Applying the Scaled Agile Framework (SAFe) to Lean Systems ...

Applying the

Scaled Agile

Framework (SAFe)

to Lean Systems

Engineering

Harry Koehnemann

Director of Technology

321Gang

[email protected]

©2012- 2015 321 Gang

Engineering Challenges

Increasing complexity

Rapid reduction in cycle times

Risk meeting customer/market needs

Products in a continuous release cycle

Solutions cross organizational

boundaries (Systems of Systems)

System-wide collaboration demands

(BOF vs. BOM)

Increased product variation

Compliance - contractual, regulatory

2

©2012- 2015 321 Gang

Test

Our Current System Cannot Address Challenges

System requirements, design, and schedule “defined” up front

Difficult to defer decisions; reluctance to provide detail

Project success defined by executing plan vs. delivering value

Slow value deliver - delays, WIP, handoffs

Not aligned to deliver value

3

DevelopmentBig DesignUp Front

Value

Knowledge

©2012- 2015 321 Gang

Where Does Agile Excel?

Answer: Alignment and Collaboration

But, only solves team-level alignment

and collaboration

4

Product

Backlog

(Stories)

Sprint

Backlog

(Stories)

Potentially

Shippable

Software

30-day

Sprint

24

Hours

Sprint

Review

(Demo)

Sprint

RetrospectiveSprint

Planning

Product Owner

Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 5

Apply 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



Economic

Trade-offs

Assume Variability; Preserve Options

Aggressively evaluate alternatives.

Converge specifications and solution sets. — Allen Ward

You cannot possibly know everything at the start

Requirements must be flexible to economic design choices

Designs must be flexible to changing requirements

Preservation of options improves economic results

Flexible

specifications

Design

sets


Integrate and Test Frequently

“Integration points control product development”

The Lean Machine:

How Harley Davidson Drove Top-Line Growth and

Profitability with Revolutionary Lean Product Development

—Dantar P. Oosterwal

Integration points are pull events

that accelerate learning

• Routine communication

• Reduce variation

• Objective evaluation

Development can proceed no faster

than the slowest learning loop

Improvement comes through

synchronization of design loops

and faster learning cycles

D

CA

P

D

CA

P

D

CA

P D

CA

P D

CA

P D

CA

P D

CA

P D

CA

P D

CA

P

©2012- 2015 321 Gang

Coordinate and Align Within and Across Layers

*

*

Solution

Manager

Product

Manager

Solution Arch/Eng

System Arch/Eng

Product

Owner

Scrum

Master

RTE

Value Stream

Coordinator

Content TechnicalProcess/

CoordinationIntegration

/Test

Team

Systems

DevOps

Systems

DevOps

10

11© 2015 Scaled Agile, Inc. All Rights Reserved

Organize Around Value

Value doesn’t recognize organizational or geographic

boundaries

Organize your people around your Value Streams

Value Streams deliver solutions

Systems

Controls

Mechanical

…

©2012- 2015 321 Gang

Programs Are NOT (necessarily) Value Streams

Value Streams do not (necessarily) equate to contracts or programs

Too much “people motion” leads to:

Unpredictable team performance

Lost productivity - form-storm-norm-perform

Limited reuse

Localized optimizations

No economies of scale

12

Program 1

Program 2

Program 3

Program 1 Program 2 Program 3

Don’t bring people to the work… …Bring work to the people

©2012- 2015 321 Gang

Use Value Streams to Deliver Product Variants

Eliminate handoffs

Organize around

common product lines

vs separate VSs

Variants may be by

feature or time (model

year ‘17, ‘18)

Variant A

Variant B

Variant C

Variant A

Variant B

Variant C

13

©2012- 2015 321 Gang

Value Streams Deliver Solutions

Solution may be a component or feature

Fund ARTs and cross-stream initiatives, not projects

14

Powertrain

HVAC

Active Safety

Infotainment

Autonomous

…

Vehicle Programs

Co

mp

on

en

tF

eatu

re

…

©2012- 2015 321 Gang

Solution May Require a Context

Represents Suppliers and Systems or Systems

Customer continuously collaborates on multiple dimensions

Content (backlog), technical, integration, program/budget

15

Solution

Arch/Eng

Systems

DevOps

Solution

Manager

©2012- 2015 321 Gang

ARTs Build Value Stream’s Solution

ARTs deliver each increment (and ideally sprint)

Continually integrate solution at least each increment

Value Stream roles coordinate – content, technical, I&T

16

Solution

ManagerSolution Arch/Eng

Value Stream

Coordinator

Systems

DevOps

17© 2015 Scaled Agile, Inc. All Rights Reserved

Replace Gates with Cadence-Based Learning Cycles

“Pull” event to integrate entire system

Work may include simulations, models, experiments, etc.

