team plan
1j
.....,,_
--
•
'lltloci1y- v.ioc;ry_
IFeatura
Iteration 1.1 lHcl- lt eration 1.2 Lo.cS _ Iterat ion 1.3 Iteration 1.4 lHd- lteration1 .5 lo.cl-
IP Ite rati o n
IFeature 2j X
P1Objectiv es av Av Risks For velocity , use historic information or 8 x
U••-m lttod Ob jortlm

•••
'ill'
•
•
(number of developers+ testers).
Be sure to adjust for holidays and vacation time .
Risks and
dependencies
Notes:

Duration
Activity: Calculating capacity ~

~
► Step 1: Consider the following:

- There are nine teams on the train with velocities of 32, 48, 61, 30, 65, 18, 25,
62, 38 in the Iteration. The train operates on a five-Iteration Pl cadence (with
the last Iteration reserved for Innovation and Planning).
► Step 2: Discuss as a team , what is the ART's velocity?

- NOTE : Each number above is expressed in Story points relevant to that team
only, not comparable with other teams' numbers.
Notes:

Starting fast with normalized Story points
Normalized estimation technique:
•
u
► For every full-time developer and tester on
the team , give the team eight points
(adjust for part-timers) .
•
1111
1 ► Subtract one point for every team member
vacation day and holiday.
Example: Assuming a seven-person
► Find a small Story that would take about a
team composed of three developers , half-day to develop and a half-day to test
two testers , one Product Owner , and and validate . Call it a 1.
one Scrum Master, with no vacations .
► Estimate every other Story relative to that
Exclude Scrum Master and Product
one.
Owner from the calculation.
Estimated Capacity = 5 * 8 pts = ► Never look back (don 't worry about
40 pts/lteration recalibrating) .
Notes:
Color-coding Stories
We color-code the backlog items to give visibility into the investments.

We can visually see that some teams
may have significant backlog items
dedicated to things like maintenance.
Maintenance Infrastructure Risks and

0 enablers dependencies
Notes:

Program board: Feature delivery, dependencies, and Milestones
Iteration 1.1 Iteration 1.2 Iteration 1.3 Iteration 1.4 Iteration 1.5 (IP) [ Pl 2 »>
Milestones/
Events A program Milestone or event is
Unicorns happening in Iteration 1.3 (e.g., a trade
show , market release , etc .).
Dolphins
Bears
Eagles This Feature cannot be delivered until

multiple teams complete their
Iguanas dependencies .
Antelope
Tarantulas
A Feature placed in a team 's swim lane
Needs UX Help with no strings means that it can be
completed independently of other
Needs Sys
Arch Help teams .
Blue = Features
1111 = Significant
Dependency
Orange = Milestone/
Event
Red String = A dependency requiring Stories
or other dependencies to be completed before
the Feature can be completed
Notes:

Discussion: Identifying problems ~i)

~~
► Step 1: As a team, review the examples of program boards in your

workbook.

- What problems can you identify?
- What can you do during Pl planning? What can you do after Pl planning?
Notes:
Example 1

Example 2

Align to a mission with Pl Objectives
Objectives are business summaries of

what each team intends to deliver in the
upcoming Pl.
Objectives for Pl 1 BV AV
1. Show routing calculations between

the 5 most frequent destinations 10
Objectives often map directly to the
2. Navigate autonomously from
Features in the backlog , but not always. distribution center to the most 8
Some examples: frequent destination
3. Parallel park for a delivery 7
► Aggregation of a set of Features , 4. Return to the distribution center 10
stated in more concise terms after delivery
5. Include traffic data in route planning 7
► A Milestone , such as a trade show 6. Recall a delivery that is already in 7
progress
7. Reduce GPS signa l loss by 25% 2
► An Enabler Feature needed to Uncommitted Objectives
support the implementation 8. Demonstrate real-time rerouting
to avoid delays (e.g ., accident , 5
► A major refactoring construction)
Notes:
Uncommitted objectives
Uncommitted objectives provide a reliability

guard band. Uncommitted objectives count in
velocity/capacity : Objectives for Pl 1 BV AV
► They are planned ; they aren't extra things

for teams to do just in case you have time
► They are not included in the commitment ,

thereby making the commitment more
reliable
► If a team has low confidence in meeting a

Pl Objective , encourage them to move it
to uncommitted
Uncommitted Objectives
► If an item has many unknowns consider 8. Demonstrate real-time rerouting
moving it to uncommitted and add early
spikes
to avoid delays (e.g., accident,
construction) I
-- -- 1,,.
Notes:

Scrum of Scrums
The hourly Scrum of Scrums checkpoint helps keep teams on track

and supports early identification of risk.
Hourly scrum of scrums planning checkpoint:
► Keeps teams on track with hourly planning Milestones
► Helps drive out risks, impediments, and dependencies
Notes:

Activity: Getting back on track with planning ~i)

~~
► Step 1: Consider the following scenario:

- You are at the second SoS meeting . The planning radiator shows that your team is
quite behind . Some Stories are estimated , but none of the Iterations are completely
planned and the team is way too far from formulating the Pl Objectives . This
happened because the team got into too much detail with the first bunch of Stories
they considered .
► Step 2: The RTE made a clear suggestion that you need to use any tools
at your disposal as well as any people in the planning room, but the team
has to provide a draft plan at the end of the breakout. What would you do
next?
Notes:

Draft plan review
Plans are peer-reviewed by all teams.
Draft plan review agenda:
1. Capacity and load

2 . Draft Pl Objectives
3. Program risks and impediments
4 .Q&A
Reprinted by permission of TradeStation Technologies
Notes:
Management review and problem-solving
At the end of Day 1, management meets to make

adjustments to scope and objectives based on the day's
planning.
Common questions during the managers ' review :
► What did we just learn?
► Where do we need to adjust Vision? Scope?

Resources?
► Where are the bottlenecks?
► What Features must be de-scoped?
► What decisions must we make between now and

tomorrow to address these issues? Used with perm1ss1onof Hybr,s Software
Notes:

Day Two
8:00 9:00 Planning adju stm e nt s

r, ► Planning adjustments made based on previous
day's management meeting
r-,,
► Teams develop final plans and refine risks and

Pl Planning 9:00 11:00 Team breakout s an impediments
Agenda EID ► Business Owners circulate and assign business

value to team objectives
DAY2
~
Final plan review
11:00 1:00 ► Teams present final plans , risks , and impediments
and lunch
1:00 2:00 Program risks

A ► Remaining program-level risks are discussed
and ROAMed
'
2:00 2:15 Pl confidence vote ► Team and program confidence vote
Presented 2:15 ???

