SAFe For Teams

®
SAFe for Teams

Establishing Team Agility for Agile Release
Trains
5.0.1
SAF e® C ourse - Attending this course gives students acc ess to the SAF e Pr acti tioner exam and r elated prepar ati on materials .
5.0.1
SAFe® Course - Attending this course gives

students access to the SAFe Practitioner exam and
related preparation materials.
Digital Student Workbook
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For personal use only - Yunxiang Long - Apr 19, 2020 (ID:0050W000007ExpxQAC)
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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® Pr acti tioner exam and r elated prepar ati on materials .
Table of Contents
Privacy Notice .......................................................................... 1
Digital Workbook User Guide................................................... 2
Lesson 1: Introducing SAFe ....................................................... 5
1.1 Connect with the Scaled Agile Framework ........................ 6
1.2 Explore Lean, the Agile Manifesto, and SAFe
Principles ............................................................................... 16
1.3 Identify Scrum, Kanban, and Quality Practices ................ 31
Lesson 2: Building an Agile Team ............................................ 39
2.1 Build your team ................................................................ 40
2.2 Explore the Scrum Master and Product Owner roles ....... 50
2.3 Meet the teams and people on the train .......................... 53
Lesson 3: Planning the Iteration ............................................... 59
3.1 Prepare the backlog ......................................................... 60
3.2 Plan the Iteration .............................................................. 70
Lesson 4: Executing the Iteration ............................................. 85
4.1 Visualize the flow of work................................................. 86
4.2 Measure the flow of work ................................................. 88
4.3 Build quality in.................................................................. 90
4.4 Continuously integrate, deploy, and release .................... 95
4.5 Improve flow with communication and
synchronization .................................................................... 103
4.6 Demonstrate value ......................................................... 107
4.7 Retrospect and improve ................................................. 110
Lesson 5: Executing the PI ..................................................... 117
5.1 Plan Together ................................................................ 118
i | © Scaled Agile, Inc.
5.2 Integrate and demonstrate together ............................... 139
5.3 Learn together ................................................................ 142
Lesson 6: Becoming a Certified SAFe Practitioner ................. 149
6.1 Becoming a Certified SAFe Professional ....................... 150
Glossary ...................................................................................... 155
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. 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.
For additional assistance in annotating your digital workbook, please refer to the
tutorials and support articles for the PDF reader of your choice.
Q: What other features are included in the digital workbook?
A: Action plan slides are followed by editable digital action plan worksheets. 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 resources on the Scaled
Agile Framework website, like the Implementation Roadmap and course certification
pages.
Q: How do I fill out the action plan in my digital workbook?
A: To add text to a blue text field, click within the blue box and type. Remember to
save your workbook to your personal computer to save any content you may have
added.
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 letter
sized and full color, so make sure to adjust your printing preferences accordingly.
Logistics
► Class times
► Breaks
► Lunch
► Restrooms
► Accessing Wi-Fi
► Working agreements
SCALED AGILE • Cl Scaled Ag ile . Inc .
Notes:
Course goals
At the end of this course you should be able to:

► Apply SAFe to scale Lean and Agile delivery in your Enterprise
► Know your team and its role on the Agile Release Train
► Know all other teams on the train, their roles, and the dependencies between
teams
► Plan Iterations
► Execute Iterations and demonstrate value
► Plan program increments
► Integrate with and work with other teams on the train
SCALED AGILE · Cl Scaled Agile . Inc.
Notes:
Course map
► Lesson 1: Introducing SAFe
► Lesson 2: Building an Agile Team
► Lesson 3: Planning the Iteration
► Lesson 4: Executing the Iteration
► Lesson 5: Executing the Program Increment (Pl)
► Lesson 6: Becoming a Certified SAFe Practitioner
SCALED AGILE • Cl Scaled Agile.Inc.
Notes:
Activity: Introducing the SAFe Practitioner Action Plan
► Step 1: In your workbook you

will find the SAFe Practitioner
Action Plan
► Step 2: At the end of each

lesson, you will have an
opportunity to add ideas,
insights, and improvement
items as a takeaway from
each of the lessons
SCALED AGILE · Cl Scaled Agile.Inc.
Notes:
Lesson 1
Introducing SAFe
Learning Objectives:
1.1 Connect with the Scaled Agile Framework
1.2 Explore Lean, the Agile Manifesto, and SAFe Principles
1.3 Identify Scrum, Kanban, and Quality Practices
SAFe® Course Attending this course gives students access to the

SAFe® Practitioner exam and related preparation materials.
1.1 C onnect with the Sc aled Agile Framewor k
SCALED AGILE ·
Notes:
How do we keep pace?
Our development methods must keep pace with an increasingly complex world.
► We've had Moore's Law for hardware, and

now software is eating the world
► Our development practices haven't kept pace;

Agile shows the greatest promise but was
developed for small teams
► We need a new approach, one that harnesses

the power of Agile and Lean and applies to
the needs of the enterprises who build the
world's most important software and systems
SCALED AGI LE · Cl Scaled Agile.Inc. 6
Notes:
Notes:
Notes:
But sometimes,
it feels like this.
Notes:
Agile doesn't
fit our large
complex and Budget
heavily processes
regulated DevOps and inhibit Agility
Continuous Problems
solutions and discovered
Delivery are innovation too late
impossible in
No way to our
improve environment
systematically
value when
Late customers
Our leadership Quality is low
style and delivery need it
company
culture clashes
with Agility
Technical debt Poor

Team-level
is growing morale
Under- Agile
estimated or ad hoc Agile
dependencies
Notes:
11
Notes:
Why SAFe?
SAFe business benefits are derived directly from case studies written by SAFe customers
10-50% happiermore 30 - 75%faster

motivatedemployees time-t0-01arket
20 - 50% increase 25-75%

in productivity defectreduction
Source : https ://v5.scaledagileframework .com/case-studies

SCALED AGILE • Cl Seale d Agile.In c. 12
Notes:
SAFe: Roots, past, present, and future
2011 Field experience at enterprise scale Now ...
Lean product development I Agile development I DevOps I Systems thinking
SCALED AGILE · Cl Scaled Agile . Inc. 13
Notes:
Seven Core Competencies of Business Agility
-- Execution >---->--- Strategy
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14
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
(-- ---❖
SCALED AGILE · Cl Scaled Agile.Inc . 15
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
AGILE REJ.EA SE RA/
SCALED AGILE • Cl Scaled Agile.Inc . 16
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
@ AGILE RELEASE TIIAIN
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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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SCALED AGILE • Cl Scaled Agile.Inc .
--- ·-•
18
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 .

• 19
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:
SAFe configurations
Four configurations provide the right Solution for each Enterprise.
Full Configuration
Large Solution Configuration
Portfolio Configuration
Essential Configuration
Notes:
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1.2 Expl ore Lean, the Agile M anifesto, and SAFe Principles
1.2 Explore Lean, the Agile Manifesto, and SAFe

Principles
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► High morale, safety, and
Customer delight
There is only one boss . The customer.

And he can fire everybody in the company
-Sam Walton
Notes:
Respect for people and culture
► Generative culture
►
People do all the work
Your Customer is whoever

-
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► Build long-term partnerships &
based on trust
► To change the culture, you

have to change the Culture eats strategy for breakfast.
-Peter Drucker
organization
Notes:
Flow
► Optimize sustainable value

delivery
► Build in quality C: enc

en a,
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► Understand, exploit, and E
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manage variability
► Move from projects to

products
Operating a product development process
near full utilization is an economic disaster.
-Don Reinertsen
Notes:
Innovation
► Innovative people
► Provide time and space for

innovation
Go see "Gemba"
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► Experimentation and
feedback
► Innovation riptides
Innovation comes from the producer.
► Pivot without mercy or guilt
-W Edwards Deming
Notes:
Relentless Improvement
► A constant sense of danger
Optimize the whole

►
► Problem solving culture

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Notes:
Leadership
► Lead by example
► Adopt a growth mindset ~

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► Develop people
LEADERSHIP
► Lead the change People are already doing their best;
the problems are with the system .
► Foster psychological safety Only management can change the system .
-W Edwards Deming
Notes:
Duration
Activity: Assessing a Lean mindset ~

~
► Step 1: Assess where your

team stands in embracing a
Lean mindset. (low)
1 2 3 4
(high)
5
Q --
Value delivery 0 -D 0- 0
► Step 2: Discuss the results of Respect:~~~~~~!:
Q 0 0 0 0
Flow Q - 0- 0 0 0
the self-assessment. Do you Innovation Q 0 -0- 0- 0
have similar low or high imp~:~:"~=~~0 0 0 0 -- 0
leadership Q 0 0 0 -D
scores?
Notes:
Lean Mindset Self-Assessment
Step 1: Assess where your team stands in embracing a Lean mindset.