Base milestones on objective evaluation of working system

Risk

Value

Waterfall

Risk

Value

Lean-Agile

©2012- 2015 321 Gang

Learning Moves Variable to Fixed

Simultaneously learn what we know, discover what we don’t know

Enablers create knowledge, decisions, and runway to build Features

Decisions made with sufficient time to support feature building

Accelerated by MBSE and Set-Based Design

18

©2012- 2015 321 Gang

Record Knowledge in System Intent

Repository of collective system knowledge

Single source of truth to communicate decisions

Populated by results of Enabler work

Facilitates impact analysis

Supports regularity and contractual compliance

19

©2012- 2015 321 Gang

:Vehicle

:Motion Base

:Drive

:Chassis

:Accelerator :Radar :Steering :Brake

:Vehicle Control

ctrl

Use Models (MBSE) to Organize System Intent

Communication

Impact analysis

Strategic reuse

Source for generating

compliance documents

20

System Model

(structure,

behavior,

simulation,

parametrics,

allocations)

Domain

Models

(designs,

analysis, etc.) MCAD Thermal, … Software

Requirements

Model

(functionality,

constraints)

System

ConstraintsCustomer

System

Req

Regulatory

Use Case

Model

21Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

Make Better Decisions with Set-Based Design

Set-Based Design preserves options to make the best

economic decisions based on objective evidence

Realizes the Cone

of Uncertainty

No predictable

stabilization

Time

Set-Based

Point-Based

Learning Points

Adjusted

Too much to

adjust

Multiple

Design

Options

Single

Option

©2012- 2015 321 Gang

Manage Change with Solution Kanban

Organizes “boards”/CCBs

Prioritized by Solution Management

Reviewed by System Engineering (utilize System Intent)

Analyzed by effected stakeholders

Funnel Review Analysis

Change

TeamsSMEs

Solution Manager

Arch/Eng

Solution

Backlog

New Capability

New Analysis

22

ARTs

©2012- 2015 321 Gang

Connected Kanbans

Backlogs contain

centralized initiatives and

local context

Centralized strategy;

decentralized decisions

Increased visibility into the

flow

Hierarchical content

governance system

23


Change Requires Leadership

People are already doing

their best; the problems are

with the system.

Only management can

change the system.

—W. Edwards Deming

‣ Lead the change

‣ Know the way; emphasize

life-long learning

‣ Develop people

‣ Inspire and align with mission;

minimize constraints

‣ Decentralize decision-making

‣ Unlock the intrinsic motivation of

knowledge workers

Respect

for

people

and c

ulture

Flo

w

Innovation

Rele

ntless

impro

vem

ent

VALUE

LEADERSHIP


Acquire the Knowledge

1

34

Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

Implementing SAFe

2► Ingrain deep SAFe

knowledge (SPCs)

► Identify value streams;

structure ARTs

► Train others

Leading SAFe

► Develop Lean-Agile

leaders

► Organize and

support ARTs

► Implement Agile Portfolio

Supporting role-basedcurriculum

► Product Manager/

Product Owner

► Portfolio Management

► Scrum Master *

► Release Train Engineer *

SAFe for Agile Teams& ART Quick start

► Organize and train

Agile Teams

► Start the Train

► Plan and execute the

first Program Increment

SAFe

Program

Consultants

(SPCs)

SAFe ScrumXP

Scrum Master &

Product Owner

Orientation

PI Objective (Team) Story/Enabler Team Test Plan

PI Objective (Program) Feature/Enabler Program Test Plantracks

tracks

Program Epic

Feature/Epic(lightweight business case)

System Req

NFR/Cust/Reg/Safety/etc.

Requirements

System Test Plan

System Model(structure, behavior, simulation,

parametric, allocations)

Use Case Model

Links depend

on needs

(compliance,

contract)

Domain Model(ECAD, MCAD, SW, etc.)

guides

DM/RELMRM

CCMQM

Simulation, Study, etc.

Team

Program/

Value Stream

System Intent

Applying the Scaled Agile Framework (SAFe) to Lean Systems ...

Documents

Transcript of Applying the Scaled Agile Framework (SAFe) to Lean Systems ...