Plan rework
if nece ssary
an ► If necessary , planning continues until commitment
DD is achieved
Ill by RTE
After Planning retrospective
► Retrospective
► Moving Forward
commitment and moving forward
► Final Instructions
Notes:
Make planning adjustments
Based on the previous day's management

review and problem-solving meeting,
adjustments are discussed.
Possible changes:
► Business priorities
► Adjustment to plan
► Changes to scope
► Movement of resources
SCALED AGILE • Cl Sealed Agile.Inc. 134
Notes:

Team breakout #2
Based on new knowledge (and a good night's

sleep} , teams work to create their final plans .
Objectives for Pl 1 BV AV
► In the second team breakout , Business 1. Show routing calculations between
Owners circulate and assign business the 5 most frequent destinations 10
value to Pl Objectives from low (1) to high 2. Navigate autonomously from
(10) distribution center to the most 8
freque nt destination
► Teams finalize the Program
Increment plan 4. Return to the distribution center 10
after delivery
► Teams also consolidate program risks ,
6. Reca ll a delivery that is already in 7
impediments , and dependencies
progress
7. Reduce GPS signa l loss by 25% 2
► Uncommitted objectives provide the Uncommitted Objectives
capacity and guard band needed to 8. Demonstrate real-time rerouting
increase cadence-based delivery to avoid delays (e.g ., accident , 5
reliability construction)
Notes:

Activity: "We just don't see much business

value in it. .."
~rj)
~~
► Step 1: Consider the following scenario:
Your team is at breakout session on Day 2. Business Owners ranked a
Pl Objective of "Building batch processing mechanism for indexing " as 2
and requested that you move it to uncommitted objectives , while in fact Objectives for Pl 1 BV AV
this function provides a critical architectural enablement to the entire
1. Show routing calculations between
program in this Pl. The team is clearly disappointed and concerned that the 5 most frequent destinations 10
an important technical item is ranked so low. "Wejust don 't see much 2. Navigate autonomously from
distribution center to the most 8
business value in it," said the VP of Product. frequent destination
4. Retum to the distribution center
► Step 2: Considering the role of the Scrum Master, discuss: after delivery
10
6. Recall a delivery that is already in
How would you solve the problem? progress
7. Reduce GPS signal IOSSby 25% 2
What tools or techniques would you use in order to come to a solution? Uncommitted Objectives
8. Demonstrate reaHime rerouting
to avoid delays (e.g., accident,
► Step 3: Be prepared to share with the class. construction)
SCALED AGILE · Cl Scaled Ag ile. Inc. 136
Notes:

Final plan review
Teams and Business Owners peer-review all final plans.
Final plan review agenda :
1. Changes to capacity and load
2. Final Pl Objectives with

business value
3. Program risks and impediments

4. Q&A
Used with p#tml/SSKXIof SEI Global Wealrh ServJCes
Notes:
Building the final plan
► Final plans are collected at the

front of the room
► Final plans are reviewed

by all teams
► Business Owners are asked

whether they accept the plan
► If so, the team's plan and program

risk sheet are brought to the front
of the room
► If not, the plans stay in place and

the team continues planning after
the review
Notes:

Addressing program risks
After all plans have been presented, remaining

program risks and impediments are discussed
and categorized using ROAM:
Q esolved G) wned
► Resolved: Has been addressed; no longer
a concern
► Owned: Someone has taken responsibility
► Accepted: Nothing more can be done; if risk

occurs, release may be compromised
► Mitigated: Team has plans to adjust as

necessary
Notes:
Confidence vote
After dependencies are resolved and risks are addressed , a confidence vote is taken at the Team and the
entire ART.
,,.u
,P..I
• • I
No confidence
A commitment with two parts:

Little confidence Good confidence
1. Teams agree to do everything in their power to meet the agreed-to objectives

High confidence
'
Very high confidence
2. In the event fact patterns dictate that objectives are not achievable, teams agree
to escalate immediately so that corrective action can be taken
Notes:

Plan rework if necessary
What happens if there is low confidence? Rework!
No confidence Little confidence
The Pl Planning timebox:

• Just as the Iteration Planning meeting is timeboxed, so is the Pl Planning meeting.
Leaving the two-day planning meeting without a committed plan is not an option .
Teams stay to rework their plans and 'ROAM' their risks and impediments .
Notes:

Activity: Being proactive about the

confidence vote
~rj)
~~
► Step 1: As a team, explore the key factors

that impact the team's confidence vote
►
Outside the team
Step 2: Create a list of action items that you,
as a Scrum Master, would consider to
proactively enable a high confidence level on
your team
► Step 3: Present the list of actions to the class Within the team
- Hint: Split the sheet into four quadrants and explore

action items in each quadrant.
Notes:

Run a planning meeting Retrospective

The Pl Planning meeting will evolve over time . Ending with a Retrospective will help it continuously improve .
The planning meeting

retrospective
1. What went well
2. What didn't
3. What we can do better

next time
Add the action items to your Program Backlog and take action
Notes:
Moving forward
The moving forward portion describes what happens after Pl

Planning ends .
► Capture objectives and Stories in Agile project management

tooling
► Aggregate Team Pl Objectives to Program

Pl Objectives
► Set scrum of scrum cadence , release management team

cadence , System Demo cadence , etc.
► Refine Program Backlog and prepare for next Pl Planning

events
► Summarize changes to engineering practices
► Clean up the room
Notes:

4.4 Execut e th e Progr am In cr em ent
SCALED AGILE .
Notes:
ART events
ART events create a closed-loop system to keep the train on the tracks.
AR1:Sync
:; ARTevents
---=--
••
•===• ,--------!---------,
Scrum of Scrums
, u•
I PO Sync
Team events
1lhll11t U1 e lll t
1h11 I 1h11 U1 UI
• Pl I
1h11
Iteration
Daily
Stand-up
Planning m Planning Iteration
Review
~
Iteration
Backlog
Retro
Refinement
•~
Inspect & Adapt • • ''
1 1
: I Planning
SCALED AGILE · Cl Scaled Ag ile. Inc. 146
Notes:

ART Sync is used to coordinate progress
ARTs coordinate dependencies through sync meetings .
•
•••
II. till ----------------------
14ili¢1
' ------------------ ------
11111
1111
1
uu
Scrum of Scrums PO Sync
► Visibility into progress and impediments ► Visibility into progress, scope , and priority
adjustments
► Facilitated by RTE
► Facilitated by RTE or PM
► Participants : Scrum Masters , other select
team members , SMEs if necessary ► Participants: PMs, POs, other stakeholders ,
and SMEs as necessary
► Weekly or more frequently, 30 - 60
minutes ► Weekly or more frequently , 30 - 60 minutes
► Timeboxed and followed by a meet-after ► Timeboxed and followed by a meet-after
Notes:
Demo the full system increment every two weeks
► Features are functionally u•

complete or 'toggled' so as not
to disrupt demonstrable •
1h11
functionality
~
►
►
New Features work together
and with existing functionality
Follows the teams' demo (may