Step 2: Discuss the results of the self-assessment. Do you have similar
low or high scores?
(low) (high)
1 2 3 4 5
Value delivery
Respect for people

and culture
Flow
Innovation
Relentless
improvement
Leadership
Notes
value delivery - 2
respect for people and culture - 4
flow - 1
innovation -2
relentless improvement - 2
leadership - 2
The Agile Manifesto
We are uncovering better ways of developing software by doing it and

helping others do it.
Through this work we have come to value:

- Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
- -
That is, wh ile there is value in the items on the right , we value the items on the left more.
@ agilemanifesto .org
Notes:
The Agile Manifesto Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements , even late in development. Agile processes harness

change for the customer's competitive advantage .
3. Deliver working software frequently , from a couple of weeks to a couple of months ,

with a preference for the shorter timescale .
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals . Give them the environment and support
they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation .
Notes:
The Agile Manifesto Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers,

and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances

agility.
10. Simplicity-the art of maximizing the amount of work not done-is essential.
11. The best architectures, requirements, and designs emerge from self-
organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
Notes:
Activity: Agile Manifesto principles ~~

~~
► Step 1: Review the principles ► Step 3: Discuss as a team how

behind the Agile Manifesto these principles apply in your
context.
► Step 2: Select one or more
principles in your group ► Step 4: Provide an example of
how you would apply one of the
principles to your context and
share with class
SCALED AGILE • Cl Scale d Agile.In c. 36
Notes:
SAFe® Lean-Agile Principles
#1 Take an economic view

#2 Apply 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-domain planning
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision-making
#10 Organize around value
SCALED AGILE · Cl Scaled Agile.Inc. 37
Notes:
Duration
Video: BuildingIncrementally:Economic ~
Advantage ~
Notes:
Ir-vi
~
Video link: https://vimeo.com/320364003/fcc9769bc6
Agile economics: Deliver early and often
IM+iili::H:ii --~-1 M/1:M:i&IH:I

.J
IIIH:4
i
Documents
iiiDocuments
1D
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Unverified System System
_Q_Q _Q_Q_Q _Q _Q _Q
Notes:
Use Iterations and Program Increments to learn quickly
~
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Do Check
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Plan ~ Adjust
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Iterations
Notes:
Base milestones on objective evaluation of working systems
► Build the system in

increments, each of which is
Process
an integration point that Progress Product
demonstrates some evidence

Object ives
•. ..t
Customer Product/Solution
i
Improvement
Feedback Performance Backlog Items
of the feasibility of the
solution in process.
0 System Demo
► Milestones based on
objective evaluation of
working systems.
Notes:
Visualize and limit WIP, reduce batch size, and manage queue lengths
Little's Law
Long queues : All bad
Longer cycle times
Increased risk
More variability
Lower quality
Less motivation
Notes:
Visualize and limit work in progress
One team's big visible information radiator (BVIR)

Today
Wed . Thurs. Fri. Mon. Tues. Wed. Thurs. Fri. Mon. Tues.
Build Accepted
How is this team doing? How do you know that?
Notes:
Duration
Activity: Experience a large batch size ~

~
► Step 1: Create groups of five people with 10 coins per group.

Designate one person as the timekeeper. The remaining four
people will be processing the coins.
► Step 2: Person by person, flip the 10 coins one at a time,

recording your own results (heads or tails).
► Step 3: Pass all 10 coins at the same time to the next person
who repeats Step 2, until all four members complete the task.
► Step 4: The timekeeper stops the timer and records the total time.
Notes:
Duration
Activity: Experience a small batch size ~

~
► Step 1: Make sure the timekeeper is ready to start the timer
► Step 2: This time, each person flips one coin at a time, records the
result (heads or tails), and immediately passes the coin to the next
person
► Step 3: The timekeeper will stop the timer when the last person flips
the last coin and then records the result
Notes:
Part 1: https://vimeo.com/256459905/5a104a61c5
Part 2: https://vimeo.com/256460187/3c08a15bd3
I Pp
~ Part 3: https://vimeo.com/256460427/438210fe17
Reduce batch size for higher predictability
Optimalbatch size
(lowesttotal cost)
u
-V,
0
Transaction
cost
Itemsper batch
Principlesof ProductDevelopment
Flow,DonReinertsen
Notes:
Apply cadence, synchronize with cross-domain planning
Cadence-based
planning limits Program Program
Sys tem Demos System Demos
variability. Incremen t Increment
l
Probably need help
from a system team
Ir Sys 1 Sys 2 Sys 3 Sys 4 Sys 5

l
Sys 6 Sys 7 Sys 8
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CI SceledAg ile. Inc.
SCALED AGILE • Cl Scaled Agile.Inc. 47
Notes:
1.3 Identi fy Scrum, Kanban, and Quality Pr actic es
1.3 IdentifyScrum, Kanban, and Quality Practices
SCALED AGILE .
Notes:
From traditional development to Agile
Instead of a large group ... ...working on all of the ... and integrating and delivering value
requirements .. . toward the end of development,
----------------------------------------------------------------------------------
C J--
00000
8
Have small teams working ... working on small batches ... and delivering value in short
together as a program ... of requirements ... timeboxes with frequent integration
and improvement cycles.
Notes:
Agile for teams: Scrum
► Roles:
Agile Team
Scrum Master (SM)
Product Owner (PO)
► Events:
Iteration Planning
Daily stand-up (DSU)
Iteration review Iteration

Iteration retrospective
Notes:
Agile for teams: Kanban
Visualize work flow. Limit work in process. Improve flow.
2 6 4 2 8 6
Team Integrate
Backlog Analyze Review Build and test Accepted
In
p,og,e" Ready Ill
◄ -- - Average WIP and duration are measured from the point

work is pulled from the backlog until it is accepted.
••
-- - ►
Notes:
Duration
Video: Designing your team's Kanban ~

system ~
Notes:
Ir-vi
~
Video link: https://vimeo.com/339425532/e05c067fbf
Quality practices provides the basis for Technical Agility
Examples for quality practices inspired from extreme Programming (XP)
II■
Test-Driven
Development
Collective
..
Ownership
. . XP Pair Work
- .
User Stories
IUMf:il·hi,i·I
Adapted from xprogramm ing. com
Notes:
Teams in SAFe are part of an Agile Release Train
•
.... ~
Dolphins u Learn Integrate and demo together
(Ride Control) Product \, together I
t t ~
'
Owner
• •
I Scrum
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together
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(Feature Team) Product \,
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Synchronize
GJL REL E.AS.E TfiA.LN
Notes:
The ART and teams continuously deliver value
Release on Demand
• .A:················ ~ .....
Continuous
Exploration
··• ············)'······
.,.,...•···········• ,;....
Continuous
Integration
·y. .. ........ ·<·....
.A:················ ~ .... .
Continuous
Deployment
··• ············)'······
Pl Pl
Notes:
Taking Action: Mindset, principles, and

practices
~~
~~
► Step 1 : Think about the topics we

discussed about Lean-Agile
Mindset, the Agile Manifesto, the
SAFe Principles and the Scrum,
Kanban and quality practices
► Step 2: As a team, brainstorm 1-

3 actions you could take to
improve in any of those areas
► Step 3: Individually, write down

one idea in your Action Plan and
share with the class
Notes:
SAFe Practitioner Action Plan
Step 1: Think about the topics we discussed about Lean-Agile Mindset,

Lesson 1: the Agile Manifesto, the SAFe Principles and the Scrum, Kanban and
Introducing SAFe quality practices
Step 2: As a team, brainstorm 1-3 actions you could take to improve in
any of those areas
Step 3: Individually, write down one idea in your Action Plan and share
with the class
# I Take an economic view
#2 Apply systems thinking
#3 Assume variability; preserve options
#4 Bulld 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-domain planning
#8 Unlock the intrinsic motivation of knowledge workers
#9 Decentralize decision.making
#10 Organize around value
OSaladf,qle,lnc..
© SCALED AGILE, INC.

Lesson review
In this lesson you:
► Connected with SAFe
► Explored Lean, the Agile Manifesto, and SAFe Principles
► Identified Scrum, Kanban, and XP practices
Notes:
Lesson 1 notes
Enter your notes below:
Reminder: If using a digital workbook, save your PDF often so you don't lose any of your notes.
Lesson 2
Building an Agile Team
2.1 Build your team
2.2 Explore the Scrum Master and Product Owner roles
2.3 Meet the teams and people on the train

2.1 Build your team
2.1 Build your team
2.1 Buildyour team
SCALED AGILE .
Notes:
The power of a high performing team
We, the work, and the knowledge are all one.

► A self-organizing team dynamically
interacts with itself and the
organization.
► Team members create new points

of view and resolve contradictions
through dialogue
► The team is energized with

intentions, vision, interest, and
mission
► Leaders provide autonomy, variety,

trust, and commitment
Notes:
2.1 Build your team
Teams create and challenge norms
► There is creative chaos via

demanding performance
goals
► The team is challenged to

question every norm of
development
► Equal access to information

at all levels is critical
Notes:
Notes:
2.1 Build your team
Build cross-functional Agile Teams
► Agile teams are cross-functional, self-organizing entities that can

define, build test, and where applicable, deploy increments of value
► They are optimized for communication and delivery of value
► They deliver value every two weeks
Team 1
Team N
Notes:
Discussion: Agile Teams in your workplace ~~

~~
► Step 1: Discuss these

questions
- What would a cross functional
team look like at your workplace?
- How would this change the results

your team delivers?
► Step 2: Be prepared to share

with the class
Notes:
2.1 Build your team
Duration
Activity: Experience teams - Purpose ~

~
Purpose
► Experience how an Agile Team functions
► Get as many balls through the team as

possible within two minutes
► After two minutes, the team is allowed an

additional minute (one minute retrospective)
to discuss the process and how it could be
improved. The game is played a total of three
times. (Three two minute Iterations).
Notes:
Duration
Activity: Experience teams - Rules ~

~
Rules
► Everyone is part of one big team
► Each ball must have air-time RULES

► Each ball must be touched at least once by every team
member
► Balls cannot be passed to your direct neighbor (to your

immediate left or right)
► Each ball must return to the same person who introduced

it into the system
► There are a total of three Iterations
Notes:
2.1 Build your team
Activity: Experience teams ~~

~~
► Step 1: Organize into teams Note: To get credit, you must

provide an estimate for the
► Step 2: As a team, estimate how
many balls you think you can number of balls you think you can
process in two minutes process before each iteration.
► Step 3: Run the 2-minute Iteration ► Step 5: Summarize your

following the rules (get as many experience as a team:
balls through the team as possible)
- What were some of the
► Step 4: Take one minute (run the 1- challenges?
minute Retrospective) to discuss
how you can improve the process - How were you able to improve the
process with each Iteration?
Notes:
A co-located Agile Team is a key component of Agile development
Collocation is: ,_
► Critical for the Agile Team to be F\

effective
C
C Jl
► Recommended for programs to
have efficient product development 1,/
flow
► If you have distributed team J>

J)
members, development must be J)
J)
compensated with efficient remote
interaction (video-conferencing,
sharing and collaboration tools,
Agile lifecycle management tools,
etc.)
Notes:
2.1 Build your team
WHITEBOARDS
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2.1 Build your team
Organize people in Value Streams
Enterprise Government
ttttttttt+t+t
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1. Operational Value Streams
fi !i►JM-•JW,a!fi►lid►Mf:lh·!:n/► s Contains the steps and the
----
Payment
people who deliver end-user
Arrival
value using the business
Solutions created by the
development Value Streams
--- ---
_.... Release
_.... Release
---
_.... Release
]
2. Development Value Streams
Test Test Test Contains the steps and the
people who develop the
"'
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Build
Define "'
"'
Build
Define "'
"'
Build
Define
business solutions used by
operational Value Streams
Notes:
Organizing teams around value
Maximize velocity by minimizing dependencies and handoffs, while sustaining

architectural robustness and system qualities .
A team can be organized around :
► Features
► Components
It is far less desirable to organize around:

