Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 1 The Successful Business...

Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 1

The Successful Business Analyst’s Role in theScaled Agile Framework®

BAPDD 9/11/15

www.scaledAgile.com

V3.0.2


What we’ll cover today

Lean-Agile Values and Principles of SAFe

SAFe Practices – Overview of the Model

Implications for the Successful Business Analyst

Breakout Discussions and Q & A


We thought we’d be programming like this:


But sometimes it feels like this:

Library of Congress


Problems discovered

too lateNo way to improve

systematically

Hard to manage

distributed teams

Late

delivery

Too little visibility

Too early commitment to a design that didn’t

work

Poor morale

Massive growth in

complexity

Phase gate SDLC isn't

helping reduce riskUnder-

estimated dependencies

And our retrospectives read like this:


The Management Challenge

It is not enough that management

commit themselves to quality and

productivity, they must know what it

is they must do.

Such a responsibility cannot be

delegated.

—W. Edwards Deming

“…and if you can’t come, send no one” —Vignette from Out of the Crisis, Deming,1986


What it is they must do

Embrace Lean-Agile Values

Apply Lean-Agile Principles

Implement Lean-Agile Practices

Lead the Implementation


Embrace Lean-Agile Values

LEADERSHIP

Res

pect

for

peop

le a

nd c

ultu

re

Flo

w

Inno

vatio

n

Rel

entle

ssim

prov

emen

t

VALUE


Value in the Shortest Sustainable Lead Time

There is only one boss. The customer. And he can fire everybody in the company. —Sam Walton

‣ Achieve the sustainably shortest lead time with

‣ Best quality and value to people and society

‣ High morale, safety, customer delightLEADERSHIP

Res

pect

fo

rpe

opl

e an

d cu

lture

Flo

w

Inno

vatio

n

Rel

entle

ssim

prov

emen

t

VALUE


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



Build Incrementally: Accelerate Value Delivery

4 444 :Documents Documents Unverified System System


Take an Economic View: Increase Value

Early delivery provides fast value with fast feedback

Time

Val

ue D

eliv

ery

Incremental

Waterfall

Fast feedback

12


SAFe Practices


SAFe is an online, freely revealed

knowledge base of

proven success patterns

for implementing Lean-Agile development

at enterprise scale.

14


3.0


SAFe 3.0 Overview in 9 Minutes-Lean Samurai

https://www.youtube.com/watch?feature=player_embedded&v=WZzeNQm7L0w


Nothing Beats an Agile Team

▸ Cross-functional Agile Teams deliver working software every

two weeks

▸ Scrum roles and project management practices, XP-inspired

technical practices; Kanban for flow

ScrumXP Kanban


Except a Team of Agile Teams

▸ Cross-functional teams-of-agile-teams deliver working system increments every two weeks

▸ Operate with common Vision, architecture and UX guidance

▸ Collaborate, align, and adapt with face-to-face planning and retrospectives


Executing Strategy in an Agile Portfolio

▸ Organize Agile Release Trains around Value Streams

▸ Centralize strategy; decentralize execution

▸ Empower decision makers with Lean-Agile budgeting

▸ Provide portfolio visibility and WIP limits

▸ Leverage objective metrics for governance and improvement


That Delivers Business Results

BUSINESS RESULTS

Happier, more

motivated employees

20–50% increase in productivity

30–75% faster timeto market

50%+ defect

reduction

See ScaledAgileFramework.com/case-studies


Implications for the Successful BA


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

Res

pect

fo

rpe

opl

e an

d cu

lture

Flo

w

Inno

vatio

n

Rel

entle

ssim

prov

emen

t

VALUE

LEADERSHIP


Panel Discussion

Peggy Blake and Bindu Mehra, Grange business analysts

How has your role changed after becoming part of the Website Redesign Team?

What were the benefits of participating in an Agile Proof of Concept Team for CRM 2.0?

What additional opportunities can SAFe enable?


Breakout Session – 10 minutes

Gather in groups of 4-6 people

What opportunities have you seen as a business analyst on an agile team?

What challenges have you experienced or are you concerned about with implementing agile?

Report out


Questions?Browse the Framework

ScaledAgileFramework.com

Learn How to Implement

ScaledAgile.com/training

Find a Partner ScaledAgile.com

Cindy Casebolt, PMP, CSM, SPChttps://www.linkedin.com/in/cindycaseboltScaledAgile.com for links to everything

https://www.linkedin.com/in/cindycasebolt

https://www.linkedin.com/in/cindycasebolt

Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 1 The Successful Business...

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