,.__.....,~;:••
-:.:::::~-. I ~
er
Full system
1h11 /
lag by as much as one Iteration,
maximum)
System
team
► Demo from a staging
environment, resembling
production as much as possible
Ir
Notes:

Discussion: "You let us down ..." ~rj)

~~
► Step 1 : Consider the following

scenario:
- This time the System Demo did not
happen. All teams that had new
product functionality merged their
changes ; your team was the last to
merge, and the process didn 't go •
•• u ___ _
well. You have nothing to show at the .. .. • y,i;
1h11 , / Full system
demo and other Scrum Masters are
,., . '5'&.
looking at you and judging you . .. '°.o
► Step 2: Discuss as a team: •

1111
1
o-?,,.
~--~
System
team
- From a Scrum Master perspective,
what would you do?
Ir
Notes:

Innovation and Planning Iteration
► Innovation: Opportunity for

innovation spikes,
hackathons,
and infrastructure
improvements
► Planning: Provides for

cadence-based planning
► Estimating guard band for

cadence-based delivery
Notes:
IP Iteration calendar
Monday Tuesday Wednesday Thursday Friday
---
---
Buffer for leftover work
Fmal venf1cat1on and validation , and documentation (1freleasmg)
--- ----
Innovation
Pl planning readiness
10 ---- 11 --- 12
■
Pl pl anning
.
.
-- .
.
<OScaled Agile, Inc.

151
Notes:

4.5 Enab le team s to r elease value on d em and
SCALED AGILE .
Notes:
ARTs release value on demand
Continuous Delivery Pipeline

[ . . .····· ► ···· .. :-: .....
------
......... '('..:-; ..··· ► ······ . .-~.
~GJ.LEJlE.J.EAS.E.
r;,RAJR.
]
....... ~~· .. ·
. . . . . . . . . . ....
·..
. .. .. . . .<· ....... . ...
,,... ... ......... .,..
Continuous Continuous Continuous Release
Exploration Integration Deployment on Demand
Notes:

DevOps enables Continuous Delivery
-w
Release on Demand
• • • •
• ..t ················ ~ ..
Continuous
Exploration
........... ·~······
- •· -
·· ).
.~················ ,.....
Continuous
I. e• Integration
--
·"'··········· <·····
..t· ··············· ~ .....
Continuous
Deployment
·· ). ............~······
Pl ScaledAgile,Inc. PI
Notes:

Duration
Video: What is DevOps? ~

~
https ://vimeo .com/342037390/3a25026214
Notes:
Ir-vi
~
Video link: https://vimeo.com/342037390/3a25026214

Who is DevOps?
Operations
Busine ss
Maximum Maximum Working together for

Speed Stability speed and stability
Notes:
A CALMR approach to DevOps
► fulture - Establish a culture of shared

responsibility for development ,
deployment , and operations .
► Automation - Automate the Continuous

Delivery Pipeline .
► b_eanflow - Keep batch sizes small , limit

WIP, and provide extreme visibility.
► Measurement - Measure the flow through

the pipeline. Implement full-stack
telemetry .
► B_ecovery-Architect and enable low-risk
•
releases . Establish fast recovery, fast
-
reversion , and fast fix-forward .
Notes:

Separate deploy from release
► Separate deploy to production from release
► Hide all new functionality under feature toggles

Deploy
► Enable the ability to deploy and verify in
production and Release on Demand
Release
Notes:
Decouple release elements from the total Solution
► Different parts of the Solution require different release strategies
► Architect the Solution to enable the various strategies and to shift them
over time based on business demand
End-user functionality
(released every 2 weeks)
...,_ __ ...,__ Streamlet 1 ----- ---<'...iLit---lil--Ol-<ilt-11.....,a.--at- •
1.==---
J--+- Streamlet 2 ---- ~•---- -1•~ --IJ
Streamlet 3 --+-----4 1it- - -lil - ---l il- - -lil--t-- sack-office functionality
Streamlet 4 (released every month)
Solution Value 'streamlets' "" Entire solution

(major release
every quarter)
SCALED AGILE • Cl Scaled Agile.In c. 159
Notes:

Activity: Improving flow ~~

~~
► Step 1 : Find a partner and think

of three ideas that you can
implement as a Scrum Master to
Release on Demand
improve flow through the • • ••
Continuous Delivery Pipeline and ·
4:•······· ···· ··· ·~ --..
Continuous ·· ..
DevOps ·;,
Exploration
.............,.....··
·
:,·············•.........
.
► Step 2: Find a new partner and ·• Continuous
Integration
share the three ideas you've had · ,-.......
_4:···········
. <· ••.
· ···• <if·,....
with each other :·
:....
Continuous
Deployment
·..
__•.:
.., .............,.....•·
► Step 3: Prepare to share ideas Pl Pl
with the class.
Notes:

4.6 Prep ar e for the next PI Planning ev ent
4.6 Prepare for the next Pl Planningevent
SCALED AGILE .
Notes:
Key stakeholders prepare briefings
In preparation for Pl Planning, leadership creates a series of briefings to set context.
► Executive briefing: State of the business

and upcoming objectives
► Product Vision briefing(s): Vision and
top 10 Features
► Architectural Vision briefing: Vision for Feature

architecture, new architectural Epics,
common frameworks, and more Enabler
► Development context: Changes to standard
practices , new tools and techniques, and NFRs
more
Notes:

New Pl content should not be a surprise
Upfront presentation of content to the teams solves a lot of problems later during Pl Planning .
0
r 11 Facilitated by
•
1h11
Facilitated by
,,.. --
RTE SM
•. I-
II • u• ---
Product Management and Features are roughly split into Each PO presents initial Stories
other stakeholders refine Story-like chunks with POs to the team, looks for feedback,
Program Backlog big unknowns , etc.
Notes:

Lesson review
In this lesson you:
► Explained synchronized development with the Agile Release Train
► Discussed how to organized teams around the flow of value
► Explored how to ensure Pl Planning is successful
► Discussed Program Increment execution
► Explored how to enable the teams to released value on demand
► Explored how to prepared for the next Pl Planning event
Notes:

Lesson 4 notes

Lesson 5
Improving Flow with Kanban and
XP
5.1 Build your Kanban board
5.2 Measure and optimize flow
5.3 Build quality in
5.4 Foster engineering craftsmanship
5.5 Facilitate collaboration with Architects, System Team, and Operations

materials.