Software Example Business Example
Architectural layer (Platform , middleware , LIi, Service intake vs fulfilment vs
DB, business logic, etc .) customer interaction
Other (Programming language , Business function

spoke n language , technology , location)
Sub-process
SCALED AGILE • Cl Scaled Agile.In c. 69
Notes:
2.1 Build your team
Finding the right trade-off: Feature and component teams

Feature
Use feature teams for:
► The fastest 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:
2.1 Build your team
Feature Feature
Team A Team B
•
'• M
M
'•
'•
M
M
•
II
Component
Teams
PO
UI
~ ........- -
r --
SM
--1lili
( PO
UI
....
(
SM
--
-1ldL
2.1 Build your team
Activity:Buildingyour team ~rj)

~~
► Step 1: As a team , discuss each team member 's
responsibilities and skill sets.
► Step 2: Create your team name. Note: Team names

should not be the names of components , subsystems , or
Feature areas. Instead , create a fun name , a team
mascot , and a team cheer.
► Step 3: Discuss your role as a feature or component team .
► Step 4: Discuss what your team is responsible for and

what other things you can do.
► Step 5: Prepare a short presentation about your team

(team name , role on the train , and special skills on the
team that other teams should know about).
Notes:
2.2 Expl ore the Scr um Master and Pr oduct Owner rol es
2.2 Explore the Scrum Master and Product Owner

roles
SCALED AGILE .
Notes:
Roles on the Agile Team
Agile Team
'
1h11
Scrum Master
u•
• Create and refine User • Coaches the Agile Team • Defines and accepts
Stories and acceptance and facilitates team Stories
criteria meetings • Acts as the Customer
• Define , build , test , and • Removes impediments for developer questions
deliver Stories and protects the team • Works with Product
• Develop and commit to from outside influence Management to plan
team Pl Objectives and • Attends scrum of scrum Program Increments
Iteration plans meetings (Pl)
• Five to eleven members
Notes:
The Scrum Master in the Enterprise
► Coordinates with other Scrum Masters, the System Team,
•~
and shared resources in the ART Pl Planning meetings
► Works with the above teams throughout each Iteration and

Pl
~.
1111
► Coordinates with other Scrum Masters and the Release
Train Engineer in Scrum of Scrums
► Helps team understand and operate within its capacity
► Helps teams operate under architectural and portfolio

••
..
u
Product
governance , system-level integration, and System Demos
•
Owner
► Fosters team adoption of Agile technical practices

1h11
Scrum
Master
Notes:
The Product Owner in the Enterprise
► Establishes the sequence of backlog items based on program
•
priorities , events , and dependencies with other teams
► Operates as part of an extended Product Management Team
►
Understands how the Enterprise backlog structure operates with
Epics , Capabilities , Features , and Stories
Uses Pl Objectives and Iteration Goals to communicate with

II
management
► Coordinates with other Product Owners , the System Team, and

shared services in the Pl Planning meetings Product
Owner
► Works with other Product Owners and the Product Management

team throughout each Iteration and Pl •
11111
Scrum
Master
Notes:
Activity: Scrum roles and responsibilities ~~

~~
► Step 1: With your team, draw the following Venn

diagram on a flipchart sheet
► Step 2: Review the responsibility cards
► Step 3: Place them either in the role or at an

intersection of the Venn diagram
► Step 3: Present your Venn diagram to the class
Notes:
2.3 Meet the teams and peopl e on the trai n
SCALED AGILE .
Notes:
The Agile Release Train (ART)
► Each ART is a virtual organization of 5 - 12 teams (typically 50 - 125

people) that plans, commits, and develops and deploys together.
► Agile Release Trains:
- Align teams to a common business and technology mission
- Deliver a continuous flow of value
------~- A-GI-LE-RE
- LE- AS
- E-TR-AI-N D
- EL
- IV-ER-S -SD-LU-T/O
_ N_S --~- ...._
N:/tij■ Eiiiiih\1
- W
L Repeat until further notice . Project chartering not required . J
Notes:
Roles on the Agile Release Train
Product Management owns, defines, and prioritizes the Program Backlog.
~,
~
Release Train Engineer acts as the
chief Scrum Master for the train .
iD) Product Management owns, defines ,
~ and prioritizes the Program Backlog.
~ Business Owners are key stakeholders

~ ) on the Agile Release Train .
Notes:
Activity: Know the people on the train

@
Prepare
-
'
► Step 1: The RTE introduces

him/herself
► Step 2: The RTE presents the main AGJLE nEASE UJAIN
players on the train:

.
........................................................ .
- Product Management
- System Architect/Engineering
- Lean UX
u•
- Shared Services
► Step 3: Each team presents itself

(name, area of responsibility, special
skills)
Notes:
Action Plan: The Agile Team ~rj)

~~
► Step 1: Think about the topics we discussed

in this lesson
► Step 2: As a team, brainstorm one to three

actions you could take to improve in any of
those areas
► Step 3: Individually write down one idea in

your Action Plan and then share it with the
class
Notes:
Step 1: Think about the topics we discussed in this lesson

Lesson 2:
Step 2: As a team, brainstorm one to three actions you could take to
Building an Agile Team improve in any of those areas
Step 3: Individually write down one idea in your Action Plan and then
share it with the class
Team 1
Team N

Lesson review
In this lesson you:
► Built your team and learned about their roles
► Explored the roles of the Scrum Master and the Product Owner
► Met the people and teams on the train and learned about their
roles
Notes:
Lesson 2 notes
Lesson 3
Planning the Iteration
3.1 Prepare the backlog
3.2 Plan the Iteration

3.1 Pr epar e the bac kl og
SCALED AGILE .
Notes:
Define Features for the Program Backlog
Features are services that fulfill user needs.

r
► Feature is an industry-standard I
term familiar to marketing and Lea n Portfo lio

.-
I •
Budgets
Product Management Backlog
► Expressed as a phrase, value is

expressed in terms of benefits • NFRs
Program
Backlog
11111 ,,
1, I I. t
----
► Features are identified,
. . .
prioritized, estimated , and
NFRs
maintained in the Program Team
Bac klogs mlmlml
Backlog
SCALED AGI LE · Cl Scaled Agile . Inc. 84
Notes:
Features have a benefit hypothesis and acceptance criteria
► Feature is an industry-standard term

that describes a specific system Feature:
behavior
- In-servicesoftwareupdate
► Benefit hypothesis justifies Feature
implementation cost and provides
AcceptanceCriteria:
business perspective when making - Nonstoproutingavailabilify
scope decisions - Automaticand manualupdate
support
► Acceptance criteria is typically defined
during Program Backlog refinement - Rollbackcapabilify
- Supportthroughexistingadmin
► Features reflect functional and tools
nonfunctional requirements - Allenabledservicesare running
after the update
► Features fit into one Pl
Notes:
Features have a benefit hypothesis and acceptance criteria
Multi-factor Authentication Create GDPR Incident Response Plan

Benefit hypothesis Benefit hypothesis
Enhanced user security will reduce Organizational readiness to quickly
risk of a system data breach respond to incidents
Acceptance criteria Acceptance criteria
1. USB tokens as a first layer 1. Incident response plan is fully
2. Password authentication second layer documented
3. Multiple tokens on a single device 2. Incident response plan is reviewed and
4 . User activity log reflecting both approved by PO
authentication factors 3. Incident response is compliant with legal
5. Data breach tests pass requirements
Notes:
The Team Backlog
•u
► Contains all the work for the team
► Created by the Product Owner and the team
► Prioritized by the Product Owner
--
► Contains user and Enabler Stories
- User stories provide Customers w ith value
--
- Enabler Stories build the infrastructure and architecture that makes user stories
poss ible
► Stories in the backlog are prioritized
► Stories for the next Iteration are more detailed than Stories for later
Iterations
► Nonfunctional requirements (NFRs) are a constraint on the backlog

( NFRs
Notes:
User stories
User stories are:
► Short descriptions of a small piece of desired functionality, written in the

user's language
► Recommended form of expression is the user-voice form, as follows:

As a (user role), I want to (activity), so that (business value)
As a driver, I want to limit As a driver, I want to get As the Finance Department,

the amount of money a receipt after fueling we want to print receipts only
before I fuel so that I can so that I can expense for drivers who request them
control my expenditure. the purchase. so that we save on paper.
Notes:
Using personas to better understand users
Personas are detailed fictional characters acting as a representative user.
Jane - Mileage sensitive ~ Bob - Time sensitive

- Law-abiding driver - Impatient driver
- Obeys all traffic signs - Ignores traffic signs if
- Wants to save on gas they slow him down
As Jane, I want to travel at As Bob, I want to travel at

the legal limit and operate in the maximum speed the
an energy saving manner so roadway and my vehicle
that I do not get a ticket and safely allows so that I
I save money arrive quickly
Notes:
INVEST in a good Story
► Write Stories that can be

developed separately !ndependent
► Write Stories in which scope can
N Negotiable
be negotiated
► Write Stories that are valuable to V Valuable

the Customer
E Estimable
► Write Stories that can be estimated
► Write Stories that can fit in an

s Small
Iteration
T Testable
► Write Stories that are testable
Notes:
Writing good Stories: The 3Cs
Card Conversation Confirmation

Written on a card or in the The details are in a Acceptance criteria confirm
tool and may annotate conversation with the the Story correctness
with notes Product Owner
What about ► Tools have been put away