5.1 Build your K anb an bo ard
SCALED AGILE .
Notes:

Duration
Video: Designing your team's Kanban ~

system ~
https://vimeo .com/339425532/e05c067fbf
Notes:
Ir-vi
~
Video Link: https://vimeo.com/339425532/e05c067fbf

Kanban description
Primary aspects for applying Kanban in development:
► The progress of items is track by visualizing all

work
► Teams agree on specific WIP limits for each state

and change them when necessary to improve flow
► Policies are adopted to specify the management

of work
► Flow is measured
► Classes of service are used to prioritize work

based on the Cost of Delay (CoD)
Notes:
One team's initial Kanban board
2 6 4 2 8 6
Team Integrate
Backlog Analyze Review Build and test Accepted
Roady
◄ Average WlP and durat ion are measured fromth4tpoint ► C ScaledAgile, Inc.
work Is polledfrom the backloguntil it Is accepted.
Notes:

Applicability
► Kanban perfectly extends Scrum by

providing granular pull mechanisms that
drive more effective Iteration execution
► Kanban connects capacity-based

planning in scrum with a throughput-based
approach
-- -
► It helps improve Iteration outcomes 3
► It allows better visibility into the progress of
-
work based on the team-specific
workflow
Notes:

Activity: Build your own Kanban board ~~

~~
► Step 1: As a team, pick one

context from any of the team
members
e!::~ ' .
Analyie Review Build 1
.
;~7t:: Accepted
► Step 2: Build a team Kanban

board using the example
previously discussed
► Step 3: Present your board to

the class
Notes:

5.2 Measur e and optimiz e flo w
SCALED AGILE .
Notes:

Duration
Video: Kanban - Measuringand Improving ~

~
https://vimeo.com/339426416/cea70af581
Notes:
1~
~
Video Link: https://vimeo.com/339426416/cea70af581

Percent point accepted vs. points planned
The buffet rule: ''Take all you want, but eat all you take "
- Jay Packlick
Iteration productivity
Points accepted vs . points planned
200% --------------------
150% +--- ---- -----------------
2 3 4 5 6
Notes:

Discussion: Iteration KPls (key performance

indicators)
~i)
~~
► Step 1: As a team, discuss what KPI the example illustrates
► Step 2: Share with the class how you, as a Scrum Master, can
improve flow and predictability
Iteration productivity
Points accepted vs points planned
200% ~
150%
100%
0%
Notes:

Program execution Metrics: Pl burn-down chart

The Pl burn-down chart shows the progress being made toward the Program Increment timebox .
► The horizontal axis of the Pl Today

500
burn-down chart shows the
Iterations within the Pl 400
C
~
0
► The vertical axis shows the "O

C: 300
:5
aggregated amount of work (X)
~
_g
(Story points) remaining at the (f) 200
start of each Iteration for the

100
ART
► Iteration boundaries provide the 2 3 4 5
most meaning Iterations in the Pl
Notes:
Program execution Metrics: Cumulative flow diagram (CFO)

The CFD is made up of a series of lines or areas representing the amount of work in the different Kan ban
states .
70
60
cn 50 Funnel
Q)
,_
.3 40
co
Q)
U.. 30
20
10
0
Pl1-I1 Pl1-I2 Pl1 -I3 Pl1- I4 Pl1-I5 Pl1-I6
Notes:

Typical program measures in a CFO
► Lead time - The time a backlog item spends in the system after
it has been pulled from the backlog and before it is accepted.
► WIP in the system - The number of backlog items currently

in process (all items between funnel and done).
► Throughput - The number of items that can be finished per unit

of time.
Notes:
Reading cumulative flow diagrams
80
70
60
Cl) 50 F,mne
,._
Q)
i!ro 40
Q)
Lead time
U. 30
Backlog
WIP
2C
1C
Pl1-11 Pl1-12
-- Throughput
Pl1-13 Pl1-14 Pl1 - 15 Pl1-16
Notes:

Activity: Reading cumulative flow diagrams ~i)

~~
► Step 1: Review the two CFO example charts in your workbook. Write
down the following:
- What problems do you see?
- How do you know these are problems?
► Step 2: Be prepared to share with the class.
■ Done ■ Implementing ■ Backlog ■ Analysis ■ Funnel ■ Done ■ Implementing ■ Backlog ■ Analysis ■ Funnel
Notes:
Example 1
120
100
80
rn
~
.3 60
ro
Q)
LL
40
20
0
PI1 -1 1 PI1 -12 PI1 - 13 PI1 - 14 PI1 - 15 PI2 - 11 PI2 - I2 PI2 - 13 PI2 - 14 PI2 - 15 PI3-I1 PI3-I2 PI3-I3 PI3-I4 PI3-I5

Example 2
80
70
60
en so Funnel
~
2 40
ro
(l)
LL 30
20
10
0
PI1 - 11 PI1 - 12 PI1 - 13 PI1 - 14 PI1 -15 PI2 - 11 PI2 -12 PI2 - 13 PI2 - 14 PI2 -15 PI3-11 PI3- 12 PI3- 13 PI3- I4 PI3-I5

Classes of service to adjust flow
► Standard - Operate normally . Adhere to WIP limits .
► Fixed Date -Adhere to WIP limits . Must be pulled from the backlog early enough .
► Expedite - Can violate WIP limits . No more than one item at a time .
2 6 4 2 8 6
Team Integrate
Backlog Analyze Review Build and test Accepted
Notes:

Discussion: Classes of service ~i)

~~
► Step 1: Provide examples where the three classes of service would
apply in your context
► Step 2: Discuss what the potential sources of 'Fixed Date' and

'Expedite' items could be
Standard
Notes:

5.3 Build qu alit y in
5.3 Buildqualityin
SCALED AGILE .
Notes:
Built-in Quality
► Ensures that every increment of the

Solution reflects quality standards
► Is required for sustainably high

development velocity
Architecture & Design Quality
► Includes Continuous Integration, test-
first, refactoring, pair work, collective
ownership, and more (for software
quality practices mostly inspired by
XP)
► Is supported in hardware by
exploratory, early Iterations, frequent CIScalllGAo'e.ll'IC
system-level integration, design

verification, MBSE, and set-based
design
Notes:

Emergent design and intentional architecture
Every team deserves to see the bigger picture.