As a spouse , I want a
clean garage so that I
the bikes? ► Items on the floor have
can park my car and been returned to the
not trip on my way to proper shelf
the door . ► Bikes have been hung
Oh yeah , hang
the bikes .
Source: 3Cs coined by Ron Jeffries
Notes:
Enabler Stories
Enabler Stories build the groundwork for future user stories. There are four types
of Enabler Stories:
► Infrastructure: Build development and testing frameworks that enable a

faster and more efficient development process
► Architecture: Build the Architectural Runway, which enables smoother and

faster development
► Exploration: Build understanding of what is needed by the Customer to

understand prospective Solutions and evaluate alternatives
► Compliance: Facilitate specific activities such as verification and validation,

documentation , signoffs, regulatory submissions , and approvals
Notes:
Splitting Stories
► In support of small batches for flow, decrease

size to minimum:
- Split Stories into essential and non-essential parts As a driver , I want
my automobile to
and eliminate the non-essential maintain a speed
- Ensure you have something releasable
► In support of feedback
As a driver , I
want my
- Deploy small Stories to get technical/user feedback automobile
quickly (maximize feedback) to maintain
speed on
hills .
► In support of Iteration Planning:
- Split Stories so they fit into an Iteration
Notes:
Apply some common splitting techniques
Splitting techniques:
► Business rule variations (e.g. single

variation, then remainder) ••••
•• •
► Workflow steps (for multi-step stories)
► Simple/complex (e.g. search for single

word, then for phrases)
•
► Scenarios (e.g. use case exceptions)
Notes:
Activity: Break Features into Stories ~~

~~
Work with your team to break Features
from the Program Backlog into Stories.
► Step 1: Select a Feature from the

Program Backlog (your own or use
the example provided in your
workbook)
► Step 2: As a team, break the

Feature into Stories in a way that
they still retain a business value
► Step 3: Write them down on sticky

notes and share some examples
with the class
Notes:
Program
Backlog
Example
Features
- - ,
Feature:
Benefit:
Flexible
search
Userswill havea flexible,easy-to-usesearchcapabilityto locate books.
e
Description: Searchbyauthor,title, or genrefroma singlesearchfield. Mispellingsubsitutions
(i.e.,"Didyoumean..."). Presentresultsasper-matchalgorithm.
Feature: Shopping
Cart
Benefit: Userscanmanageitemsin a shoppingcartfor immediateor futurepurchase.
Description: Userscaneasilyaccess their cartfromanypage,viewthe sameinfromationdisplayedin the booklist,
changethe quantity,removeit fromtheircart,or saveit for later.Asubtotalfor all itemsin their
I
shoppingcartshouldbedisplayedat the bottom. Itemssavedfor latershouldappearbelowthat. I
-I
Feature:
Benefit:
Purchase
bycreditcard
Userscanpurchase
productsfromus(assoonasimplemented-onlybetaup until then)
e
Description: Userscanselectfromtheir preferredcreditcardandshippingaddressasdefinedin their profileor
addnewones.Visa,Mastercard, Discover,
andDinersClubarerequired.AmericanExpress is optional.
Mustbe PCIcompliant.
Feature: Shipping
methodselection
Benefit: Userscanselecta shippingmethodbasedon cost,deliveryspeed,andcarrier.
Description: Userscanselecta shippingmethodbasedonthe price,deliveryspeed,andestimateddeliverydate
for all majorcarriers(USPS,
UPS,andFedEx).
Feature: Profilemanagement
Benefit: Userscancreateandmaintaintheir profilesratherthanenterin their informationeachtime theyorder.I
Description: Userscanmanagetheir logincredentials (ID,password),
personalinformation(name,emailaddress,
homeaddress), nicknamefor bookratingandcommenting, creditcard information(multiple),and
shippingaddress (multiple).Physical
addresses,
emailaddresses,andcreditcardinfoshouldbe
verifiedasvalid. Passwordsmustmeetcurrentsecuritystandards.
-I
Feature:
Benefit:
Bookdetail
Userscanseeinformativeandenticingdetailsabouta book.
8 11
Description: Displaybookname,bookcover(whichcanbeenlargedwhenclicked),authorandbio, bookdescrip t ion,
Hyperlinkauthor's I
genre,publishinginfo( publisher,releasedate,etc.),bookrating,andcomments.
nameto a list of otherbooksbythe sameauthor. I
---------------------1
Feature:
Benefit:
Booklistsorting
Userscansorta list of booksin a numberof waysto moreeasilyfind whattheyarelookingfor.
e1
Description: Sortby booktitle, author,price,bookrating,andreleasedate.Allowfor usersto selectthe numberof
searchresultsto appearon eachpage.
- - - - - - - - - - - - .J
Behavior-driven development: From ambiguity to precision
► Behavior is often first described in general terms, which can be

ambiguous
► Specific examples of behavior provide better understanding
► The examples can directly become tests , or they can lead to specific
behaviors which then are transformed into tests
Examp le
Discovery Formulation Automation

of behavior of specific tests of tests
Notes:
Acceptance criteria
► Acceptance criteria provide the details of the Story from a testing point
of view
► Acceptance criteria are created by the Agile Team
As a driver, I want to limit the As a driver, I want to get a receipt

amount of money before I fuel so after fueling so that I can expense
that I can control my expenditure. the purchase.
I
Acceptance criteria Acceptance criteria
1. Given that the driver indicated 1. Given that the fueling is over
a maximum amount of money When driver asked for the
When the fuel cost reaches the receipt
amount Then it is printed and includes:
Then the fueling process stops amount fueled, amount paid ,
automatically tax, vehic le number, date, time
2 . ...
I
Notes:
Sequencing Stories
► Primary economic prioritization happens in the Program Backlog. Agile Teams

sequence work for efficient execution of business priorities.
► The Product Owner and the Team sequence work based on:
- Story priorities inherited from Program Backlog priorities
- Events , Milestones , releases, and other commitments made during Pl Planning
- Dependencies with other teams
- Local priorities
- Capacity allocations for defects , maintenance , and refactors
► Initial sequencing happens during Pl Planning
► Adjustments happen at Iteration boundaries
SCALED AGILE · Cl Scale d Agile . Inc. 98
Notes:
3.2 Pl an the Iteration
SCALED AGILE .
Notes:
Plan and commit
Define and comm it to what will be built in

Purpose
the Iteration
► The Product Owner defines what

► The team defines how and how much
► Four hours max
Iteration Goals and backlog of the team's

Result
commitment
► Team commits to delivering specific value

Reciprocal
► Business commits to leaving priorities
commitment
unchanged during the Iteration
Notes:
Iteration Planning flow
0 Establishing capacity
f) Story analysis and estimating Iteration Planning

• Timebox: Four
e Detailing Stories
hours or less
• This meeting is by
and for the team
0 Developing Iteration goals • SMEs may attend

as required
C, Committing to Iteration goals
SCALED AGILE · Cl Scaled Agile. Inc. 101
Notes:
Capacity allocation for a healthy balance
► By having capacity allocation defined, the Product

Owner doesn't need to prioritize unlike things against Capacity allocation
each other
• Helps alleviate
► Once the capacity allocation is set, the PO and team velocity degradation
due to technical debt
can prioritize like things against each other
-=-
• Keeps existing
Capacity Allocation Next Pl
Customers happy
with bug fixes and
--- ■ User stories
■ Refactors+
Maintena nce
enhancements
• Can change at
Iteration or Pl
boundaries
Team
Backlog
Notes:
Using size to estimate duration
Establish velocity by looking at the average output of the last Iterations.
iii◄
Definition of Velocity
Size ..... Units/time ..... Duration
Velocity is the number

Examples
of points of Stories
accepted in the
Iteration. Make sure to
always use the average
240
miles
..... Speed 60
Miles/hour
..... 4
hours
velocity for the the most
recent Iterations.
180 Story
points
..... Velocity 30
SP/Iteration
..... 6
Iterations
Notes:
Establishing capacity before historical data exists
► For every full-time developer and

tester on the team , give the team 8
points (adjust for part-timers)
•
II
►
►
Subtract 1 point for every team
member vacation day and holiday
Find a small Story that would take

•
1h1
1
Example: Assuming a ?-person team
about a half day to develop and a half composed of 3 developers , 2 testers ,
day to test and validate , and call it a 1 1 Product Owner, and 1 Scrum
Master, with no vacations , etc .
► Estimate every other Story relative to
that one Exclude Scrum Master and Product
Owner from the calculation .
► Never look back (don't worry about
recalibrating) Estimated Capacity = 5 X 8 pts =
40 pts/lteration
Notes:
Story analysis and estimation
► The Product Owner presents Stories in order of priority
► Each Story
- Is discussed and analyzed by the team
- Has its acceptance criteria refined
- Is estimated
► The process continues until the estimation of the Stories has

reached the capacity of the team
Notes:
Estimate Stories with relative Story points
Compared with other Stories, an 8-point Story should

take relatively four times longer than a 2-point story.
► A Story point is a singular number that represents:

- Volume: How much is there? ·*iM►· How
big
- Complexity: How hard is it? • isit?
►
- Knowledge: What do we know?
- Uncertainty: What's not known?
Story points are relative. They are not connected

to any specific unit of measure.
•
•
• •
•
SCALED AGILE • Cl Scale d Agile.Inc . 106
Notes:
Apply Estimating Poker for fast , relative estimating
► Estimating Poker combines

Steps
expert opinion, analogy, and
D Each estimator gets a deck of cards )
disaggregation for quick but
A job is read reliable estimates
Estimators privately select cards ► All team members participate
The team discusses differences
The team re-estimates

Mike Cohn, Agil e Estimati ng and Planning , 2005
Notes:
Estimation is a whole-team exercise
► Increases accuracy by including all

perspectives
► Builds understanding
► Creates shared commitment
Warning: Estimation performed by a manager,

Architect , or select group negates these
benefits.
Notes:
How much time to spend estimating
A little effort helps a lot. A lot of effort only helps a little.
100%
>,
0
Don't ignore
f!
::::,
}
uncertainty
8 50%
<
Effort
Notes:
Activity: Estimate Stories ~~

~~
► Step 1: As a team, use the Estimating Poker

cards to estimate the Stories you previously
created.
► Step 2: Share with the class:

- Where do you find challenges when engaged in
Story estimation?
- Are you as a team aligned around the combination

of qualities that represent a Story point (volume,
complexity, knowledge , uncertainty)?
Notes:
Detailing Stories
Detailing Stories is mostly used

by beginner teams. Team
members discuss:
► Who would be the best

person to accomplish it?
► Approximately how long

would it take?
► What are dependencies it

may have to other Stories?
Notes:
Iteration goals
Iteration goals provide clarity , commitment , and management information .