Every team is empowered to design its part.
► Emergent design - Teams grow the system

design as User Stories require
► Intentional architecture - Fosters team

alignment and defines the Architectural
Runway
A balance between emergent design and

intentional architecture is required for speed of
development and maintainability.
Notes:
Architectural Runway
► Existing code, components,

and technical infrastructure
needed to implement near-
1#1@::::
term features without Implemented """""'1.
liwWWI
excessive redesign and delay now ... ■
l#ftjjijrj ...to support
future Features
► Supports the continuous flow
of value through the
Continuous Delivery Pipeline
Architectural Runway
Notes:

Continuous code integration
Develop Commit
CI)
App Test End-To-End
Trunk Staging
Package Package Testing
00]
@
Notes:
Continuous system integration
Teams continuously integrate assets, leaving as little as possible to the System Team.
► Integrate every vertical slice of a

User Story
Agile Team 1 System Team
••
System
► Avoid physical branching for •• Demo
►
software
Frequently integrate hardware

Check ou t most
functionality
ml ♦ •
Mill
11
", Check newest
changes back in
branches Trunk •••

♦
► Use development by intention in I' Check in
each Story
case of inter-team dependencies

••
Mill
Agile Team 2
Always current
mainline increases
program velocity
Full system integration at
least once per Iteration
- Define interfaces and integrate first ;

then add functionality
Notes:

Traditional testing (V-Model) delays feedback
Notes:
Shift testing left for fast and continuous feedback
-➔ffil•@irffiiffll ...
. .. always testing ...
mmmmai
~
... always testing ...
w Test Code ... always testing ...
Notes:

Activity: Integration and ART velocity (part 1) @@

► Step 1: Each table team is assigned A or B
► Step 2: Each table team A is assigned a team B

partner table, not right next to each other
► Step 3: Each team will build its own component,

TeamA Team B
as shown in the picture. Use standard sticky builds
this part
bt1 Iris
ti S [',111
notes and the scissors at your table to build your

component
- Note: The partnered teams cannot communicate with
each other
Notes:

Activity: Integration and ART velocity (part 2) @@

► Step 4: Once your team is done building your components, put
them together for every pair of teams.
- What do the results look like?
- Is any rework required?
► Step 5: Based on what we 've just seen , what impact does late
cross-team integration have on the program's velocity?
Notes:

Refactoring
Refactoring allows teams to maintain high velocity.

► It is impossible to predict
requirements or design in detail
Maintainability Simplicity
► Refactoring allows teams to quickly
correct the course of action
► Emergent design is impossible

without continuous refactoring
► Most User Stories will include some

refactoring effort
► If technical debt is big-teams track

and implement as separate backlog Future value Clarity
items-then it's time to refactor
SCALED AGILE · Cl Scaled Agile. Inc. 192
Notes:
Pair work
Pair work improves system quality, design decisions, knowledge sharing, and team velocity.
► Pair work is:
- Broader and less constrainingthan pair

:.:. Define any
interfaces .
programming
- A collaborativeeffort of any two team
:. Implement the
interfaces .
Try to integrate .
I
members: dev/dev, dev/PO, dev/tester,
►
etc.
Team members spend 20% to

:.:. Resolve integration
conflicts . Plan for
first cut of logic .
►
80% of their time pairing
Pairs should be spontaneous and

:. Code the logic .
Try to integrate . I
Example User Story
purposefully rotate over time implementation flow
and so on ...
Notes:

Collective ownership
► Addresses bottlenecks , increases velocity, and encourages

shared contribution
► Fosters Feature orientation .
► Is supported by:
Design simplicity
Communities of practice
Pair work
Joint specification and design workshops
Frequent integration of the entire system
Standards
► Collective test ownership is even more important. It Agile Team

facilitates shared understanding of system behavior.
Notes:

Activity: Facilitate the adoption of integration

and testing
~rj)
~~
► Step 1: Identify current problems

in your team 's experience
with integration and test
automation.
• -·
► Step 2: Build a realistic plan for
enhancing your team 's integration
llim • •--
..
Aal.. T-z -- I "
-.,..Q.ff9111
~WIO(:ity
.. 86,idffiibNN
and testing ability. ~
~ ... atwaystestlng..
► Step 3: Discuss: How does this

11111m
plan connect with the team 's
definition of done?
Notes:

5.4 Fo ster en gin eer ing cr aftsm an ship
5.4 Fosterengineeringcraftsmanship
SCALED AGILE .
Notes:
Foster adoption of technical practices
A Scrum Master facilitates the adoption of technical practices .
► Helps the team mature in its definition of done
► Creates transparency and urgency around continuous system

integration
► Encourages small , automated acceptance tests at the beginning

and evolves from there
► Encourages team members to coach each other in TDD , BOD ,

refactoring
► Helps the team adopt a 'thinking backward ' approach: What is the
expected behavior of the functionality that we are about to code?
► Helps facilitate the power of human-readable acceptance tests
► Encourages pairing and peer review
Notes:

Encourage learning
Scrum Masters create an environmentfor continuouslearning.

Learning is not compulsory ... neither is survival.
-W Edwards Deming
Short presentations to the team
Book and Coffee Break • Discussions of new topics over coffee
~ Coding in front of a group
Communit ies of Practice • Self-organizing groups to build knowledge
Miil:Hif
f:H•iiiii+• Learn more with the Agile Software Engineering course
SCALED AGILE · CI ScaledAg1le. lnc. 198
Notes:
Encourage learning: Inside-Outs
Frequency: Once every 1 - 2 Iterations

A team member prepares
a short presentation or Duration: 30 - 60 minutes
flip chart talk for their
team. Example: We will soon start using Hibernate for data
persistence . John has experience and is willing to share his
knowledge.
Help kick-start the first 2 - 3 Inside-Outs and help participants prepare
Maintain the Inside-Out schedule
Invite shared resources (System Architect, User Experience, infrastructure, etc.) or people
from other teams to discuss useful topics
Notes:

Encourage learning: Book and Coffee Breaks
Frequency: 2 - 3 times per Iteration

A normal coffee break
with 3 - 4 people
discussing a book on a Duration: 15 - 30 minutes
new technology , practice,
or domain topic that the Example: The team is about to build its first crawler and
team is trying to master. Andrew reads them some excerpts from Soumen
Chakrabarli 's book Mining the Web .
Lead a few BCBs and acquaint people with the format
Notes:
Encourage Learning: Coding Dojo
Frequency : Once every 1 - 2 Iterations

A session where developers and/or
automated test engineers gather to discuss
programming and testing challenges . One
or two people sit at the computer and
project onto a screen . As they code , people
comment out loud . After 5 - 8 minutes , Duration: 60 - 90 minutes
people rotate .
Arrange facilities and equipment
Help brainstorm fun , challenging exercises (could be a spike , a script for retrieving data, or
even code in one of the main modules)
Be sure to encourage variety and introduce different exercises
Similarly , testers will enjoy learning how to write test scripts
Notes:

Encourage Learning: Communities of Practice
Frequency: Once every 1 - 2 Iterations
Communities of practice Duration : 30 - 60 minutes

are self-organizing
groups that form to Format: Any of the formats previously discussed (Inside-Out,
discuss new topics , BCB, Dojo)
challenges , and best
practices . Example : An automated testing CoP gathers to attend Ivan 's
presentation on creating FIT tests for complex branching
scenarios .
Work with other Scrum Masters and the Release Train Engineer to create and maintain the
CoPs
Your role Unite people from different teams in the program around the same process objectives or
activities (e.g. unit testing , automated acceptance testing , system design , infrastructure,
deployment , etc.)
Notes:

5.5 F acilit ate collab oration with Ar chit ect s, Syst em T eam, an d Op er ation s
5.5 Facilitatecollaborationwith Architects,System

Team, and Operations
SCALED AGILE .
Notes:
System Team, Architects, Operations
System Architects - Provide architectural guidance to teams,

collaborate on new technical research, address technical questions
from team members
System Team - Assist the ART with frequent system integration

and testing and development infrastructure support
Operations - Enable the Continuous Delivery Pipeline through

infrastructure and process support
Notes:

Discussion: Collaboration with special teams @@

► Step 1: Consider the following events:
- Pl Planning
- Iteration Execution
- System Demo
► Step 2: Determine what kind of collaboration

with Architects, System Team, and Operations
would be useful in your context

Notes:

Lesson review
In this lesson you:
► Built your Kanban board
► Measured and optimized flow
► Explored building quality in
► Discussed fostering engineering craftsmanship
► Facilitated collaboration with Architects, System Team, and

Operations
Notes:

Lesson 5 notes


Lesson 6
Building High-Performing Teams
6.1 Foster collaboration on the team
6.2 Facilitate cross-team collaboration
6.3 Build trust with stakeholders
6.4 Develop team skill sets
6.5 Build an improvement Roadmap

materials.

6.1 Fo ster co llabor ation o n the team
6.1 Fostercollaborationon the team
SCALED AGILE .
Notes:
Collaboration
Rather than moving in defined, highly structured stages, the real

process is born out of the team members' interplay.
- Hirotaka Takeuchi and lkujiro Nonaka
► Simply following Scrum (or Lean-Agile) processes doesn't make an Agile

Team a team
► Poor collaboration often leads to:

- Low velocity
- Poor product quality
- Low morale, low engagement , lack of commitment , poor working environment ,
and lack of trust
- Missed commitments and poor results
Notes:

Fostering collaboration
Fostering collaboration is one of the most important tasks of a Scrum Master.
Weak collaboration often exists:
► Between developers and testers (late testing,

poor quality, low velocity)
...-..ii
► Among developers (technical debt, poor
knowledge sharing , too much WIP) (
► Between the PO and the rest of the team
(unnecessary rework due to misunderstood
acceptance criteria, low velocity)
► With other teams (uncontrolled dependencies,

sense of false progress)
SCALED AGILE · Cl Scaled Agile. Inc. 209
Notes:

Discussion: Collaboration on your team ~~

~~
► Step 1: Consider your actual

team environment:
- What examples of collaboration
would be helpful in your
environment beyond basic Scrum
events?
- What problems would it solve?
► Step 2: Be prepared to share

with the class
Notes:

6.2 F acilit ate cro ss-team collabo ration
SCALED AGILE .
Notes:
Collaboration across teams is key
Agile Release Trains are built with a goal in mind: to foster team
alignment and collaboration.
CustomerCentriclty Continuous Delivery Pipeline ESSENTIAL

Business• I ........, ...... ...... , ),
Owners ...
@
Aglle
•
•
System
•
II
Product
00
Design Thinking
Product A rch/Eng Mgmt
Delivery PIO!ljK IIYH Sys-0...-
'. D.- •11-

XP __
RTE
•hK ....
AglleTeam, Scrum •lltWo

Team and
Technical
Agility ~
.\
Product
• °"""'
"'
Scrum
Masler
Business I Dev I Ops 1Support
lean-Agil e Leadenihip
Notes:

Activity: Cross-Team Collaboration ~i)

~~
► Step 1: Read the following scenario:

- Pl Planning resulted in quite a few dependencies with other teams, some of which have to
be fulfilled in the same Iteration . One dependency occurs in Iteration 2. As Iteration 2
approaches , the team feels increasingly uncomfortable about being able to accomplish this
critical dependency, because another team has to provide their own part of the functionality
first.
► Step 2: As a team, brainstorm possible solutions to the problem.
► Step 3: Using a flip chart sheet or a whiteboard, capture at least two solutions.
In each case, think about what would be some advantages or disadvantages.
► Step 4: Share with the other teams as you walk around the room.
Notes:

6.3 Build tru st with st akeho lders
SCALED AGILE .
Notes:

Discussion: Building trust ~i)

~~
► Step 1: Consider the scenario:

- Agile doesn 't work without trust. However, you haven 't been able to establish a
relationship of trust with Product Management. They require frequent status reports
about your team 's current Stories. The relationship is clearly broken.
► Step 2: Discuss:
- What specific activities in SAFe do you think would help you establish trust with
these stakeholders?
- What adjustments (if any) would you make to leverage those activities to build
maximum trust?
Notes:

6.4 D evelop team skill set s
6.4 Develop team skillsets
SCALED AGILE .
Notes:
Help team members develop new skills
Narrow specialization of skills on the team is not

supportive of any fluctuations in flow.
► Consider moving from an /-shaped skill set

model to a T, or even an E-shaped skill set I, T, E?
► T-shaped example: A Java developer can do
a bit of DB development, a bit of configuration
management, and has rudimentary
knowledge in building web UI
► E-shaped example: A Python developer, who

also knows Java very well, is deep into SQL
and databases
Notes:

Discussion: Developing skills ~~

~~

- What opportunities for building
T-shaped skill sets would you
consider?
- How would you achieve that?
- Would you take on building
E-shaped skill sets or is that too
much to accomplish?
► Step 2: Be prepared to share

with the class.
Notes:

6.5 Build an improv em ent Roadm ap
6.5 Buildan improvementRoadmap
SCALED AGILE .
Notes:
What are communities of practice?
Communities of practice are groups of people who share a common concern or a passion
for something they do and learn how to do it better as they interact regularly.
- Etienne Wenger, Communities of Practice : Learning, Meaning, and Identity
Domain
An area of
shared interest
Practice
Shared knowledge
and experiences
Community
I
A group of individuals
L_
with a shared passion
I
about a topic I
- _)
L-----
Notes:

Benefits of CoPs
Short -term value Long-term value

Benefits to the Improves business outcomes Develops organizational Capabilities
organization • Arena for problem-solving • Be able to execute a strategic plan
• Quick answers to questions • Gain credibility with clients
• Reduced time and costs • Increase retention of talent
• Improved quality of decisions • Exploit unplanned Capabilities
• More perspectives on problems • Enable competitive benchmarking
• Coordination /synergy across units • Leverage advances in technology
• Harness the power of social networks
Benefits to Improves exper ience of work Fosters professional development

community members • Help with challenges • Forum for expanding skills/expertise
u• ,:.
• Access to expertise • Network for staying current
• Improved contribution to the team • Enhanced professional reputation
....
•• • Increased confidence in approach
• Fun of being with colleagues
• More meaningful participation
• Increased marketab ility
• Strong sense of professional identity
• Sense of belonging
Notes:

Activity: Improvement Roadmap ~rj)

~~
► Step 1: Build an improvement

Roadmap for your team for the
next Pl
► Step 2: Share with the class:

- What new practices would you adopt
and advance?
- How could Communities of Practice
(CoP) help?
- How does your Roadmap relate to
the team's definition of done?
Notes:

Lesson review
In this lesson you:
► Fostered collaboration on the team
► Facilitated cross-team collaboration
► Discussed how to build trust with stakeholders
► Explored developing team skill sets
► Built an improvement Roadmap
Notes:

Lesson 6 notes


Lesson 7
Improving Program Performance
7.1 Explore the Inspect and Adapt process
7.2 Apply a Problem-Solving Workshop

materials.