They serve three purposes:
Align team members to a common purpose
Align Program Teams to common Pl Objectives

and manage dependencies
Provide continuous management information
Notes:
Iterationgoals: Examples
Iteration Goals Iteration Goals
1. Finalize and push last name search 1. Roll out the GDPR incident report
and first name morphology procedures
2. Index 80% of remaining data
2. Prepare for external audit
3. Other Stories:
Establish search replication 3. Obtain approvals for financial
report
validation protocol
Refactor artifact dictionary
schema
Notes:
Commit to the Iterationgoals
Team commitmentsare not just to the work. They are committedto

other teams, the program, and the stakeholders.
A team meets its commitment:

By doing everything they said they would do,
- or-
in the event that it is not feasible, they must immediately raise the concern .
Commitment Adaptability
Too much holding to a Too little commitment can
commitment can lead to lead to unpredictability and
burnout , inflexibility, and lack of focus on results .
quality problems .
Notes:
Iteration planning for Kanban teams
► Some teams have a more responsive nature

to their work, such as maintenance teams and
System Teams
► These teams find less value in trying to plan

the Iteration in detail □--
□-
► Kanban teams still publish Iteration goals , □-
which consist of the known parts of their work
□--
► They commit to the goals as well as service
level agreements (SLA) for incoming work
based on their known historical lead time
Notes:
Duration
Video: Implementing Kanban ~

~
Notes:
Ir-vi
~
Video link: https://vimeo.com/339425816/4312669c69
Taking action: Planning the Iteration ~~

~~
► Step 1: Think about the activities
you were engaged in as a team
► Step 2: Brainstorm one to three

actions you could take to improve in
any of those areas related to
Iteration Planning as a team
► Step 3: Individually write down at

least one improvement item
► Step 4: Share one item you

discussed as a team and one item
you individually wrote in your Action
Plan
Notes:
Step 1: Think about the activities you were engaged in as a team

Lesson 3:
Step 2: Brainstorm one to three actions you could take to improve in any
Planning the Iteration of those areas related to Iteration Planning as a team
Step 3: Individually write down at least one improvement item
Step 4: Share one item you discussed as a team and one item you
individually wrote in your Action Plan

Lesson review
In this lesson you:
► Prepared your backlog of Stories by breaking down Features
► Planned your Iteration using Story estimation
Notes:
Lesson 3 notes
This page intentionally left blank.
Lesson 4
Executing the Iteration
4.1 Visualize the flow of work
4.2 Measure the flow of work
4.3 Build quality in
4.4 Continuously integrate, deploy, and release
4.5 Improve flow with communication and synchronization
4.6 Demonstrate value
4.7 Retrospect and improve

4.1 Vis ualize the flow of work
SCALED AGILE .
Notes:
Visualize the flow of work
► What is the flow of work for your team?
► What are the steps it takes to get a Story to done?
Example: Flow of Work

r
IEID+m+i·NUW
---- IEID+l=®H..W-• l·NUW
, ...._.,4,iiMY..W.■=®P►---MiM
~
Notes:
Setting WIP limits
► WIP limits improve the flow of work
► Some steps have no WIP limits, while others serve as buffers and
have minimum as well as maximum WIP
4-7 5 3
Ready Stones
M·Mi+i::M:ih
HMM Accepted
/. /.
/,
/. /,
/.
/. /.
Notes:
Activity: Visualize the flow of work ~i>

~~
► Step 1: Consider the Stories you estimated in the previous lesson
► Step 2: Define the steps you need to turn the Stories into value
► Step 3: As a team, using a flip chart sheet or your Remote Group

Document, build your current flow of work and assign WIP limits
► Step 4: Be prepared to share your flow of work with the class
Notes:
4.2 Meas ure the flow of wor k
SCALED AGILE .
Notes:
Track status with burn-up charts and cumulative flow diagrams (CFDs)
Burn-up CFD
25 14
12
20
10
15 8
"'
"'
·.:: 6
E 10
V, 4
5 2
0
0
2 3 4 5 6 7 8 9 10
~
>,
N
>,
.... "'
(")
>, >, >,
....(0
>, >, ~
CXl
>,
Cl)
>,
>,
Days D "' D"' D"' D"' D"' D"' D"' D"' D"' D"'
Notes:
Understand cumulative flow diagrams (CFO)
14
12
10
8
1/)
-~ 6
.9 4
Cl)
2
0
Day 1 Day 2 Day 3 Day4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 1O
■ Done ■ Test ■ Build ■ Design ■ To Do
Notes:
What can you learn from a CFO?
♦
♦
♦
♦
♦
Lead time ♦
•• ••
•• ••
WIP
•• ••
••• • Done curve
•• •••
Notes:
4.3 Build quality i n
4.3 Buildquality in
SCALED AGILE .
Notes:
Activity: Expressing "Build quality in"
► Step 1: As a team, discuss what building

Poster
quality in means to you and your organization
► Step 2: Create a poster to reflect the different

aspects of building quality in
► Step 3: Present your poster to the class
Notes:
Build quality in with Technical Agility
Building quality in:
► Ensures that every increment of the Solution
-
reflects quality standards
► Is required for high, sustainable development velocity

-- /
.. ~ 4·¥0
-,, iiflii·\
1
► Software quality practices (most inspired by XP) -- fil,j.l M

include Continuous Integration, Test-First, refactoring, ~ Mb-I·'I
pair work, collective ownership , and more Mi+' I
► Hardware quality is supported by exploratory, early

Iterations; frequent 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 their 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
Architectural Runway includes existing code, hardware components,

business infrastructure, etc. that enable near-term business features.
l=MMM ► Enablers build up the runway

Implemented
► Features consume it
now ...
... to support ► Architectural Runway must be continuously maintained
future features ► Use Capacity Allocation (a percentrage of train's overall
capacity in a Pl) for Enablers that extend the runway
Architectural Runway
Notes:
Architectural Runway: Examples
A new, fuzzy search algorithm will HR Example: A job architecture and

enable a variety of future Features hiring strategy for Agile talent to
that can accept potentially enable the company's growth
erroneous user input
Notes:
Traditional testing (V-Model) delays feedback
Notes:
Shift testing left for fast and continuous feedback
-➔bUlttiiiel·l&illll
... always testing ...
. .. always testing ...
w Test Code ... always testing ...
Notes:
Test first naturally creates a pyramid of tests

The Test Pyramid advocates a balanced portfolio of tests with many small , low-level , automated tests and
fewer large, manual tests .
~
The Test Pyramid
is about the speed
$$$
~ Typical Large
End-to-end UI
of the test
0 Typical Medium
External Services
Single UI
....__________
, -'
Typical Small
¢ Individual Classes
Test Pyramid
Notes:
An inverted Test Pyramid is a test strategy anti-pattern
Slows development, delays feedback, encourages larger batches
TypicallyUI Large
(Slow)
CD On a system
not designed
for testing
Medium
,, Small
(Fast)
Notes:
4.4 C ontinuousl y i ntegrate, depl oy, and rel ease
SCALED AGILE .
Notes:
Duration
Video: What is DevOps? ~

~
Notes:
1~~
Video link: https://vimeo.com/342037390/3a25026214
A CALMR approach to DevOps
► Culture - Establish a culture of shared

responsibility for development ,
.
•
deployment , and operations .
► A utomation - Automate the Continuous

Delivery Pipeline .
•••••
•
► b ean flow - 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:
Duration
Discussion: CALMR Approach ~

~
► Step 1: Discuss as a team:

- What opportunities do you have in
your current context to apply the
concepts in the CALMR
approach?

with the class
Notes:
Duration
Video: ContinuousDelivery Pipeline ~

~
Notes:
1~~
Video link: https://vimeo.com/342037858/f10a115479
Discussion: Continuous delivery culture ~rj)

~~
► Step 1: As a team, discuss the

following:
- How is your culture or
environment ready for continuous
delivery?
- What does "continuous" mean to

you and your team?

some insights with the class
Notes:
The Continuous Delivery Pipeline enables the flow of value
Continuous Delivery Pipeline

[ ......
_ _______
· ► ·.....
:.:
. .A..
• ••••••• * ""('•.
_ G.LLE..R.EJ.EAS_E
I.BAIR
:.:
• ••• •►· ...... .·>.
]
.T"· • ~~ ·.. ·..
. . . . . . . . . . .,~ . • • • • . . . . . . . . . ..... • • • • • . ·<· ....... . • ••
Continuous Continuous Continuous Release
Exploration Integration Deployment on Demand
SCALED AGILE • CIScale dAgfle.lnc . 143
Notes:
Continuous code integration
Develop Commit
(IJ lsuild .......

End-to-End
App Test Staging
vc
~ Tes~i~~ -~
~
Package Package
61 -- ..
(ill)
144
Notes:
Trunk-based development
Teams continuously integrate assets (leaving as little as possible to the System Team).
► Avoid physical branching for Full system

Agile System
integration at least System
software Team 1 Team
once per iteration demo
••
► Frequently integrate
hardware branches Check out most
functionality
Check newest
changes back in
Trunk •••
Check in
each story
Always current
trunk increases
program velocity
Agile Team 2
SCALED AGILE • Cl Sealed Agile.Inc . 145
Notes:
The four Activities of Continuous Deployment
·····►······················ ·····>.
Deploy Verify Monitor Respond
.... ·► ··· .. , A.•• ... ...... .: _fiil_

.
......... •: • ..... ..~·.
••
.( •
c, ~
)' •
) CID
[u
~Oool
Continuous Continuous
Exploration Integration Release
..... . .................. ............. on Demand
Continuous
Deployment C Scaled Agi le, Inc
Notes:
Separate deploy from release
► Separate deploy to
production from release Deploy
► Hide all new functionality

under Feature toggles
► Test processes with a sub-set

of users before exposing new Release
functionality to all users 1111!11
1111!11
1111!11
Notes:
Develop on cadence. Release on Demand.
Major release Major release

Customer
ll t l
Subsystem New
preview release feature
l Release on Demand
Pl
I I I II I II
Pl Pl Pl Pl
Develop on Cadence
Notes:
Discussion: Continuous integration and

deployment challenges
~@
~~
► Step 1: Think about the various aspects of

environment, culture, tools, and people and
discuss as a team:
- What are the challenges to continuously integrating?
- What are the challenges to continuously deploying?
► Step 2: As a team, prepare a list of three to five

items that make it hard to continuously integrate
and deploy. What may be some ways to solve
them?
► Step 3: Be prepared to share with the class.