7.1 Exp lore the In spect and Ad apt pr ocess
SCALED AGILE .
Notes:
Inspect and Adapt event: Overview
Three parts of Inspect and Adapt:
1) The Pl System Demo I i
J...!¾
) Problem-solving workshop ,e. ..::..
·~· -·---=--·=--c--=
_...L
-= ~
Timebox: 3 - 4 hours per Pl
Ll=:.::::.:::.IEIIIED!E!!
~~-=iii!fiis
Attendees: Teams and stakeholders
Notes:

Pl System Demo
► At the end of the Pl, teams

demonstrate the current state of
the Solution to the appropriate
stakeholders.
► Often led by Product Management,

POs ,
and the System Team
► Attended by Business Owners,

program stakeholders, Product
Management, RTE, Scrum
Masters, and teams
► Suggested timebox: 45-60 minutes
Notes:
Team performance assessment
► All teams ' Pl Objectives were assigned Team Pl Performance Report

a business value from 1 to 10. -- 1
ObjK1ive1fo r Pl 3 "':' -::;-
► Review and rate your Pl achievements:
- How well did you do against your stated
·-__
·=:=...,.
-- -·,.....,
"'-...
..,
1
... ............
• ......_ ____ I
1
objectives , including timel iness , content , and
,,,_,_..,..,._ -
qual ity?
- Rate on a scale of 1 to 10, 10 being max total

... .... _-=..
~~
......,·-
bus iness value .
~
- -
► Average these across all objectives and Program Predictability Measure
give yourself a program percent
achievement score.
► Suggested timebox : 45 - 60 minutes
Notes:

Team Pl performance report
► Planned total does not include uncommitted objectives
► Actual total includes uncommitted objectives Busin .ss Va lue

,.-----, ,-----
Objectives for Pl 3
► Percent ach ievement equals actual total/planned total • Structured IOC1tionsand
-Plan
7
--., 7
validation of locations
• Build and demonstrate a proof
► A team can achieve greater than 100% of concep t for context images
• Implement negative triangulation

(as a result of uncommitted objectives achieved) by: tags, companies and people
10
► Effort required for uncommitted objectives is included • lndeK 1.2 billion more web pages 10
in the load (i.e., not extra work the team does on • Extract and b\Jild URL abstraru
Uncommitted Objectives
weekends) • Fuuy search by full name
• Improve tag quality to 80%

relevance
► Individual team totals are rolled up into the program Total5 : 50 45
predictability report % Achievement : 90%
Notes:
Program performance metrics
► Summarize and discuss any other program Functionality
Metrics that the team has Program veloc ity
agreed to collect Predictabi lity

measure
---
# Features planned
► Suggested timebox: 45 - 60 minutes # Features accepted
# Enablers planned
# Enablers accepted
# Stories planned
•••
# Stories accept ed
Quality
--
Unit test coverage %
Defects
---
Total tests
% automated
# NFR tests
Notes:

7.2 Apply a Prob lem-Solvin g W orksh op
7.2 Apply a Problem-SolvingWorkshop
SCALED AGILE .
Notes:
The problem-solving workshop
► Teams conduct a short

retrospective
► Then systematically address

the larger impediments that
are limiting velocity
i
NFRs
Notes:

Build the problem-solving board
l . Original 4. Restate
People Process prob lem problem
5. Brainstorm solutions
2. Root cause
Analysis
3.Biggest root 6. Identify improvement

cause backlog items
Tools Program Environment
Notes:
Agree on the problem to solve
► Clearly stating the problem is key to problem

identification and correction
► You must define the undesirable problem or

situation, so that everyone involved in the
countermeasures understands
► A clearly defined problem focuses your

investigation efforts and saves time. Honest effort
at careful definition will avoid the "ready, fire, aim"
approach that is so common in problem-solving
► A problem that is not well-defined may result in

failure to reach the proper countermeasure
Notes:

Anatomy of a well-defined problem
Think about the What, When, Where, Frequency, and any gaps
• •
We discovered three significant design problems in the October deployment
of the new EMV vehicles at the Thrills Amusement Park.
• •
The design flaws caused us to recall the vehicles and invest three months
in materials, redesign, and testing. We delivered late, paid substantial
penalties, and lost credibility with the customer .
Concept contributed by Beth Miller
Notes:

Duration
Activity: Agree on the problem ~

~
► Step 1: Review the systemic impediments

you identified in previous lessons
► Step 2: Pick one problem to work on at your

table or in affinity groups
► Step 3: Agree on a clear problem statement

- Note: Don't worry about a well-formed problem or
impact statement.
Notes:

Root cause analysis (fishbone or Ishikawa) diagram
The main 'bones'

represent typical
sources of problems
Cause of in development.
cau se of
cause 1
Cause of
cause 1
Cause 1
Problem to solve
Notes:
Finding the root cause: The 5 Whys
By repeating why five times, the nature of the problem, as well as its solution, becomes clear.
- Taiichi Ohno
► A proven problem-solving technique used to explore the cause-and-effect
relationships underlying a particular problem
► The key is to avoid assumptions and logic traps
► Instead, trace the chain of causality in direct increments from the effect to a root cause
l The Problem: My car will not start.

Why? - The battery is dead (first why). ~
wHY?!?
Why? - The alternator is not functioning (second why) .