Notes:
4.5 Improve flow wi th communication and s ync hroniz ation
4.5 Improve flow with communicationand

synchronization
SCALED AGILE .
Notes:
Communicationand synchronizationwith daily stand-ups
Basic Scrum pattern

meeting agenda The Meet-After agenda
Each person answers : 1. Review topics the Scrum

1. What did I do yesterday to Master wrote on the
advance the Iteration Goals? meet-after board
2 . What will I do today to advance 2. Involved parties discuss ,

the Iteration Goals? uninvolved people leave
3 . Are there any impediments that
will prevent the team from
meeting the Iteration Goals?
151
Notes:
Activity: Reenact the daily stand-up (DSU)

meeting
~i)
~~
You will participate in and observe a reenactment of the daily stand-up

meeting. Let's have four or five volunteers play the roles of team
members . Your instructor will play the role of the Scrum Master .
► Step 1: As an observer, take notes and reflect on the following:

- How long do you think the meeting should be?
- Where should it take place?
- What is the main purpose of the daily stand-up?
► Step 2: Share some of your insights as an observer
Notes:
Duration
Video: Backlog Refinement Workshop ~

~
Notes:
Ir-vi
~
Video link: https://vimeo.com/337783229/fa3cde973f
The backlog refinement session
The backlog refinement session is a preview and elaboration of upcoming Stories.
► Helps the team think about new Stories prior to

Iteration Planning
► Provides enough time to identify and resolve

dependencies and issues that could impact the
next Iteration
► The team can improve Stories, add acceptance

criteria, and point out missing information to the
Product Owner
► Most of the focus is on the next Iteration, but it

allows time to discuss future Iterations and even
Features for the next Pl
Notes:
4.6 D emonstr ate value
SCALED AGILE .
Notes:
The Iteration review
► The iteration review provides the true

measure of progress by showing
working software functionality , Demonstrating a working,
hardware components , etc . tested team increment
► Preparation for the review starts with

planning
► Teams demonstrate every Story,

spike*, refactor, and NFR
► Attendees are the team and its Working software,

stakeholders other components
► *Spike is a research Story, considered

an exploration style Enabler
Notes:
Iteration review guidelines
► Timebox: 1 to 2 hours. Sample Iteration

review agenda
► Preparation: Review
preparation should be limited 1. Review business context
and Iteration goals
to 1 to 2 hours. Minimize
2 . Demo and so li c it feedback
presentation. Work from the of each Story , spike ,
refactor , and NFR
repository of Stories.
3 . Discuss Stor ies not
comp leted and why
► Attendees: If a major 4 . Identify risks , impediments
stakeholder cannot attend, 5 . Revise Team Backlog and
the Product Owner should team Pl Objectives as
needed
follow up individually.
Notes:
Two views from the Iteration review based on a working system
► How we did in the Iteration

- Did we meet the goal?
- Story-by-Story review
► How we are doing in the Pl

- Review of Pl Objectives
- Review of remaining Pl scope

Iteration Review
and reprioritizing if necessary
Notes:
SAFe definitionof done
• Stories satisfy acceptance Stories completed by all • Capabilities completed by all All capabilities done and
criteria teams in the ART and trains and meet acceptance meet acceptance criteria
• Acceptance tests passed integrated criteria End-to-end integration and
(automated where practical) Completed features meet • Deployed/installed in the solution V&V done
• Unit and component tests acceptance cntena staging environment
Regression testing done
coded , passed , and included NFRs met • NFRs met
in the Build-Verify-Test (BVT) NFRs met
• System end-to-end
No must-fix defects No must-fix defects
• Cumulative unit tests passed integration, verification, and
• Assets are under version Verification and validation of validation done Release documentation
control key scenarios • No must-fix defects complete
• Engineering standards Included in build definition • Included in build definition All standards met
followed and deployment process and deploymenVtransition Approved by Solution and
• NFRs met Increment demonstrated, process
Release Management
• No must-fix defects feedback achieved • Documentation updated
• Stories accepted by Product Accepted by Product • Solution demonstrated,
Owner Management feedback achieved
• Accepted by Solution
Management 159
Notes:
Discussion:What is your definitionof done? ~~

~~
► Step 1: As a team, craft a definitionof what it

means to you to finish a Story
► Step 2: Consideringthe criteria in the Team

Increment,discusssome criteriathat
compriseyour definitionof done
► Step 3: Be prepared to share with the class
Notes:
4.7 R etros pect and i mpr ove
SCALED AGILE .
Notes:
Iteration retrospective
► Timebox: 30 to 60 minutes
Sample agenda
► Purpose: Pick one or two items that can

Part 1: Quantitat ive
be done better for next Iteration 1. Review the improvement backlog
items targeted for this Iteration.
Were they all accompl ished?
► Outcome: Enter improvement items into 2. Did the team meet the goals
(yes/no)?
the Team Backlog 3. Collect and review the
agreed-to Iteration print Metrics.
Part 2 : Qualitative
1. What went well?
2. What didn't?
3. What we can do better next time?
SCALED AGI LE · Cl Scaled Agile . Inc. 162
Notes:
Iteration Metrics
Functionality Iteration 1 Iteration 2 Iteration 3

Velocity planned
Velocity actual
# Stories planned
# Stories accepted
% Stories accepted
Quality
Unit test coverage %
# Defects
# New test cases
# New test cases automated
Total tests
Total % tests automated
# Refactors
Notes:
Activity: Reenact the Iteration retrospective ~i>

~~
In your team, reenact an Iteration retrospective of this course so far.

► Step 1: Pick someone in your team to play the role of the Scrum Master
and to facilitate the Iteration review
► Step 2: As a team, participate in the retrospective by discussing the

following:
- What went well?
- What didn't go so well?
- What can be done better?
► Step 3: Share some of your team's insights with the class
Notes:
Action Plan: Executing the Iteration ~~

~~
► Step 1: Think about the activities
you were engaged in as a team

actions you could take to improve in
any of those areas related to
Iteration execution as a team


Plan
Notes:
Step 1: Think about the activities you were engaged in as a team

Lesson 4:
Step 2: Brainstorm one to three actions you could take to improve in any
Executing the Iteration of those areas related to Iteration execution as a team

Lesson review
In this lesson you:
► Defined and visualized the initial flow of work with your team
► Explored how to measure the flow of work
► Recognized techniques to build quality into development process
► Discussed how to continuously integrate, deploy, and release

value
► Explored how to demonstrate value to team stakeholders
► Practiced running retrospectives

Notes:
Lesson 4 notes
This page intentionally left blank.
Lesson 5
Executing the PI
5.1 Plan Together
5.2 Integrate and demonstrate together
5.3 Learn together

5.1 Plan Together
5.1 Pl an T ogether
5.1 Plan together
SCALED AGILE .
Notes:
5.1 Plan Together
Duration
Video: Introductionto Pl Planning ~

~
Notes:
Ir-vi
~
Video link: https://vimeo.com/361407444/407333b725
5.1 Plan Together
Align to a mission with Pl Objectives
Objectives are business summaries of what

each team intends to deliver in the upcoming
Pl. Team A
Pl Objec tives BV
► They often map directly to the Features in
Proof of concept with 10
the backlog. For example: mock sounds
Help with radar POC 4

- An aggregation of a set of Features Decide to create or buy 3
engine noises
- A milestone like a trade show
Uncomm itted
- An Enabler Feature supporting the Proof of co ncept with 7
real sounds
implementation
- A major refactoring
Notes:
Pl Planning
Cadence-based Pl Planning meetings are the heartbeat of the Agile Enterprise.
► Two days every 8 -12 weeks (10 weeks is typical)
► Everyone attends in person if possible
► Product Management owns Feature priorities
► Agile teams own Story planning and high-level

estimates
► Architect/Engineering and UX* work as intermediaries

for governance , interfaces , and dependencies
► *UX - Lean User Experience on how the user interacts

with the system.
Notes:
5.1 Plan Together
Maintain predictability with uncommitted objectives
Uncommitted objectives help improve the predictability of

delivering business value . Uncommitted objectives do
count in velocity/capacity.
► They are planned and aren't extra things teams do just Team A
in case you have time Pl Objectives BV
► They are not included in the commitment, thereby mock sounds
making the commitment more reliable Help with radar POC 4
Decide to create or buy 3

► If a team has low confidence in meeting a Pl engine noises
Objective, encourage them to make it an uncommitted
objective Uncomm itted
Proof of co ncept wit h 7
rea l sounds
► If an item has many unknowns , consider making it an
uncommitted objective and planning for early spikes
Notes:
SMART team Pl Objectives
Teams should write their Pl Objectives in the SMART format.

► ~ pecific - States the intended outcome as simply, concisely, and explicitly as possible
(Hint: Try starting with an action verb).
► Measurable - It should be clear what a team needs to do to achieve the objective.