Why? - The alternator belt has broken (third why) .
Why? - The alternator belt was well beyond its useful service life (fourth why).
n
Why? - I have not been maintaining my car according to the recommended service schedule
(fifth why, the root cause) .
Notes:

Duration
Activity: Root cause analysis ~

~
► Step 1: Brainstorm potential causes of the problem and write them
down under the Root Cause Analysis heading on the problem-
solving board
► Step 2: For each cause identified , use the '5 Whys' technique to
get to a potential root cause
Cluseof
causeof
-
cause 1 Cause of
cause1
Notes:

Pareto analysis: Identify the biggest root cause
► Pareto analysis, also known as

the 80/20 rule, is a statistical
decision technique used to
narrow down the actions that 10~-----------~
9t----------------i
produce the most significant 8 t-.------------- ---i
overall effect 7
6 ------------ -----< Votes
- ----------t -
► It uses the principle that 20% of
root causes can cause 80% of
problems
Cause Cause Cause Cause Cause Cause
► It's useful where many possible 1 2 3 4 S 6
sources and actions are

competing
Notes:
Vote on root causes
Cause of
ca use of
ca use 1 Cause of
ca use 1
Cause 1 **
Notes:

Duration
Activity: Restate the new problem @ '

-
► Step 1: Dot vote to identify the biggest problem on your chart
► Step 2: Use Pareto analysis to visualize the biggest root cause
► Step 3: Succinctly restate the problem to address the identified

root cause
Example: We did not have the ability to measure or test the full electrical load on vehicles in
real operating conditions.
Impact: We had to upgrade the deployed power distribution system beyond what was specified ,
resulting in major cost and schedule overrun .
Notes:

Brainstorm solutions
► Generate as many ideas as

possible
► Do not allow criticism or

debate
► Let the imagination soar
► Explore and combine idea
Notes:

Duration
Discussion: Brainstorm solutions @ '

-
► Step 1: Individually brainstorm

and write ideas on sticky notes
► Step 2: After all ideas are

captured, discuss them as a
team
► Step 3: Organize ideas into

affinity groups
Notes:

Duration
Discussion: Identify improvement backlog ~

items ~
► Step 1: Using dot voting, agree on the top three most viable
solutions
► Step 2: Be ready to discuss with the group
Update our
Dot Voting simulator
.. INFRs
Progr am
iJ
NFRs
Team
Ba c klog Backlog
Review designs with
external consultant
Notes:

Lesson review
In this lesson you:
► Explored how to improve program performance using an Inspect

and Adapt event
► Experienced a problem-solving workshop
Notes:

Lesson 7 notes


Lesson 8
Becoming a Certified SAFe
Advanced Scrum Master
8.1 Becoming a Certified SAFe Professional

materials.

8.1 B eco ming a C ertif ied SAF e Profession al
Make the most of your learning
Access the SAFe Community Platform

Manage your member profile , continue your learning with toolkits and videos,
and access communities of practice and the member directory
Prepare Yourself
Extend your SAFe knowledge and prepare for certification with your learning
plan, course workbook, study materials, and practice test before your exam
Become a Certified SAFe Professional

Demonstrate your validated knowledge, skills, and mindset to participate in
SAFe methods
Showcase Your SAFe Credentials

Use your digital badge to view global insights, track market labor data, and
see where your skills are in demand
Notes:

Duration
Video: Become a Certified SAFe ~

Professional ~
Continue to build on the foundation

of SAFe learning you began in class
by studying and taking the
certification exam.
Earning this certification

demonstrates and establishes your
new knowledge.
Certification details at:

https ://vimeo .com /307578726
https://www.scaledagile.com/certifica
tion/about-safe-certification/
Notes:
Ir-vi
~
Video link: https://vimeo.com/307578726
About SAFe certification: https://www.scaledagile.com/certifications/about-safe-

certification/

Duration
Video: Welcome to the SAFe Community ~

Platform ~
Want to learn more about the next

steps on your SAFe Journey?
Access the SAFe Community

Platform and discover all the
SAFe resources available for your
use!
https ://vimeo .com /20187731 4
Notes:
1~
~
Video link: https://vimeo.com/201877314

Certification Exam Sample Questions
These sample questions provide examples of the format and type of questions to
expect on the exam (these are not the actual exam questions). Performance on the
sample questions is NOT an indicator of the performance on the exam, and it should
NOT be considered an assessment tool. A web-enabled version of the sample
questions are now available in a flashcard style format (internet required). Use the
link below to access the sample question bank and begin preparing for certification.
To get started:
1. Click the link below
2. A browser window will open with the sample questions site
3. Click "Start"
4. Use the left-side menu to scroll and select your course
5. Click "Start" to access the sample questions
Sample questions: http://bit.ly/3aqpP4O

Lesson 8 notes

Appendix 1
Glossary
SAFe Glossary:
~
~
Visit the Scaled Agile Framework site (scaledagileframework.com/glossary) to

download glossaries translated into other languages

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®

SAFe® Course Attending this course gives students

. . . . . Become a Certified SAFe Professional

. ... . Access SAFe Content and Tools

. ... . Showcase SAFe Credentials

SAFe®for Lean Enterprises Full Configuration

Organizational Enterprise Government C:

Solution LARGE SOLUTION

STE SolutionBacklog SOLUTION

SAFe®for Lean Enterprises Portfolio Configuration

Organizational Enterprise Government 0 0RTFOLI □

Business I Dev I Ops I Support 1- 1 Core

SAFe®for Lean Enterprises Large Solution Configuration

Customer Centricity Continuous Delivery Pipeline ESSENTIAL

Technical Backlog ----.

SAFe®for Lean Enterprises Essential Configuration

Business I Dev I Ops I Support

SolutionEngineering andSuppliers LiveSystems

• Cont inuously exp lore, integrate, dep loy, and innovate

SAFe®Implementation Roadmap Business results

Leading SAFe• for

- SCALED AGILE '

SAFe® Courses and Certifications

Privacy Notice .......................................................................... 1

i | © Scaled Agile, Inc.

ii | © Scaled Agile, Inc.

1 | © Scaled Agile, Inc.

2 | © Scaled Agile, Inc.

SCALED AGILE · Cl Scaled Agile . Inc.

4 | © Scaled Agile, Inc.

► Step 1 : Find someone you don't

► Step 3: Team up with another

SCALED AGILE • Cl Scaled Agile . Inc.

► Lesson 1: Exploring the Scrum Master Role in SAFe

► Lesson 3: Exploring Agile and Scrum Anti-Patterns

► Lesson 5: Improving Flow with Kanban and XP

► Lesson 6: Building High-Performing Teams

► Lesson 8: Becoming a Certified SAFe Advanced Scrum Master

SCALED AGILE · Cl Scaled Agile . Inc.

5 | © Scaled Agile, Inc.

6 | © Scaled Agile, Inc.

SAFe® Course Attending this course gives students access to the

7 | © Scaled Agile, Inc.

1.1 Exp lore Scru m M ast er ch alleng es in th e Enter prise

1.1 Explore Scrum Master challenges in the Enterprise

8 | © Scaled Agile, Inc.

Discussion: Challenges that require

► Step 1: Brainstorm team challenges that require facilitation and that

► Step 2: Write those challenges on sticky notes and save them. We

► Step 3: Share a few of the challenges with the class.

SCALED AGILE · Cl Scaled Agile.Inc. 6

9 | © Scaled Agile, Inc.

Characteristics of an effective Agile Team

► Displays the Lean Enterprise competency of Team and Technical Agility

► Is able to reliably deliver

► Makes process visible to its team members and to stakeholders

► Collaborates to achieve Iteration goals and Pl Objectives

► Produces consistent , high-quality increments of value

► Sustains a predictable pace of development