The measures may be descriptive, yes/no, quantitative, or provide a range.
► ~ chievable -Achieving the objective should be within the team's control and influence
► ,Bealistic - Recognize factors that cannot be controlled.(Hint: Avoid making overly

optimistic assumptions)
► Ji me-bound - The time period for achievement must be within the Pl, and, therefore,
all objectives must be scoped appropriately.
Notes:
5.1 Plan Together
Duration
Activity: Identify program roles ~

~
► Step 1: Get excited about the

Simulat ion role Assigned to
upcoming Pl simulation!
Executive Volunteer
► Step 2: Make sure all program Product Manager Volunteer

roles have been assigned.
System Architect , UX and
Volunteer
Development Manager
Example: Your Instructor will

be the RTE, a volunteer will be
the Product Manager, etc.
Notes:
What is PI Planning?
Program Increment (PI) Planning is a cadence-based, face-to-face event that serves
as the heartbeat of the Agile Release Train (ART), aligning all the teams on the ART
to a shared mission and Vision.
The Agile Manifesto states, “The most efficient and effective method of conveying
information to and within a development team is a face-to-face conversation.”
SAFe takes this to the next level with PI planning, a routine, face-to-face event, with
a standard agenda that includes a presentation of business context and vision
followed by team planning breakouts—where the teams create their Iteration plans
and objectives for the upcoming PI.
In the next few hours you will be immersed in a PI Planning simulation. With your
teams, you will estimate your starting velocity and you will plan a short Program
Increment with two iterations. You will get to observe a Scrum of Scrums event and
you will present a summary of your team’s draft PI Objectives.
Later, your trainer will demonstrate how business value is assigned to the objectives,
how program risks are managed and you will recognize the value of the confidence
vote. Get excited!
5.1 Plan Together
There is no magic in SAFe . . . except maybe for PI Planning. - Authors
5.1 Plan Together
Simulation: Why are we here?
Pl Planning
Alignment to a common mission Agenda
II RTE
~ '--. We are here to gain alignment and
commitment around a clear set of
prioritized objectives. I will now
review the agenda for the next two
days of the Pl Planning Event.
Notes:
Simulation: Day 1 agenda
8:00 9:00 Business Context ► State of the business and upcoming objectives
Pl Planning 9:00 10:30 Product/Solut1on ► Vision and prioritized Features

Agenda Vision
DAY1 10:30 11:30

Architecture Vision and ► Architecture, common frameworks, etc.
development practices ► Agile tooling , engineering practices , etc.
Planning context ► Facilitator explains planning process

11:30 1:00
and lunch
1:00 4:00 Team breakouts aa ► Teams develop draft plans and identify risks and
impediments
aa ► Architects and Product Managers circulate
Presented 4:00 5:00

g ► Teams present draft plans, risks, and impediments
Draft plan review
II byRTE El
5:00 6:00 Management review , Adjustments made based on challenges, risks,
and problem solving and impediments
Notes:
5.1 Plan Together
Simulation: Day 2 agenda
►
8:00 9:00 Planmng adjustments r- Planning adjustments made based on previous
day 's management meeting
► Teams develop final plans and refine risks and

Pl Planning
Agenda 9:00 11:00 Team breakouts
DD impediments
DD ► BusinessOwners circulate and assign business
value to team objectives
DAY2
L~ ~
Final plan review ► Teams present final plans , risks , and impediments
11:00 1:00
and lunch el
1:00 2:00 Program risks ► Remainingprogram-levelrisks are discussed
and ROAMed
2:00 2:15 Pl confidence vote i& ► Team and program confidence vote
Presented 2:15 ???

Plan rework DD ► If necessary
is achieved
, planning continues until commitment
- byRTE
1fnecessary DD
►
After Planning retrospective r- ►
Retrospective
Moving forward
commitment and moving forward ► Final instructions
Notes:
Simulation: Briefings
Product System
Executive Architect
Manager
Notes:
5.1 Plan Together
Simulation: Planning guidance
Expect this first Pl Planning to feel a bit chaotic . Future Pl Planning

meetings will become more routine.
Product Owners: You have the content authority to make

u decisions at the user Story level
Scrum Masters: Your responsibility is to manage the

1h11 timebox, the dependencies, and the ambiguities
t Agile Team: Your responsibility is to define users Stories,

.... plan them into the Iteration, and work out interdependencies
with other teams
Notes:
Simulation: Planning requirements
IFeature 1) lter atlon1 .1 ~
-- - lle ratlon1 .2 ~ =1 I lter atlon1 .3~

--1
- lleratlon1 .◄ ~= lter atlo n1 .5c~
IP Iteration
--
-
•
Iii
Presented
byRTE
IFeature 2]
Pf Objectives ,uv Risks
.. Focus on the highlighted

area for this simulation.
Risks and
dependencies
Notes:
5.1 Plan Together
Simulation: Using historical data to calculate velocity
240
miles ~
--.
_.
.._.
1#11
.
.
4
hours
180 Story 6
points Iterations
Establish velocity by looking at the average output of the last Iterations.
Notes:
Simulation: Calculate your capacity
Calculating Iteration capacity Example:

► For every full-time Agile Team member A ?-person team composed
contributing to Solution development , of 3 developers, 2 testers,
give the team 8 points (adjust for part- 1 Product Owner, and
timers). 1 Scrum Master
► Subtract 1 point for every team member

vacation day and holiday. Exclude The Scrum Master,
Product Owner, and vacation
► Find a small Story that would take about time from the calculation
a half day to develop and a half day to
test and validate. Call it a 1.
Calculated capacity:
► Estimate every other Story relative to 5 x 8 points= 40 points per
that one. Iteration
Notes:
5.1 Plan Together
Estimating velocity and calculating capacity: A brief introduction

Agile teams use story points to relatively estimate user stories in story points. With
relative estimating, the size (effort) for each backlog item is compared to other
stories. For example, an eight-point story is four times the effort as a two-point story.
The team’s velocity for an iteration is equal to the sum of all the stories completed in
the prior iteration. Knowing a team’s velocity assists with planning and helps limit
Work in Process (WIP)—teams don’t take on more stories than their prior velocity
would allow. Velocity is also used to estimate how long it takes to deliver Features or
Epics, which are also forecasted in story points.
Keep in mind, velocity is based on historical data of the team’s completed story
points. For the purpose of this PI Planning simulation you will be referring to
calculating Iterations capacity, since velocity is not established yet.
5.1 Plan Together
Duration
Activity: Calculate your capacity ~

~
► Step 1: Review the example on the previous slide
► Step 2: Calculate your own capacity for the next two, 2-week
Iterations
- The first Iteration starts Monday
- Use your real availability
► Step 3: Make sure you have your team's capacity calculated
Notes:
Velocity and Capacity

What is Velocity?
The team’s velocity for an iteration is equal to the sum of the points for all the
completed stories that met their Definition of Done (DoD). As the team works
together over time, their historical trend of average completed story points per
iteration builds a reliable picture of the team’s velocity.
What is Capacity?
Capacity is the portion of the team’s velocity that is actually available for any given
iteration. Vacations, training, and other events can make team members unavailable
to contribute to an iteration’s goals for some portion of the iteration. This decreases
the maximum potential velocity for that team for that iteration.
Example:
Assuming a six-person team composed of three developers, two testers, and one
PO, with no vacations or holidays, the estimated initial velocity = 5 × 8 points = 40
points/iteration. (Note: Adjusting a bit lower may be necessary if one of the
developers and testers is also the Scrum Master.)Using this example, and knowing
the number of people on your team (at your table) estimate initial velocity.
5.1 Plan Together
Iteration 1 Team Capacity
Iteration 2 Team Capacity
5.1 Plan Together
Duration
Activity: Team breakout #1 ~

~
Use Estimating Poker to relatively estimate the mass of a set of
animals .
► Step 1: Setup the team area. Enter the capacity for each
Iteration .
► Step 2: Pick up a Feature from the Product Manager.
► Step 3: Estimate the Stories using Story Points .
► Step 4: Load the Stories into the Iterations .
► Step 5: Write the Pl Objectives using clear statements .
► Step 6: Identify the uncommitted objectives .
► Step 7: Identify any program risks and dependencies .
SCALED AGILE · Cl Scaled Ag ile. Inc. 183
Notes:
Duration
Activity: Scrum of scrums (SoS) sync ~

~
► Step 1: Observe the Sos sync, conducted by the RTE
► Step 2: Each team 's Scrum Master provides the team 's current status
and addresses the questions from the RTE
► Step 3: The RTE holds a meet-after after the sync (limited to 1 - 2

topics for the simulation)
Have you identified the capacity for each Iteration in the Pl?
Have you identi fied most of the Stories for the first two Iteratio ns and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing trade-offs and conflicting priori ties wit h your Busi ness Ow ners?
Have you identified any program risks?
Will you be ready to start writing Pl Objectives in the next 15 minutes?
Is there anything you need to discuss with other Scrum Masters? If so, stay for the meet-after
SCALED AGILE • Cl Scaled Agile. Inc. 184
Notes:
5.1 Plan Together
SoS Sync Question Team Team

1 2
Have you identified the capacity for each Iteration in the PI?
Have you identified most of the Stories for the first two Iterations
and begun estimating?
Have you begun resolving dependencies with other teams?
Are you discussing trade-offs and conflicting priorities with your

Business Owners?
Have you identified any program risks?
Will you be ready to start writing PI Objectives in the next 15

minutes?
Is there anything you need to discuss with other Scrum Masters?

If so, stay for the ‘Meet After’
5.1 Plan Together
Duration
Activity: Draft plan review ~

~
► Step 1: Present the summary of your team's first two Iterations and
one or more draft Pl Objectives
► Step 2: Make sure that you have included the following:

- Capacity and load for each Iteration
- Draft Pl Objectives
- Program risks and impediments
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?
Team assignments?
► Where are the bottlenecks?
► What features must be de-scoped?
► What decisions must we make between now and
tomorrow to address these issues?
Notes:
5.1 Plan Together
Activities during day 2
Day 1 Day2
8:00 9:00 8:00 9:00 Planning adjustments r
9:00 10:30 Product/Solution

Vision DB
9:00 11:00 Team breakouts
aa
~
Architecture Vision and
..
10:30 11 30
development practices
Final plan review
11:30 1 00
Planning context
and lunch
11:00 1:00
and lunch i
1:00 4:00 Team breakouts
1:00 2:00 Program risks
A 1
2 :00 2 :15 Pl confidence vote
i"
DB
4:00 5 00
i 2 :15 ???
Plan rework
if necessary
aa
5 :00 6:00 Management review
':, After Planning retrospective r
and problem solving commitment and moving forward
187
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 Vision
- Changes to scope
- Realignment of work and teams
Notes:
5.1 Plan Together
Team breakout #2
Based on new knowledge and a good night's

sleep, teams work to create their final plans.
► In the second team breakout, Business Team A
Owners circulate and assign business value Pl Objectives BV
to Pl Objectives from low (1) to high (10)
mock sounds
► Teams finalize the Program Increment plan Help with radar POC 4
Decide to create or buy 3

► Teams also consolidate program risks, engine noises
impediments , and dependencies Uncommitted
► Uncommitted objectives provide the capacity real sounds
and guard band needed to increase the

reliability of cadence-based delivery
Notes:
Final plan review
Teams and Business Owners peer-review all final plans.

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 session
Final plan review
Used with permission of SEI Global Wealth Services
Notes:
5.1 Plan Together
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 accepted, the team's plan and

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

A team's final plan
place, and the team continues
planning after the review Used with permission of Discount Tire Corpora tion
Notes:
Confidence vote: Team and program
After dependencies are resolved and risks are addressed, a

confidence vote is taken by the team and program.
A commitment with two parts:

1. Teams agree to do everything in their power to meet the agreed-to
objectives
2. In the event that fact patterns dictate that it is simply not achievable , teams
agree to escalate immediately so that corrective action can be taken
SCALED AGILE •
,,..I ,,.u
• •
No confidenc e
Cl Scaled Agile.Inc .
Little confidenc e Good confidenc e
I
High confidence
•
Very high confidence
192
Notes:
5.1 Plan Together
Run a planning meeting retrospective
The Pl Planning event will evolve over time. Ending with a

retrospective will help continuously improve it.
The Planning Meeting

retrospective
1. What went well ,...

2. What didn't
3. What we can do
better next time
A Team's Retrospective
Notes:
Program board: Feature delivery, dependencies, and Milestones

Iteration 1.1 Iteration 1.2 Iteration 1.3
I Iteration 1.4 Iteration 1.5 (IP) Pl 2 »>
Milestones/
Events A program milestone or event is happening
Unicorns 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 teams
Needs Sys
Arch Help
Blue =Features
•• =Significant
Dependency
=Milestone/
Event
~
=
Red String A dependency requiring stories
or other dependencies to be completed before
the feature can be completed 194
Notes:
5.1 Plan Together
Duration
Video: Program Board ~

~
Notes:
1~~
Video link: https://vimeo.com/355401474/4ed0fa500e
5.2 Integrate and demonstr ate together
SCALED AGILE .
Notes:
Program execution
Program events create a closed-loop system to keep the train on the tracks.
,.,.
~ Program events
..-------------------1
_____,=-- •=====
Scrum of Scrums
• •1
•
, u ..
I PO Sync
Team events
,1 111111 U . .. .
1h11 I 1h11 U U
• Pl Ii
1h11 Daily
Stand-up
Planning g Iteration
Planning Iteration
System
Review Demo
~
Iteration
Backlog
Retro
Refinement
•~
~
Inspect & Adapt ''
=• = •
: I Planning
Notes:
ART sync is used to coordinate progress
• ART Sync
1~ 11li 1 ---------------------------------
I _____________________________
_
1111
11
1111
Scrum of scrums
► 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 ,
► Weekly or more frequently, 30-60 minutes and SMEs as necessary
► Timeboxed and followed by a 'Meet After' ► Weekly or more frequently , 30--60 minutes
► Timeboxed and followed by a 'Meet After '
Notes:
Demo the full system increment every two weeks
► Features are functionally

complete or 'toggled ' so as not
to disrupt demonstrable
functionality
► New Features work together

and with existing functionality
► Happens after the Iteration Full system

review (may lag by as much as
one Iteration, maximum)
•
UI
► Demo from a staging

•
1h11 System
team
environment which resembles
production as much as possible
Ir
Notes:
Discussion: System Demo challenges ~i)

~~
► Step 1: As a team, discuss the following:

- What are challenges to having a new system increment every two weeks?
► Step 2: On a flip chart or Remote Group Document aid list three to

five challenges and some ways to solve them
► Step 3: Be prepared to share with the class
Notes:
5.3 Learn together
5.3 Learn tog ether
5.3 Learn together
SCALED AGILE .
Notes:
Innovation and Planning (IP) Iteration
Facilitate reliability, Program Increment readiness, planning, and

innovation during the IP iteration.
► Innovation: Opportunity for innovation,

hackathons, and infrastructure improvements
► Planning: Provides for cadence-based planning
► Estimating guard band: For cadence-based delivery
Notes:
5.3 Learn together
IP Iteration calendar
Monday Tuesday Wednesday Thursday Friday
Buffer for leftover work
Final verif1cat1on and vat1dat1on, and documentation (if releasing)
Innovation
Pl planning readiness
10 11 12
Pl Planning
Solution Tram Contmumg Planning

Optional time
pre Pl planmng education ad1ustments for d1strtbuted
plannmg
@#fifrjf
Archrtectu,.vmon
Fmalplan,...,1aw
•nddr1elopment
pn1ctlcn and lunch
Innovation Plannmg
contmues requ,rements
Inspect and
adapt
andlunch
JM/Hl:i!ihl Solution Train
post .Pl planning
Planrawor\r.11
workshop necessary
Pl planning
readiness Management Pb,nn,ng
rev,ewand retrospactrva1nd
problemsolv,ng mov,ngforw,rd
Notes:
Improving results with the Inspect and Adapt event
Three parts of Inspect and Adapt:
1. The Pl System Demo
-.f.-
..!...!.
= t.1.
Problem-Solving Workshop
~..!..
n: :- -- -
:b.- ~=--=- =
;--==-
Timebox: 3 - 4 hours per Pl
Attendees: Teams and stakeholders
Notes:
5.3 Learn together
Pl System Demo
► At the end of the Pl, teams

demonstrate the current state of
the Solution to the appropriate
stakeholders
► Pl System Demo is often led by

Product Management, POs, and
the System Team
► Business Owners, program

stakeholders, Product
Management , RTE, Scrum
Masters, and teams attend.
Notes:
Quantitative and qualitative measurement
The report compares actual business value achieved to planned business value.
Program Pre dictab ility Measure

120
• Target: Effec t ive p rocess
cont ro l range
100
"O
QI ;
; ......
... • Predictab ility sufficie nt
>
QI
:i:
,; to run th e business
V 80
-,: ;
• Handles commo n
~
QI
> variations
'tl 60
QI
:;; • Special causes may st ill
0 cause excess variatio n
E 40
I!!
en
£ 20
- - - - - Team A : O ut-of-co nt rol development
- - - - - Team B: Contro lled developme nt
Pro gra m (ART )
0
Pl 1 Pl 2 Pl 3 Pl 4 Pl 5
SCALED AGILE • Cl Scale d Ag ile. Inc. 206
Notes:
5.3 Learn together
The problem-solving workshop
Teams conduct a short retrospective to systematically address the

larger impediments that are limiting velocity.
.. •~-
Agre• on tho Apply root-<:m.1se analysis Identify the b199ost root-wuso
problom to solve (and 5 Whys) using Pareto analy11s
' :~ -
·~";"'"';"''-:-"';"'"';"'
..
Restate the new problem for Identify Improvement
Brainstorm solutions
the biggest root -cauH bt1cklo9 items
LJ-.
000
liil
NFRs
~
Notes:
Action Plan: Executing the Pl ~~

~~
► Step 1: Think about your experience
during the simulation of the Pl
Planning event

actions you could take back to your
organization


Plan
Notes:
Step 1: Think about your experience during the simulation of the PI

Lesson 5: Planning event
Executing the PI Step 2: Brainstorm one to three actions you could take back to
your organization

5.3 Learn together
Lesson review
In this lesson you:
► Planned a Program Increment as a train
► Discussed Program Increment execution
► Discussed the importance and challenges of the System Demo
► Explored how to improve as a team of teams in the Inspect and

Adapt event
Notes:
Lesson 5 notes
Lesson 6
Becoming a Certified SAFe
Practitioner
6.1 Becoming a Certified SAFe Professional

6.1 Bec oming a C ertifi ed SAFe Pr ofessional
Make the most of your learning
..-im,·. Access the SAFe Community Platform

Mange your member profile, access videos and training resources, join Communities of Practice, and more.
Prepare Yourself
Access your learning plan featuring your digital workbook , study materials, and certification practice test
. rs;]' . Become a Certified SAFe Professional

. W1: Get certified to validate your know ledge, expand your professional capabi lities, and open the door to new career opportunities.
::_
°&·.
. Access SAFe Content and Tools
Access professional development resources and your trainer enablement plan to teach SAFe instructor•led courses.
• Po·. Collaborate in real time with your team and others

·..oi'li ·' Choose from ready-made templates to easily set up events like Pl Planning and retrospectives-al l with SAFe Collaborate.
:'(e) , Showcase SAFe Credentials

Display your digital badge to promote your SAFe capabilities and proficiencies throughout your career.
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://bit.ly/2zCu2pa
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!
Notes:
1~~
Video link: https://vimeo.com/286920560
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 6 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 for Teams

SAFe® Course - Attending this course gives

Digital Student Workbook

. Become a Certified SAFe Professional

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

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

i | © Scaled Agile, Inc.

ii | © Scaled Agile, Inc.

1 | © Scaled Agile, Inc.

2 | © Scaled Agile, Inc.

SCALED AGILE • Cl Scaled Ag ile . Inc .

At the end of this course you should be able to:

► Execute Iterations and demonstrate value

► Plan program increments

► Integrate with and work with other teams on the train

SCALED AGILE · Cl Scaled Agile . Inc.

3 | © Scaled Agile, Inc.

► Lesson 1: Introducing SAFe

► Lesson 2: Building an Agile Team

► Lesson 3: Planning the Iteration

► Lesson 4: Executing the Iteration

► Lesson 5: Executing the Program Increment (Pl)

► Lesson 6: Becoming a Certified SAFe Practitioner

SCALED AGILE • Cl Scaled Agile.Inc.

Activity: Introducing the SAFe Practitioner Action Plan

► Step 1: In your workbook you

► Step 2: At the end of each

SCALED AGILE · Cl Scaled Agile.Inc.

4 | © Scaled Agile, Inc.

SAFe® Course Attending this course gives students access to the

5 | © Scaled Agile, Inc.

1.1 C onnect with the Sc aled Agile Framewor k

1.1 Connect with the Scaled Agile Framework

How do we keep pace?

► We've had Moore's Law for hardware, and

► Our development practices haven't kept pace;

► We need a new approach, one that harnesses

6 | © Scaled Agile, Inc.

7 | © Scaled Agile, Inc.

Technical debt Poor

8 | © Scaled Agile, Inc.

10-50% happiermore 30 - 75%faster